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200427 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg COUNCIL MEETING AGENDA Monday, April 27, 2020 4:30 PM Electronic Meeting 1.Call to Order 2.Closed Session Proposed Resolution #1 Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to consider: personal matters about an identifiable individual, including Town employees; (Fire Chief Recruitment), and • personal matters about an identifiable individual, including Town employees; (COVID-19 Taskforce Appointments) • 2.1 Adoption of Agenda 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof 2.3 Adoption of Closed Session Council Minutes 2.4 Reports 2.4.1 2 (b) personal matters about an identifiable individual, including municipal or local board employees; (Fire Chief Recruitment) 2.4.2 2 (b) personal matters about an identifiable individual, including municipal or local board employees; (COVID-19 Taskforce Appointments) 3.Adoption of Agenda Proposed Resolution #2 Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council meeting of Monday, April 27, 2020, be adopted. 4.Moment of Silence 5.Disclosures of Pecuniary Interest and the General Nature Thereof 6.Adoption of Council Minutes of Previous Meeting Proposed Resolution #3 Moved By: ________________ Seconded By: ________________ THAT the Minutes of the Council meeting of April 14, 2020, be approved. 7.Presentations 7.1 Recreation, Culture and Parks Department Service Review Presentation (30 minutes) Presented by: Guus Saaltink, Senior Consultant, The Clarico Group and Ron Barr, Senior Consultant, The Clarico Group Proposed Resolution #4 Moved By: ________________ Seconded By: ________________ THAT Council receives the Recreation, Culture and Parks Department Service Review Presentation by The Clarico Group, as information. 8.Public Meetings 9.Planning Applications 10.Delegations 11.Deputation(s) on Committee Reports 12.COVID-19 13.Information Items 13.1 Provincial Policy Statement 2020 Proposed Resolution #5 Page 2 of 353 Moved By: ________________ Seconded By: ________________ THAT Council receive the Provincial Policy Statement 2020, as informaiton. 14.Staff Reports 14.1 Chief Administrative Officer 14.1.1 CAO 20-03 Appointment of Acting Fire Chief and Acting Deputy Fire Chief Proposed Resolution #6 Moved By: ________________ Seconded By: ________________ THAT Council receives Report CAO 20-03, as information; AND THAT a By-Law to appoint an Acting Fire Chief and an Acting Deputy Fire Chief for the Town of Tillsonburg, be brought forward for Council’s consideration. 14.2 Clerk's Office 14.2.1 CLK 20-13 Committee Appointments Proposed Resolution #7 Moved By: ________________ Seconded By: ________________ THAT Council receives Report CLK 20-13 Committee Appointments; AND THAT a By-Law to Amend Schedule A of By-Law 4247, be brought forward for Council’s consideration. 14.2.2 CLK 20-18 County Council Composition and Election of Head of Council Review Proposed Resolution #8 Moved By: ________________ Seconded By: ________________ THAT Council receives Report CLK 20-18, as information. 14.3 Development and Communication Services 14.4 Finance 14.5 Fire and Emergency Services Page 3 of 353 14.5.1 FRS 20-02 Self-Contained Breathing Apparatus (SCBA) Replacement Proposed Resolution #9 Moved By: ________________ Seconded By: ________________ THAT Council receives Report FRS 20-02 SCBA Replacement, as information; AND THAT Council approves purchase MSA G-1 Self-Contained Breathing Apparatus (SCBA); AND FURTHER THAT Council approve AJ Stone Company Limited as sole source vendor for this equipment as awarded through the Township of Wilmot cooperative RFP. 14.6 Operations 14.6.1 OPS 20-18 Results for RFP 2020-003 Engineering Consulting Services for the Reconstruction of Concession Street West Proposed Resolution #10 Moved By: ________________ Seconded By: ________________ THAT Council receive Report OPS 20-18 Results for RFP 2020-003 Engineering Consulting Services for the Reconstruction of Concession Street West; AND THAT Council award RFP 2020-003 to GM Blue Plan of London, ON at a cost of $156,934.27 (net HST included), the highest scoring proposal received. 14.6.2 OPS 20-19 Results for RFP 2020-004 Engineering Consulting Services for Retaining Wall Replacements Proposed Resolution #11 Moved By: ________________ Seconded By: ________________ THAT Council receive Report OPS 20-19 Results for RFP 2020-004 Engineering Consulting Services for Retaining Wall Replacements; AND THAT Council award RFP 2020-004 to Planmac Engineering Inc. of Toronto, ON at a cost of $97,402.64 (net HST included), the highest scoring proposal received. 14.6.3 OPS 20-20 Tillsonburg Regional Airport Hydro Load Capacity Assessment Page 4 of 353 Proposed Resolution #12 Moved By: ________________ Seconded By: ________________ THAT Council receives Report OPS 20-20 Tillsonburg Regional Airport Hydro Load Capacity Assessment; AND THAT the results of the Airport Hydro Load Capacity Assessment inform the Airport Master Plan as it relates to current and future growth capacity of hydro infrastructure at the Airport. 14.7 Recreation, Culture & Park Services 14.7.1 RCP 20-16 45 Hardy Ave Fire Panel Replacement Update Proposed Resolution #13 Moved By: ________________ Seconded By: ________________ THAT Council receives Report RCP 20-16 45 Hardy Ave. Fire Alarm Panel Replacement Update; AND THAT the project budget is increased by an additional $18,000 with the additional funding coming from the Facility Infrastructure Reserve. 14.7.2 RCP 20-17 Sports Facilities Allocation Policy Proposed Resolution #14 Moved By: ________________ Seconded By: ________________ THAT Council receives Report RCP 20-17 Sports Facilities Allocation Policy; AND THAT Council approves and adopts the Sports Facilities Allocation Policy for the Town of Tillsonburg. 14.7.3 RCP 20-18 Acti-Passs Program Proposed Resolution #15 Moved By: ________________ Seconded By: ________________ THAT Council receives Report RCP 20-18 Act-i-Pass Program, as information; AND THAT the Town of Tillsonburg supports the partnership with Southwestern Public Health in order to provide ACT-i-Pass programs to Grade 5 students beginning in July 2020. Page 5 of 353 15.New Business 16.Consideration of Committee Minutes 16.1 Committee Minutes Proposed Resolution #16 Moved By: ________________ Seconded By: ________________ THAT Council receives the Economic Development Committee minutes dated April 7, 2020 and April 14, 2020, as information. 16.2 Police Services Board Minutes Proposed Resolution #17 Moved By: ________________ Seconded By: ________________ THAT Council receives the Police Services Board minutes dated September 18, 2019, October 16, 2019, November 20, 2019 and December 18, 2019, as information. 17.Motions/Notice of Motions Proposed Resolution # Moved By: Councillor Gilvesy Seconded By: ________________ THAT Council request the Chief Building Official to review the sign by-law and bring forth recommendations to Council at the next meeting that would include such things as waiving mobile sign fees, placing banners or mobile signs in areas where they are prohibited such as the downtown core to allow businesses to advertise more aggressively during the re-opening and recovery phase of the economy impacted by Covid-19. 18.Resolutions/Resolutions Resulting from Closed Session 19.By-Laws 19.1 By-Law to Amend Schedule A of By-Law 4247 (Committee Appointments) 19.2 By-Law to transfer the properties known as Daffodil Drive and Daisy Court, Plan 41M-155, to 2563557 Ontario Inc 19.3 By-Law to appoint an Acting Fire Chief and an Acting Deputy Fire Chief for the Town of Tillsonburg Proposed Resolution #18 Page 6 of 353 Moved By: ________________ Seconded By: ________________ THAT a By-Law to Amend Schedule A of By-Law 4247 (Committee Appointments), and A By-Law to transfer the properties known as Daffodil Drive and Daisy Court, Plan 41M-155, to 2563557 Ontario Inc, and A By-Law to appoint an Acting Fire Chief for the Town of Tillsonburg and to repeal By-Law 4302, To Appoint the previous Acting Fire Chief, and to appoint an Acting Deputy Fire Chief for the Town of Tillsonburg and to repeal By-Law 3502, To Appoint a previous Deputy Fire Chief, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 20.Confirm Proceedings By-law Proposed Resolution #19 Moved By: ________________ Seconded By: ________________ THAT By-Law 2020-039, to Confirm the Proceedings of the Council Meeting held on April 27, 2020, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 21.Items of Public Interest 22.Adjournment Proposed Resolution #20 Moved By: ________________ Seconded By: ________________ THAT the Council Meeting of Monday, April 27, 2020 be adjourned at ______ p.m. Page 7 of 353 1 MINUTES Tuesday, April 14, 2020 6:00 PM Electronic Meeting ATTENDANCE: Mayor Molnar Deputy Mayor Beres Councillor Esseltine Councillor Gilvesy Councillor Luciani Councillor Parker Councillor Rosehart Staff: Kyle Pratt, Chief Administrative Officer Michelle Smibert, Town Clerk Kevin De Leebeeck, Director of Operations Dave Rushton, Director of Finance Rick Cox, Director of Recreation, Culture and Parks Terry Saelens, Acting Fire Chief Amelia Jaggard, Deputy Clerk _____________________________________________________________________ 1. Call to Order The meeting was called to order at 6:00 p.m. 2. Closed Session 3. Adoption of Agenda Resolution # 2020-160 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT the Agenda as prepared for the Council meeting of Tuesday, April 14, 2020, be adopted. Page 8 of 353 2 Carried 4. Moment of Silence 5. Disclosures of Pecuniary Interest and the General Nature Thereof Deputy Mayor Beres declared pecuniary interest on the following items: 1. Item 20.6 in open session (By-Law 2020-036) with the reason being a family member will receive financial gain. Councillor Gilvesy declared pecuniary interest on the following items: 1. Item 20.6 in open session (By-Law 2020-036) with the reason being a family member will receive financial gain. Councillor Rosehart declared pecuniary interest at a later point in the meeting on the following items: 1. Item 15.7.5 in open session (Award of Concession RFP) with the reason being that her son submitted a proposal. No other disclosures of pecuniary interest were declared. 6. Adoption of Council Minutes of Previous Meeting Resolution # 2020-161 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT the Minutes of the special Council meeting of Friday, March 20, 2020, the minutes of the Council meeting of Monday, March 23, 2020 and the minutes of the special Council meeting of Monday, March 30, 2020, be approved. Carried 7. Presentations 8. Public Meetings 9. Planning Applications 9.1 Application for Zone Change - Removal of Holding Provision ZN 7- 20-04 (Victoria Wood Tillsonburg GP Inc.) Eric Gilbert, Senior Planner, County of Oxford, was present to answer questions. Page 9 of 353 3 Resolution # 2020-162 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council approve the zone change application, File No. ZN 7-20-04, as submitted by Victoria Wood (Tillsonburg) GP Inc., for lands described as Part of Lot 7, Concession 12 (Dereham), Parts 1, 2, 3, 4 and 12 of Reference Plan 41R-9832, in the Town of Tillsonburg, to rezone the subject lands to remove the Holding Provision from properties within Phase 2 of Victoria Woods (the Oaks) draft plan of subdivision. Carried 9.2 CP 2020-73 Request for Extension to Draft Approved Plan of Subdivision 32T-06005 (Victoria Wood Tillsonburg GP Inc.) Eric Gilbert, Senior Planner, County of Oxford, was present to answer questions. Resolution # 2020-163 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council advise Oxford County that the Town supports an extension of draft approval for a plan of subdivision submitted by Victoria Wood Tillsonburg GP Inc., for lands described as Part Lot 7, Concession 12 (Dereham), Town of Tillsonburg, to April 30, 2023, to grant additional time to satisfy the conditions of draft plan approval and register the remaining phases of the draft plan of subdivision. Carried 10. Delegations 11. Deputation(s) on Committee Reports 12. COVID-19 Councillor Gilvesy noted that the local rate of testing appears to be lower than the Provincial average and asked why the Health Unit hasn’t provided a protocol on migrant workers. Mayor Molnar noted that SCOR and the OFA are looking at farmers responsibilities under the Quarantine Act and that he would follow up with the Health Unit on Councillor Gilvesy’s questions. Page 10 of 353 4 13. Information Items 13.1 Long Point Region Conservation Authority Board of Directors Annual Report 2019 Resolution # 2020-164 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receives the Long Point Region Conservation Authority Board of Directors Annual Report 2019, as information. Carried 14. Quarterly Reports 14.1 FIN 20-11 2019 Fourth Quarter Consolidated Financial Results Resolution # 2020-165 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receives Report FIN 20-11 2019 Fourth Quarter Consolidated Financial Results, as information Carried 14.2 FIN 20-10 2019 Fourth Quarter Corporate Services Results 14.3 DCS 20-05 Fourth Quarter Economic Development and Marketing Results 14.4 DCS 20-06 2019 Fourth Quarter Building, Planning By-Law, Services Results 14.5 FRS 20-01 Fourth Quarter Fire Services Results 14.6 OPS 20-16 2019 Fourth Quarter Operations Services Results 14.7 RCP 20-15 2019 Fourth Quarter Recreation, Culture and Parks Results Staff noted that the Tillsonburg Community Centre DHW Boiler Replacement project is currently on hold due to the contractor withdrawing from the project. The Town will be required to release a new RFT. Page 11 of 353 5 Staff noted that the Recreation, Culture and Parks Department review results will be provided to Council on April 27, 2020. Staff noted that the Columnbarium has been shipped and that the delivery date is currently unknown. Resolution # 2020-166 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receives the 2019 Fourth Quarter Department Results, as information. Carried 15. Staff Reports 15.1 Chief Administrative Officer 15.2 Clerk's Office 15.2.1 CLK 20-15 COVID-19 Taskforce Staff noted that a member of the communications team and a support clerk would take part in the taskforce. Resolution # 2020-167 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT the attached Terms of Reference for the COVID-19 Taskforce be approved and that the following members of Council be appointed to the Taskforce: Deputy Mayor Beres, Councillor Gilvesy and Councillor Rosehart. Carried 15.2.2 CLK 20-16 Delegation By-Law for COVID-19 Resolution # 2020-168 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council approves Delegation of Authority By-Law to include certain provisions for staff during the COVID-19 Pandemic. Page 12 of 353 6 Defeated 15.3 Development and Communication Services 15.3.1 DCS 20-03 Traffic By-Law Amendment - Yield Signs Geno Vanhaelewyn, Chief Building Official, was present to answer questions. Staff confirmed that if this By-Law is passed all remaining yield signs within the Town will be replaced with stop signs as per advice provided by the Town solicitor. Staff noted that the money to complete the work will come from the Public Works department budget. Resolution # 2020-169 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council receives Report DCS 20-03 Traffic By-Law Amendment – Yield Signs as information; AND THAT By-Law 2020-035 to amend By-Law 3701, being a By- Law to regulate traffic and the parking of motor vehicles in the Town of Tillsonburg, be brought forward for Council’s consideration. Carried 15.3.2 DCS 20-04 Conveyance of Daffodil Drive and Daisy Court Cephas Panschow, Development Commissioner, was present to answer questions. Resolution # 2020-170 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT Council receives Report DCS 20-04 Conveyance of Daffodil Drive and Daisy Court; AND THAT public roads, Daffodil Drive, described on Plan 41M- 155, and Daisy Court, described on Plan 41M-155, be closed; Page 13 of 353 7 AND THAT a by-law be brought forward authorizing the Mayor and Clerk to execute all documents necessary to transfer the properties known as Daffodil Drive and Daisy Court, Plan 41M-155. Carried 15.4 Finance 15.4.1 FIN 20-08 Borrowing By-Law 2020 Resolution # 2020-171 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT By-Law 2020-033, being a by-law to authorize the borrowing of money to meet current expenditures of the Town of Tillsonburg for the 2020 fiscal year, be brought forward for Council's consideration. Carried 15.4.2 FIN 20-12 2019 Council Remuneration and Expenses Resolution # 2020-172 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives Report FIN 20-12 2019 Council Remuneration and Expenses be received, as information. Carried 15.4.3 FIN 20-13 Draft Deferred 2020 Capital Summary It was noted that the Police Services Board recommended that the Town defer the OPP parking lot expansion project. Staff noted that if the projects are deferred the money will go into the asset management reserve and that Council has the ability to direct the funds to another project. Resolution # 2020-173 Moved By: Councillor Parker Seconded By: Councillor Esseltine Page 14 of 353 8 THAT Council receives Report FIN 20-13 for information; AND THAT Council approves the deferral of the recommended projects until they are reviewed again at the end of the current pandemic. Defeated Resolution # 2020-174 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives Report FIN 20-13 for information. Carried 15.4.4 FIN 20-14 COVID 19 - Tax and Water Wastewater Deferrals Staff noted that the County would be paid as money is collected and that there would be no interest on late payments. Resolution # 2020-175 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receives Report FIN 20-14 COVID 19 – Tax and Water/Wastewater Deferrals, as information; AND THAT Council approves the deferral of the collection of tax and waive interest and penalty for the May 21, 2020 for those taxpayers that can demonstrate a negative impact to their revenue as a result of the COVID 19 pandemic and that this be in effect for a period ending July 31, 2020; AND FURTHER THAT Council approves the deferral of the collection of water and wastewater invoices generated after March 31, 2020 until June 30, 2020 and waive interest and penalty for those taxpayers that can demonstrate a negative impact to their revenue as a result of the COVID 19 pandemic and that this be in effect for a period ending July 31, 2020. Carried 15.4.5 FIN 20-15 Forecast of Operational Impacts On Town Finances Page 15 of 353 9 Resolution # 2020-176 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receives Report FIN 20-15 Forecast of Operational Impacts on Town Finances from COVID-19, as information. Carried 15.5 Fire and Emergency Services 15.6 Operations 15.6.1 OPS 20-11 Results for RFP 2020-001 Maintenance Hole Assessment Program Resolution # 2020-177 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receive Report OPS 20-11 Results for RFP 2020- 001 Maintenance Hole Assessment Program; AND THAT Council sole source RFP 2020-001 to Andrews Engineering of Etobicoke, ON at a cost of $155,720.27 (net HST included), the only bid received. Carried 15.6.2 OPS 20-12 Results for RFT 2020-008 Supply of Two Mid-Size SUV’s Staff noted that RFT's are performance based and that they are advertised on all of the Town's available channels of communication. Nothing restricts local companies from submitting a bid. Staff noted that purchasing just one vehicle would be a significant change to the request and therefore would require the Town to issue a new RFT. Resolution # 2020-178 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres Page 16 of 353 10 THAT Council receive Report OPS 20-12 Results for RFT 2020- 008 Supply of Two Mid-Size SUV’s; AND THAT Council award Tender RFT 2020-008 to Blue Mountain Chrysler Ltd. of Collingwood, Ontario at a cost of $64,792.63 (net HST included), the lowest bid received satisfying all Tender requirements. Defeated 15.6.3 OPS 20-13 Results for RFP 2020-002 Loader Backhoe Resolution # 2020-179 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receive Report OPS 20-13 Results for RFP 2020- 002 Loader Backhoe; AND THAT Council award Tender RFT 2020-002 to Brandt Tractor Ltd. of London, Ontario at a cost of $162,205.44 (net HST included), the highest scoring proposal received. Carried 15.6.4 OPS 20-14 Hangar No. 5 Land Lease Resolution # 2020-180 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receives Report OPS 20-14 shared Hanger No. 5 Land Lease; AND THAT the Land Lease between the Corporation of the Town of Tillsonburg and 1467246 Ontario Inc. for the northerly portion of shared Hanger No. 5 be approved for assignment to Robert L.D. Bennett; AND THAT the Mayor and Clerk be authorized to execute the Land Lease Assignment with 1467246 Ontario Inc. and Robert L.D. Bennett; AND THAT Council approves the termination of the recently assigned Land Lease Agreement between the Corporation of the Page 17 of 353 11 Town of Tillsonburg and Robert L.D. Bennett for the northerly portion of shared Hanger No. 5; AND FURTHER THAT a By-law authorizing Mayor and Clerk to execute a new Hangar Land Lease Agreement with Robert L.D. Bennett for the northerly portion of shared Hanger No. 5 be brought forward for Council consideration. Carried 15.6.5 OPS 20-15 Curbside Collection Schedule Changes Resolution # 2020-181 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council receive Report OPS 20-15 Curbside Collection Schedule Changes, as information; AND FURTHER that council of Town of Tillsonburg share with the County of Oxford their disappointment that the Town of Tillsonburg has been divided into two separate pick up dates with regards to pickup of waste and recycling; AND FURTHER THAT the Town of Tillsonburg is disappointed in the reduction of annual funding toward the operation of the Tillsonburg transfer station. Carried 15.6.6 OPS 20-17 Municipal Linear Construction Project Status during COVID-19 Resolution # 2020-182 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council receive Report OPS 20-17 Municipal Linear Construction Project Status during COVID-19; AND THAT the Concession Street West Urbanization, Asphalt and Concrete Program, Oxford and Simcoe St. Rehabilitation, Rouse Street Sanitary Installation, Langrell Watermain Looping and Page 18 of 353 12 Rolling Meadows Phase 1 of 2 Reconstruction are deemed as critical linear construction projects; AND FURTHER THAT Council temporarily suspend the commencement of municipal linear construction projects until May 4th 2020. Carried 15.7 Recreation, Culture & Park Services 15.7.1 RCP 20-10 Adding Key Service Areas to Emergency Power at TCC Resolution # 2020-183 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT Council receives Report RCP 20-10 Adding Key Service Areas to Emergency Power at TCC, as information; AND THAT staff are authorized to implement electrical rewiring at the Tillsonburg Community Centre to add key service areas to t he emergency power circuits; AND THAT up to $8,000 for this work be drawn from the Facility Infrastructure Reserve. Carried 15.7.2 RCP 20-11 TMLA F.A.R.E. Fundraiser Final Report Staff noted that the difference between the number of VIP tickets sold and the revenue number is a result of some VIP tickets being given away through radio or sponsors. Resolution # 2020-184 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT Council receives Report RCP 20-11 TMLA F.A.R.E. Fundraiser Final Report, as information. Carried Page 19 of 353 13 15.7.3 RCP 20-12 Results for RFT 2020-002 OPP and Memorial Park Parking Lot Expansions Staff noted that work to formalize the access and provide additional parking to the Sam Lamb Diamond was included in the bid amount, however staff would not recommend this portion of the project to be completed. Staff noted that the CDJL bills to date for the design of this project is currently under $8,000. Staff to provide options for rehabilitation of the OPP parking lot and a new RFT for the Memorial Park parking lot expansion project. Resolution # 2020-185 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives Report RCP 20-12 Results for RFT 2020- 002 OPP and Memorial Park Parking Lot Expansions; AND THAT Council cancel RFT 2020-022 and other options be brought forward by staff. Carried 15.7.4 RCP 20-13 January-March 2020 RCP Activity Reports Resolution # 2020-186 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives Report RCP 20-13 January-March RCP Activity Report, as information. Carried 15.7.5 RCP 20-14 Awarding RFP 2020-01 Concession Lease Staff noted that a scoring matrix was used to evaluate the proposals and that the vendor is committed to have local management. Page 20 of 353 14 Staff noted that the contract would begin on August 1, 2020 and that there would be no charges until services resume at the Community Centre. Resolution # 2020-187 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receives Report RCP 20-14 Awarding RFQ 2020- 001 Concession Lease; AND THAT the lease for the concession at the Tillsonburg Community Centre be awarded to Dobro Jesti Inc. (Caledonia) for the term of August 1, 2020 through April 30, 2023, at the annualized rate of $5,600.00 plus HST; AND THAT a By-law is brought forward for approval once the contract is signed. Carried 16. New Business 17. Consideration of Committee Minutes 17.1 Committee Minutes 18. Motions/Notice of Motions Resolution # 2020-188 Moved By: Councillor Gilvesy Seconded By: Councillor Parker WHEREAS the Federal Government passed legislation to approve a Carbon Tax to help mitigate Green Gas Emissions; AND WHEREAS the COVID-19 pandemic has changed the immediate focus of Canadians from Climate Change to Financial Sustainability; THAT The Town of Tillsonburg request Prime Minister Justin Trudeau to roll back the $10 per tonne or 50% increase in the carbon tax which came into effect on April 1st, 2020; AND THAT This tax increase applies increased financial pressures on businesses, citizens and industry already being crippled by the hardships of the Page 21 of 353 15 COVID-19 virus which include but are not limited to: massive layoffs, shuttered businesses, health problems, fear, anxiety and undue amounts of pressure; AND THAT the local governments who represent the very heart and soul of our small communities bring forth the message from our ratepayers and reach out to our Federal Counterparts so that their voices can be heard; AND THAT this resolution be sent to Prime Minister Justin Trudeau, the appropriate Federal Ministry or Ministries, our local MP and all Ontario Municipalities; AND FURTHER THAT this resolution be shared with all neighbouring communities with the request to support the resolution put forth from the Town of Tillsonburg. Carried 19. Resolutions/Resolutions Resulting from Closed Session 20. By-Laws 20.1 By-Law 2020-032, Being a By-Law to Amend Zoning By-Law 3295 (ZN 7-20-4) 20.2 By-Law 2020-033, To authorize the borrowing of money during the Fiscal Year Ending December 31, 2020 20.3 By-Law 2020-035, To amend By-Law 3701 (Traffic By-Law) 20.4 By-Law 2020-037, To Authorize an Airport Hanger Land Lease Agreement with Robert L.D. Bennett 20.5 By-Law 2020-038, To delegate various powers and duties to the Mayor and CAO of the Town of Tillsonburg in response to the COVID- 19 pandemic (Withdrawn) Resolution # 2020-189 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT By-Law 2020-032, Being a By-Law to Amend Zoning By-Law 3295 (ZN 7-20-4); and By-Law 2020-033, To authorize the borrowing of money during the Fiscal Year Ending December 31, 2020; and By-Law 2020-035, To amend By-Law 3701 (Traffic By-Law); and Page 22 of 353 16 By-Law 2020-037, To Authorize an Airport Hanger Land Lease Agreement with Robert L.D. Bennett, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 20.6 By-Law 2020-036, To Authorize an Agreement of Purchase and Sale Staff noted that the Town would utilize construction financing over a five year period followed by a long term debt. A portion of the lands is available for sale and recovery. Resolution # 2020-190 Moved By: Councillor Luciani Seconded By: Councillor Parker THAT By-Law 2020-036, To Authorize an Agreement of Purchase and Sale, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 21. Confirm Proceedings By-law Resolution # 2020-191 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT By-Law 2020-028, to Confirm the Proceedings of the Council Meeting held on April 14, 2020, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 22. Items of Public Interest The next regular Council meeting will be held on Monday, April 27, 2020 at 6:00 p.m. via video conference. 23. Adjournment Page 23 of 353 17 Resolution # 2020-192 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT the Council Meeting of Tuesday, April 14, 2020 be adjourned at 9:57 p.m. Carried Page 24 of 353 TOWN OF TILLSONBURG Recreation, Culture, Parks Service Review – Final Report April 22, 2020 Abstract The Clarico Group Inc final report for Recreation, Culture, and Parks Service Review for the Town of Tillsonburg final report and appendices. Page 25 of 353 Page 1 of 77 Executive Summary This Executive Summary contains the key findings of the Service Review of Tillsonburg’s Recreation, Culture, and Parks Department. The Service Review was performed by The Clarico Group Inc, an independent, Ontario-based management consulting firm. The study took place between October 2019 and April 2020, and involved review of documents and reports, onsite interviews and observation, and gathering data from Tillsonburg, nine comparator municipalities, and two additional comparator museums. Providing municipal services in communities the size of Tillsonburg requires a careful balancing act to make the best use of a broad spectrum of resources including sports clubs and service clubs; non-profit entities, volunteers, contractors, seasonal and part-time employees, and a core of full-time staff to deliver a mix of facilities and services which best serves the needs of the community. The service review team noted a number of challenges affecting the provision of parks, recreation, cemetery, and museum services to the public. These include expectations for up to the minute information using the web and social media. Increases in Ontario’s minimum wage levels also increased cost pressures, particularly given the extensive use of seasonal and part time staff. The service review team also noted Town-specific challenges, particularly those arising from Tillsonburg’s relatively compact size and its role as a regional service centre; and the age and layout of the Tillsonburg Community Centre (TCC). The study found that RCP makes extensive use of best-practices including service contracts, extensive use of seasonal and part time staff, the use of specialized equipment and software, partnering with community groups, use of online registration, use of social media for outreach, and optimized use of volunteers. In reviewing parks services, the study found that Tillsonburg receives a broad range and respectable level of Parks services for an overall cost to the taxpayers that is a somewhat lower than usual for the comparators. The study team was surprised to see the combination of high level of service - in higher-cost facilities such as baseball diamonds – and lower per capita levy, particularly given the Town’s role as a service centre. Note that this costing was based on a period when all positions were staffed; it is recommended that the vacant Parks Supervisor position be staffed as soon as possible. Page 26 of 353 Page 2 of 77 The study’s review of cemetery service found that service levels and costs were somewhat difficult to compare between municipalities as each has a specific number, size, layout, and usage level of active cemeteries; each has a specific number, size, location, and age of inactive cemeteries; and some have arms-length organizations that operate the service. That said, overall cost to the taxpayers was higher than the median for the comparator municipalities. This study identifies modest opportunities to adjust service level in cemetery administration, and recommends this be done and time saved be used to help address the Parks and Facilities team’s need for additional technical and administrative support. Analysis of the museum, heritage, and culture service area found that Tillsonburg’s Annandale National Historical Site museum provides more hours of availability, and offers citizens affordable access, compared with other municipally-owned museums. Compared to those comparator municipalities that generate revenue from the Museum and Culture service areas, Tillsonburg’s operating revenue per capita was the median amount, while municipal levy support per capita was above the median, reflecting Annandale’s important symbolic role in providing much of the Town’s heritage face and brand. Review of recreation services determined that the Town has more square metres of indoor recreational facilities per capita that most comparators, and operates them at a lower cost per square metre. Tillsonburg raises more recreation revenue per capita than most comparators, has higher per capita spending, and has a higher net levy per capita than most comparators. Looking at RCP’s combined operations for parks, recreation, museum, culture, and cemeteries services (and therefore excluding their energy improvement work and their management of municipal non-recreational facilities work), benchmarking analysis showed that the amount of 2018 levy support for this bundle was 17% above the median, as would be expected from Tillsonburg’s role as a service centre for a geographic region including portions of Oxford, Norfolk, and Elgin counties. Because the Town’s services ‘spill over’ to residents outside municipal boundaries, the study recommended charging higher fees to non-residents. It also recommends reviewing a number of services and service levels, and utilizing technology for cost-avoidance, improved communication, and improved cost-effectiveness – and proposes doing more in some areas e.g. to set service level standards by service, and to monitor and report on performance in this area. Services recommended for review with an eye to improving value for money or reducing their operating deficits include grass sports fields which are costly to maintain; Lake Lisgar; and the Health Club. Page 27 of 353 Page 3 of 77 A key finding from the study was that the Town’s aging sports and recreational infrastructure – coupled with expanded opportunities for infrastructure renewal funding from higher levels of government - has ramped up the workload associated with capital upkeep and capital improvement projects – and that additional resources need to be available to the department for managing this heightened workload, unless the Project Management responsibilities are moved to another department (ideally one with in-house engineering capacity) or contracted out to a professional organization which could be trusted to keep the Town’s long-term best interests as their primary focus. If the responsibility for project management of capital projects in the parks, recreation, museum and culture, cemetery services, energy improvement, and municipal non-recreational facilities is to remain with RCP we recommend that a project management office be established with one dedicated employee, reporting directly to the Director. The study reviewed RCP’s mandate, and recommends the department be given an expanded mandate in keeping with current responsibilities. Wording for such a new mandate is provided. The study reviewed RCP’s organizational structure, and propose some relatively minor modifications to clarify responsibilities, reduce overlaps, and address gaps. A number of changes are recommended to how performance is monitored and reported, including that a select group of new indicators be reported annually. Recommendations were organized into groups for shorter term, medium term, and longer term implementation.. Implementation risks were identified along with proposed mitigation strategies, and suggested employee training was identified. Page 28 of 353 Page 4 of 77 Table of Contents Executive Summary ........................................................................................................................................... 1 Table of Contents .............................................................................................................................................. 4 Project Background............................................................................................................................................ 6 Importance of Recreation, Parks, and Culture for Cities and Towns .................................................................... 6 Overview of the Recreation, Culture and Parks Department .............................................................................. 7 Project Activities ................................................................................................................................................ 9 Benchmarking Introduction and Overview ....................................................................................................... 11 High level findings from benchmarking ............................................................................................................ 14 Service Profile - Parks....................................................................................................................................... 18 Analysis and Recommendations relating to Parks............................................................................................. 19 Service Profile – Cemeteries ............................................................................................................................ 31 Analysis and Recommendations relating to Cemeteries ................................................................................... 32 Service Profile – Recreation ............................................................................................................................. 38 Analysis and Recommendations relating to Recreation .................................................................................... 39 Service Profile – Museum and Culture ............................................................................................................. 49 Analysis and Recommendations relating to Museum and Culture .................................................................... 50 Service Profile - Energy & Facilities................................................................................................................... 54 Analysis and Recommendations related to Energy and Facilities ...................................................................... 55 Mandate .......................................................................................................................................................... 56 Is there a match between service levels and the resources deployed to achieve them? ................................... 58 Comparison of Tillsonburg's RCP Organizational Structure to Selected Other Municipalities ............................ 60 Departmental Organization Structure .............................................................................................................. 63 Customer service ............................................................................................................................................. 66 Tracking Metrics and Performance Indicator Recommendations ...................................................................... 68 Page 29 of 353 Page 5 of 77 Proposed cost recovery model ......................................................................................................................... 69 Implementation Roadmap - Short, Medium, & Long-term Recommendations.................................................. 71 Barriers, Risks, and Transitional impacts .......................................................................................................... 76 Training and Skills development....................................................................................................................... 76 Appendix 1 – Staff Whose Direct Involvement Contributed to the Tillsonburg Services Review ........................ 77 Appendix 2 – Staff Survey ................................................................................................................................ 77 Appendix 3 – Senior Management Team Survey .............................................................................................. 77 Appendix 4 - Introduction to Service Profiles.................................................................................................... 77 Appendix 5 - Service Profiles ............................................................................................................................ 77 Page 30 of 353 Page 6 of 77 Project Background The provision of municipal services is becoming more challenging as citizen and staff expectations rise; environmental, labour, and other regulations become more stringent; and the equipment and technology that can be used evolves ever more rapidly. In this context, management approaches that were practical in the past are no longer sufficient. The traditional tools and approaches often led to pockets of information, duplication of effort, fumbled/delayed handoffs, unreliable service, and lack of transparency. As technology evolves there may be new opportunities for the Town of Tillsonburg to apply information technology tools and modernized processes to provide enhanced and/or more cost-effective services. As a result of a growing, evolving, and increasingly diverse population, new pressures are being placed on the Town of Tillsonburg’s local recreation, culture, and parks facilities, staff, and management. To address these evolving pressures the Town commissioned this current review of all aspects of Recreation, Culture and Parks (RCP) operations, including service standards. This project also included benchmarking the Town’s services against selected comparator municipalities and identifying if there are any mismatches between the expected service levels and the resources deployed to achieve them. The review’s objective was to identify opportunities to improve service delivery models and/or processes in order to best meet evolving community needs. As a result of a competitive process, the Clarico Group Inc. was selected to undertake the review. The Clarico Group Inc is a boutique, Toronto based management consulting firm specializing in Enterprise Business Analysis, Lean Six Sigma, Project and Program Management. CLARICO has extensive experience in the Public Sector at Federal, Provincial, and Municipal levels. All team members have over 20 plus years of direct operational and consulting experience. Importance of Recreation, Parks, and Culture for Cities and Towns Municipal recreation programs and facilities, parks and open spaces, and museums and cultural resources help citizens live healthier and happier lives, learn about cooperation and competition, learn about their shared local heritage, and broaden/deepen community connections. They support the local economy by attracting residents, investors and shoppers. And they support the inclusion of newcomers and disadvantaged groups. Page 31 of 353 Page 7 of 77 The town of Tillsonburg provides nearly 80 hectares of open space, 64 hectares of parkland, 14 neighbourhood parks; 12 of those with playgrounds, and key indoor facilities, such as the Tillsonburg Community Centre and the Annandale National Historic Site. Also, the Town provides extensive sport fields and park amenities, and a comprehensive trail system connected to the Trans-Canada Trail. The Town also works with a strong base of volunteer service clubs, community organizations and regional agencies to provide a number of recreational and cultural services to residents of Tillsonburg and the surrounding area. The local arts and cultural community is a vibrant sector providing programs out of facilities such as the Tillsonburg Theatre and the Station Arts Centre. Overview of the Recreation, Culture and Parks Department Figure 1 Recreation, Culture, and Parks Department Share of Town 2019 Spending Tillsonburg’s Recreation, Culture and Parks Department (RCP) accounted for 28% of the Town’s budget in 2019, second only to spending on Protective Services (OPP & Fire) at 31%. as can be seen in Figure 1 above. RCP is organized into four functional teams: Recreational Programs, Facilities, Culture and Heritage, and Parks and Cemeteries. Page 32 of 353 Page 8 of 77 The Recreation team directly delivers recreation programs and services including aquatics, fitness, preschool and youth programs, seniors, day camps and adult sports leagues. Approximately 80 different programs are offered with nearly 6000 participants. The indoor 25 metre pool is open over 92 hours per week (less in the summer) with over 3600 registered swim students. The two indoor ice surfaces provide 130 hours per week of service for both organized hockey (estimated to bring 226,000 spectator visits) and public skating. The Health Club is open 92 hours per week for all but one week of the year. Over 18,600 visits to the club are recorded each year. The team also supports a popular Senior Centre that runs more than 30 different programs and is accessible during the week for 8 hours per day. The Facilities team provides access to safe, well maintained and inclusive facilities for community members, organizations, and town staff through delivering maintenance and building operations at all 15 Town facilities, including the Tillsonburg Community Centre (TCC). This group maintains all major systems (ice, pools, etc.) and prepares these systems for public use. For example, cleaning and maintaining both indoor ice surfaces as required/scheduled for tournaments and public skates. In a typical week, the TCC is open to the public well over 110 hours. The Cultural Heritage team operates out of the Annandale National Historic Site (ANHS), which is also an accredited museum. This team provides heritage programming and manages the museum’s artifact collection, and the provision of tourist information. The Museum is open 38 hours per week, and can be toured on 319 days per year. It hosts over 40 special events annually. The artifacts held by the Museum number about 22,000. Also, nearly 12,000 visitors annually come to the ANHS for tours, programs, special events, to view the exhibits, or for tourism information. The Parks and Cemeteries team performs or manages contracted grounds maintenance of all the Town’s trails, sports fields, parks, and beautification work. The team also delivers Cemetery services including sales, interments (approximately 140 per year), searching of cemetery records, seasonal services such as the placement of flowers and wreaths, and the installation/planting of memorial trees and benches. The Parks personnel also provide the grounds maintenance services at the cemetery. The active cemetery is approximately 9 hectares. The inactive (or Pioneer) cemetery is .4 hectares. The Town works with community groups which deliver specific types of programming. Examples include Martial Arts Canada, which provides karate training, the Tillsonburg District Craft Guild which operates the Station Arts Page 33 of 353 Page 9 of 77 Centre, and the Tillsonburg Soccer Club which organizes and delivers soccer training and games, and does all the turf maintenance at the soccer park. Project Activities The consulting process involved the following steps, sometimes undertaken in parallel: • Upon receiving notification that their bid had been accepted, the project team prepared detailed information for a project launch meeting, including proposed agenda and record-of-decision formats for weekly Project Management meetings, a list of materials requested, and an updated project schedule. • A Project Launch Meeting was held, practical arrangements were made, and previous plans and reports were provided to the project team. • Interview guides were developed to prepare for meetings with key stakeholders. • Interviews were held with all the Key Stakeholders (see Appendix 1) both within RCP and with the Mayor and Council. • Consultants undertook on-site visits and informal discussions with staff to gain an understanding of issues and concerns. • Clarico conducted a key document and data review. • During the interviews and observations with the Key Stakeholders, Services Inventories were developed; and observations and issues were documented. In some instances, preliminary recommendations were identified. • A 10-question survey (Appendix 2) was developed and sent to all full-time staff. Of the 43 staff members surveyed, 29 responded. • A 10-question survey was sent to the Senior Management Team. All 5 members responded. (The survey is provided in Appendix 3) • To enable apples-to-apples comparison, an organized structure, or taxonomy, of service areas was developed. For example, the Cemetery service was split into Cemetery Administration, Cemetery Operation, and Cemetery capital improvement project management. To assist in data gathering, descriptions of activities and costs to be included in each area were drafted. • A table of potential indicators for use measuring service quantities and quality for each of the detailed service areas was developed. • Using the information gathered in these processes, Service Profiles were developed providing a factual overview of the department’s service areas, supported by detailed Sub-Service Profiles. (Service Profiles can be seen later in the body of this report; Sub Service Profiles can be found in Appendix 5.) Page 34 of 353 Page 10 of 77 • The Draft Service Profiles were submitted to the Client Authority. • Feedback was received from the client and used to clarify and improve the Service Profiles. In parallel to the focus on Tillsonburg’s stakeholders and operations, preparations were made for benchmarking. Steps included: • A table of potential comparator Municipalities was developed, showing key information such as population level and municipal area. The table contained two types of comparators – a selection of nearby municipalities that are generally of different size than Tillsonburg, and a selection of more distant localities which are similar to Tillsonburg based on population size and density. • When refined, a list of 9 proposed comparators was provided to Council, with comments on why each municipality was being proposed. This gave Council an opportunity to provide feedback. • To test the difficulty of data collection, the draft data collection sheets were tested with Tillsonburg’s staff. • An invitation to participate in benchmarking was drafted, approved, and sent to the Chief Administrative Officers of the selected municipalities. • A series of follow up emails and telephone connections were made to further explain the purpose and mechanics of the study, ideally including a walkthrough of the data collection instrument. • For those municipalities who were able to commit to gathering and providing the requested information, further calls and emails were then made with the professionals tasked with providing the required information. • Over several rounds, detailed comparative data was obtained. • Comparative Benchmark data was analysed. • An Implementation Roadmap exhibit was developed based upon the recommendations outlined within the Sub Service Profiles. • The current Draft Report was created detailing, summarizing and displaying the results of the Tillsonburg Services Review. • A Public Deck for presentation to council was developed summarizing findings and results. Upcoming steps include: • Presenting the project overview and findings deck to Town Council, to give them an opportunity to ask questions and discuss the findings. • Receiving consolidated feedback from the Client Authority. • Providing an updated Final Report to the Town. Page 35 of 353 Page 11 of 77 Benchmarking Introduction and Overview Benchmarking is the process of studying and assessing information about different operations to compare their performance on dimensions such as cost, quality, and reliability. Benchmarking can provide practical benefits when the operations to be compared are sufficiently similar so that those performing less well are able to adopt approaches used by the better-performing operations. This points to a potential risk from benchmarking – in some cases there may be practical realities which limit the ability of organizations performing less well to emulate the leaders. For this reason, it is important to choose an appropriate selection of comparators – and to take care to understand the full range of factors that underlie differences in apparent performance. Nine comparators were selected for the project: • The Town of Ingersoll has similar population density to Tillsonburg and is located nearby. With a 2018 population estimated at 12,600, Ingersoll is smaller in size than Tillsonburg which had 16,000. It also differs from Tillsonburg by being adjacent to the 401, giving its residents and employees easier access to sporting, cultural, and recreational resources, thereby reducing some of the need for local facilities. In addition, Ingersoll has benefited from the presence of well-paid automotive manufacturing employment and the associated industrial tax base. • The Town of Aylmer is located nearby, so that Tillsonburg residents may already be using it to informally compare services, fees, and approach to service delivery. With an estimated 2018 population of 7500, it is under half Tillsonburg’s size. • Norfolk County is a nearby single-tier municipality with about four times the population of Tillsonburg and spends a bit less than four times as much for Recreation and Culture. Page 36 of 353 Page 12 of 77 • City of Woodstock has similar population density to Tillsonburg and is located nearby. It is traditionally used for comparisons, despite having approximately twice Tillsonburg’s population and, like Ingersoll, benefitting from automotive manufacturing jobs and tax base, and a location near the 401. • St. Clair is a township south of Sarnia. Its population and Recreation and Culture budget are similar to Tillsonburg’s. • Located east of the Greater Toronto and Hamilton Area, on the shore of Lake Ontario, Port Hope is similar in population size to Tillsonburg. • Located east of Port Hope, also on the shore of Lake Ontario, the Town of Cobourg is similar in size and population density to Tillsonburg. • Located in the Muskoka District, Bracebridge has a population size nearly identical with that of Tillsonburg. • The Town of Lincoln is located within the Niagara region, and has population size about 50% higher than Tillsonburg’s. The Town of Lincoln has a Museum and Cultural centre with programming, exhibits, and special events. It also operates a municipal cemetery. As the project progressed two additional benchmarks were added as informative sources for benchmarking Museum services. Both are restored grand homes which are operated as museums and which have, like Annandale, been designated as National Historical Sites: 1. Castle Killbride, located in the Township of Wilmot, and 2. Glanmore House, in the City of Belleville. The project team used two sources to obtain information for benchmarking comparison: 1. The first source is Ontario’s Financial Information Return (FIR) system. All municipalities are required to provide detailed information where they receive and how they use their money, using structured definitions and tables. The FIR provides a very useful tool for carrying out comparisons of such things as user fees charged by, and employee-related, service, material, and other costs by service area. Note however that service areas are reported at a fairly high level - for example ‘Parks’, ‘Cemeteries’. 2. The second source was by inviting management at the selected municipalities to participate in a purpose- developed benchmarking initiative using structured data collection spreadsheets. This approach allowed comparisons to be completed at a more granular level, e.g. looking at more specific services (‘sub services’) such as maintain trails. Page 37 of 353 Page 13 of 77 Note that collecting data at this level required participants to use judgement to estimate how resources such as staff and management time was spent. Of course, the information was provided with the understanding that care be taken to protect employee privacy. As was expected, not all invited municipalities agreed to participate, and those that did participate used a range of methods of doing so, sometimes providing exactly what was requested, in some cases providing information grouped somewhat differently, and in other cases sending detailed financial reports which the consulting team was able – with some to-and-fro for clarification – to use to enable benchmarking to take place at various levels of detail. Numeric comparisons must be used with care, as many factors can affect their usability. For example, if different municipalities have different ways of accounting for the costs of the staff and software used for booking recreational courses and facilities, this can make a significant difference when comparing revenue generated by their recreational programs. Port Hope uses a full-service supplier for booking, thereby trading away a portion of the revenue for the benefit of not needing to buy and maintain hardware and software and deal with a variety of associated challenges. Other municipalities that perform these functions in house, as Tillsonburg does, may allocate their booking costs differently, so that comparing the resulting numbers does not provide an apples-to- apples comparison. As alluded to above, care has been taken during this project to understand the specific factors that underlie differences in apparent performance. A note on graphing The bar graphs in this document use a black bar to indicate the median value, which is defined as the value separating the higher half from the lower half of a data sample. When the sample contains an odd number, the median will be the municipality in the middle. When the sample contains an even number, the word ‘median’ will be displayed, with a black bar showing the mid point between the municipality immediately above it and the one immediately below. Median values were used because they avoid potential distortions from outliers. When deciding which end would be ‘up’ in comparison graphs, the project team decided that higher in the graph would, in general, show more service or less cost/lower cost per unit. It is important to note that there is no implication that a lower amount of operating cost, revenue, or levy is better – each municipality must decide on the best mix of services and community spending. Page 38 of 353 Page 14 of 77 High level findings from benchmarking A starting point for benchmarking is to look at the highest available level, to see the overall picture. This can be done by working with data from the Province’s FIR reports from other municipalities to determine their operating costs, revenues, and levy amounts (to make up the gap between costs in revenues) for the bundle of services provided by RCP. This bundle includes Parks, Recreation Services, Indoor Recreation Facilities excluding Golf and Marinas, Museum, Culture, and Cemeteries. Note that it not possible to obtain numbers for the management of municipal non-recreation facilities, or energy projects, but allows an apples-to-apples comparison for over 95% of their operation. Looking at these financial comparisons, Tillsonburg’s per capita activities are above the median, as would be expected from its history and role as a service centre for a geographic region including portions of Oxford, Norfolk, and Elgin counties. The amount of levy support is 17% above the median (Figure 2); this results from per capita operating expenditure approximately 25% above the median (Figure 3) and revenue per capita at 46% above the median (Figure 4). (Note: For brevity, clarity, and consistency this report will use the phrase operating cost when speaking of spending. Also note that operating costs exclude capital investment and depreciation/amortization.) Figure 2 2018 Levy per capita for Recreation, Museum, Culture, and Cemetery Service Page 39 of 353   Page 15 of 77    Figure 3 2018 Operating Cost per capita for Parks, Recreation, Museum, Culture, and Cemetery Services        Figure 4 2018 Operating Revenue per capita for Recreation, Museum, Culture, and Cemetery Services            In the following sections we will benchmark activities on a service by service basis, in order to use information  available from the FIR system introduced above.  Note that RCP’s teams are not structured to match the FIR For  example, as per Figure 5, one RCP team maintains Town parks and operates the cemetery, whereas the FIR  reports on parks separately from cemeteries. Also, in Tillsonburg the RCP Facilities team and the Recreation team  Page 40 of 353   Page 16 of 77    both participate in operating the  Tillsonburg Community Centre (the facilities team for example making ice,  providing cleaned and warmed water for the indoor pool; the Recreation team for example operating the front  desk, scheduling ice and pool time) whereas the FIR provides information on Recreational Programs as a service  and Indoor Recreation Facilities as a service.     Figure 5 RCP's Team structure compared with FIR services        Further benchmarking will begin by looking at the Parks service, starting with a one‐page Service Profile which  gives an overview.   How to read the Service Profiles in this report The parts of this Service Profile are:  Service Overview (top of page) provides a general overview of what is included in this service.  2019 Preliminary Financials (mid left of page) – shows operating revenues and expenses, by category – e.g.  employee related operating expenses) in thousands of dollars and in terms of percentage of total operating cost.  2019 Staffing (lower left of page) – shows the number of Full Time Equivalents – essentially staff person years –  used to provide the service during 2019, broken into Full Time, Part Time, and Seasonal.  Cemetery Parks Recreation Facilities Recreation Facilities Cemetery Parks Town  Structure FIR Structure Page 41 of 353   Page 17 of 77    Service Value (middle of page) – states the reason that governments provide this service – the benefits received  by residents.  Net Levy/capita graph (lower mid page) – compares the levy amount (that is, the difference between total  operating cost and operating revenues other than the levy), per person, among comparator towns. Tillsonburg’s  bar is green and median spending shown by a black bar.  Sub Services Graph (Mid right of page) – shows the components – or ‘Sub Services’ that make up the overall  service, and shows each of the sub services as a bubble that indicates three things:    Left‐right/horizontal axis:  Service Type ‐ Classification of whether service is:   Required (necessary for town function or by law),    Traditional (provided by most municipalities), or    Discretionary (not commonly provided)  Up‐down/vertical axis:  Service Level – Rating of the level of service provided as:   Above Standard,   At Standard, or   Below Standard,  Bubble size:  Levy amount.  The area of the bubbles is proportionate to the net levy used for each sub service.    Looking at the Parks Service Profile one can see six bubbles, with the largest bubble, in blue, showing that the  largest levy is used for a traditional service delivered at standard: the combined sub services of: Maintain Parks,  Maintain Park Flowerbeds, and Maintain Park Trees.   Similarly, the second largest levy support goes to Maintain Grass Sports Fields, which is a traditional service  judged to be provided to an Above Standard Level.     Appendix 5 provides Sub service profiles for each of the sub services identified in this report. Page 42 of 353 Page 18 of 77 Service Profile - Parks The Parks Service consists of 8 sub-services, namely: Maintain Parks, Maintain Grass sports fields, Maintain Non-grass sports fields, Maintain Park Trees, Maintain Park Flowerbeds, Support Community & Park-based Special Events, Park Planning & Advising, and Park Capital Improvement Project Management. The area of the bubbles in the Parks Sub Service graph above is proportionate to the net levy used for the sub service. Revenue $000 % User fees 61.5 7% Grants 45.1 5% Other 4.6 0% Total Revenue 111.2 12% Operating Expenses Employee-related 315.5 34% Services 188.3 20% Materials 82.9 9% Other 339.7 37% Total Cost 926.4 100% Net Levy 815.2 88% Category FTE* Full Time 3.9 Part Time 0 Seasonal 0 *Full Time Equivalent (FTE) time worked. Source: Ontario's Financial Information Return system; 2018 operations Service Overview The Parks service includes development and upkeep of the Town’s parks, playgrounds, sports fields, park flowerbeds, and trails; and management of town- owned trees not in road allowances. 2019 Preliminary Financials 2019 Staffing Service Value This service has a measurable positive impact on quality of life including health, contributing to an attractive, vibrant, livable community for residents, businesses, and visitors including potential investors and potential new residents. Page 43 of 353 Page 19 of 77 Analysis and Recommendations relating to Parks What does benchmarking tell us about how the Town is doing? For service level As can be seen from the following figure, the Town is below the median of the comparators for Hectares of Park per 1000 citizens. The amount appears to be adequate, particularly as residents have access to the Tillsonburg Conservation Area, and can use town-maintained trails to enjoy the countryside outside of town. Figure 6 - Park Hectares per 1000 population Looking at the number of municipally-owned baseball plus soccer fields per 1000 citizens, the Town seems well served, although the benchmark excludes non-municipal fields where citizens of some municipalities do not have access. Page 44 of 353 Page 20 of 77 Figure 7 – Municipally-owned Baseball and Soccer Fields per 1000 population In the area of non-grass sports facilities, the Town’s facility count is at the median level of the comparator group. Figure 8 - Municipal non-grass outdoor sports facilities per 1000 population Figure 9 Kilometers of municipal and partner trails per 1000 population In looking at the trails that residents have access to, Tillsonburg residents do better than the median, although the reported range of trail distance per 1000 citizens varies from under half a kilometre in Aylmer and Cobourg, Page 45 of 353 Page 21 of 77 to over 6 kilometers in Port Hope. Of note, residents and visitors also have access to kilometers of trails outside the Town boundaries via the Trans-Canada Trail. The portion of the TCT in Oxford County that is outside of Tillsonburg is maintained by Tillsonburg’s Parks staff through a 50/50 funding partnership with Oxford County. For cost of service Figure 10 2018 Operating Expense for Parks services, per capita Tillsonburg’s operating costs for providing Parks services, at $47.24 per capita, was about 14% below median spending in the comparator municipalities. For revenue generated Figure 11 Revenue as a percent of operating costs, 2018 Tillsonburg’s revenue at 8.1% of operating costs was near the highest for the comparators. Page 46 of 353 Page 22 of 77 For Net Levy Figure 12 2018 Net Levy per capita for Parks services The Town was 16% below the median of the comparators in terms of net levy per capita. Overall conclusion on benchmarking findings for the Parks area: The Town receives a respectable level of service, over a broad range of service areas, for an overall cost to the taxpayers that is a somewhat lower than usual for the comparators. The study team was surprised to see the combination of high level of service - in higher-cost facilities such as baseball diamonds – and lower per capita levy, particularly given the Town’s role as a service centre, and believes that the numbers point to potential unsustainability in how the area is resourced. This will be discussed in the sections on Mandate, Organization Structure, and Service Level – Resources Match. Good practices observed: Good practices currently in use include: • Working under the umbrella of a comprehensive Master Plan (which, however, has been in place since June 2011, and would benefit from an update). • Contracting out parks grass cutting. • Redeploying two staff members to Public Works during winter months. • Having a well-considered Trails Master Plan in place to guide the development of these important facilities. • Collaborating with other jurisdictions (e.g. the County) to share costs of maintaining trails, reducing admin complexity and giving Town residents access to longer stretches of properly maintained trails. Page 47 of 353 Page 23 of 77 • Extensive collaboration with local non-profit organizations, e.g. the Tillsonburg Soccer Club; this approach allows Town residents to benefit from soccer training and games, with limited support from the Town budget. Where are the Challenges? • Large expanses, making the town reliant on citizens to report deficiencies – and reliant on its internal systems to properly relay, prioritize, and trigger follow up to such reports. • Changes to weather patterns are affecting the department’s ability to prepare the sports fields for use as early in the season as users have come to expect. • Evolving social phenomena and norms e.g. around issues such as vandalism, graffiti, and drug use make it more challenging and expensive to provide high quality services, particularly in places which are not visible to passing pedestrians or traffic. • Increased litigation, and assessment of financial damages against government bodies. • Another area where social norms appear to be evolving is around respect for referees and umpires. In some parts of Ontario this is reflected in difficulties in attraction and retention, increasing the difficulty of scheduling and holding league games. Should level of service be reconsidered? The upkeep of sports facilities can be costly relative to the ability to generate revenue. For grass sports fields, fees charged during 2019 cover less than 15% of the costs of their care. For the Town to make best use of its limited resources it could be worth shifting its portfolio of outdoor sports facilities in favour of sports that require less field grooming and in which participants spend a higher proportion of their time in physical exertion. (Soccer would be an example of such a sport. While the Town is well-supplied with soccer pitches, residents might also enjoy playing sports such as ultimate Frisbee – perhaps recommended areas could be established for this.) Also, worth considering for cost-effective outdoor recreational facilities such as beach volleyball. When evaluating whether the Town gets value for money spent on sporting facilities, it is important to remember the purpose of supporting youth sports – physically, emotionally, and socially-healthy development of the Town’s young people. Peer reviewed research on participation in sport has found that the best outcomes flow from a combination of organized sport and self-organized physical activity: “Engagement in organized sports is associated with developmental factors, such as, healthy growth, cognitive abilities, psychological well-being and lower substance use…the spontaneous free play that characterises self- Page 48 of 353 Page 24 of 77 organized physical activity…provides young people with opportunities to learn social skills, such as self-regulation and conflict-resolution skills… engaging concurrently in both activities for at least an hour a week was more developmentally beneficial than engaging only in one for the same amount of time.” (Wiium, Nora, and Reidar Säfvenbom. “Participation in Organized Sports and Self-Organized Physical Activity: Associations with Developmental Factors.” International journal of environmental research and public health vol. 16,4 585. 18 Feb. 2019, doi:10.3390/ijerph16040585) So, it is important to ensure the Town has sufficient facilities for ‘pick up’ games as well as for league/organized training and playing. One sport that lends itself to both sides of this equation is basketball, which has the added benefit of being popular and accessible across a very broad socioeconomic spectrum. Note on recommendation numbering: The following prefixes are used to number recommendations in this report: P: Parks R: Recreation M: Museums C: Cemetery O: Other (Energy Improvement; Non-recreational Facility Maintenance; Mandate, etc.) Later in this report the recommendations are summarized in an Implementation Roadmap of short, mid, and long- term recommendations. Can and should more revenue be generated? Consider charging even small amounts for parking at trail heads and in parking lots near special facilities e.g. washrooms. If this is done, use the revenue to help support maintenance of parking lots and park facilities; ensure that the signage communicates this to the users. Fees charged for use of grass sports fields appear to cover less than 15% of the costs of their care, so it would be desirable to revisit the rates with a view to generating higher net revenues, if this can be done without unduly impacting the hours of use enjoyed by Tillsonburg youth. Can the Town improve value by changing the operating model? Yes. Opportunities for cost savings and service improvements are included in the following recommendations. Page 49 of 353 Page 25 of 77 Recommendations P1. Review the Town’s portfolio of outdoor sports facilities and take steps to increase the proportion used for sports that require less field grooming, and in which participants spend a higher proportion of their time in strenuous physical activity. Also ensure that the grass and non-grass outdoor sports facilities provide ample opportunities for self-organized as well as league sports. P2. Consider using more seasonal employees, even as the primary mowers and groomers for baseball diamonds and fields. Port Hope uses 2 summer students from May 1 to 1 Sept to maintain sports fields and uses 3 summer students in a horticulture team responsible for trees and flowerbeds. (Like Tillsonburg they also use summer students to pull weeds, cut grass, and otherwise help to maintain their cemeteries.) P3. Consider modifying the ‘normal’ baseball field grooming standards to allow for longer grass – and charging extra for those who are willing to pay to benefit from the current grass length standard. P4. Encourage the use of on-line, email, and cell phone apps (for registering citizen concerns or issues as service requests. This helps to ensure that the concerns – as well as time to respond and time to resolve - can be logged. (This approach will be discussed in more detail in the section on Customer Service later in this report.) P5. Set priority-driven response times for issues such as responding to reported hazards and deficiencies, and prioritize work based on these priorities. (This is recommendation is also covered in the Customer Service section of this report. P6. Use technology to provide helpful, accurate-right-now information to citizens and users. Best practices include using the web, Facebook, Instagram, and Twitter, and perhaps a special-purpose cell phone app to communicate breaking news such as rain closures, cancellations, available time slots for recreation and sports facilities. P7. Fill the vacant Parks Supervisor position. RCP has been operating without a Parks Supervisor for months, requiring the Parks and Facilities Manager to address daily urgencies. This pulls needed focus away from important longer-term matters. The supervisor position should be filled as soon as possible. Page 50 of 353 Page 26 of 77 Freeing up the Parks and Facilities Manager from direct operational duties will enable better focus on managing all three Supervisors, and on project execution. Note: To some extent filling the Parks Supervisor position will help free up management attention for key priorities including project management. That said, because the workload associated with project management has increased across RCP there is a need to review the associated resources. This issue will be addressed in the Structure and Service Level-Resources Match sections later in this report. P8. Periodically review where and how outside service providers are used, for example for grass-cutting. There can be great benefit to using outside suppliers, particularly from three sources: • Certain potential service providers bring specialized capability, in the form of expertise, specialized equipment, or other physical or intellectual capital that would be impractical for a municipality the size of Tillsonburg to attempt to replicate in-house. Examples of this might include tree-care suppliers with professional arborists, and equipment which facilitates safer work on tall trees as well as efficient removal of cut materials. • A second group of potential service providers are mission-focussed groups, sometimes organized as non- profit corporations, who take a special interest in specific aspects of community life. Examples would include organizations such as sports clubs, seniors’ groups, or “The Y”. In general, they have simpler operating models that can be well-adapted to providing service to the public in areas where direct municipal service provision may be less cost-effective. • A third group of potential service providers focusses on providing cost-competitive services by focussing on controlling costs. That said, using outside suppliers comes with challenges, including avoiding producing Requests for Proposal which so tilt the balance in favour of the buyer that they drive away the most reputable and service-oriented potential bidders, and leave winners with insufficient resourcing to do the work that the Town attempted to buy. The best practice for outsourcing is to seek ongoing relationships with a limited group of qualified suppliers in which both partners benefit, and both have a stake in working together effectively. P9. Relocate the report-to-work and equipment storage area from the cemetery to a more central location. Enter into discussions with the Fair Board to repatriate the buildings currently held by them under By-Law 2284. Reportedly, they are operating a “business” by renting out space for customer storage. The objective would be Page 51 of 353 Page 27 of 77 to reclaim the “Cattle Barn” (at least) which, by all accounts, would be a suitable new home for Parks Operations. If successful, this should reduce considerably the amount of time Parks personnel need to travel to arrive at their work zones. Moreover, maintenance costs of equipment and vehicles should also be reduced. Also, Breaks and lunches would also be closer to the daily work zones. The Cemetery Parks Operator would remain at the Cemetery; but remain available if required elsewhere. A larger “Home Base” would also accommodate more efficiently the size of Parks workforce, especially in the summer. The current location at the Cemetery is too small/crowded. The relocation of Parks to the Community Centre area would also eliminate the requirement to add building(s) to the current location, as well as pave the balance of the lot. The plow heads could be brought from PW to the new facility, eliminating the need to store them off-site, and therefore going back and forth to get them. All, or most, equipment and vehicles could be stored/parked indoors reducing the prep-to-work time by not having to remove ice and snow. General maintenance should be reduced significantly by storing winter/summer changeover equipment out of the elements. In conjunction with the proposed move of Parks HQ to the TTC, Parks staff will be better positioned to assist with larger events. Also, logistics for moving, set up and take down of some tables (that are currently stored at the Cemetery) will improve, as tables and chairs would now be stored closer the events set-up. P10. Revisit the Bag Tag program to determine its effectiveness considering the extra work required by Parks personnel to retrieve residential garbage from public cans whereby the Town is paying 3rd, party contractors to collect this garbage. Use of bag tags to reduce municipal waste costs does lead to increased utilization of park garbage cans, and to dumping, thus shifting costs to Parks. The shifted costs need to be considered when budgets are allocated. P11. Continue to assess cameras, lighting, and waste bin design and location modifications to limit misuse of park garbage bins. Page 52 of 353 Page 28 of 77 P12. If the Town does not have any plans to recycle, then remove the blue boxes from the Town managed garbage areas. The operators must empty both bins/cans, however once introduced into the truck, all is combined. Garbage collection time could be reduced, so provision of blue box in parks locations when there is no separate waste stream creates unnecessary expense. P13. Reassess the Town’s participation in providing a safe and functional toboggan hill annually to clarify and manage the associated legal and financial risks as new information becomes available. P14. Over time, develop a database of park trees. Like many municipalities Tillsonburg has not yet begun treating its larger trees as assets to be tracked. While not without cost, the development of a tree database can enable better tracking of non-urgent repairs for grouping when crews are sent. P15. Over time, measure park and cemetery tree canopy percentage, and make plans to manage it. Some municipalities measure and report on their ‘canopy’ – the percentage of their surface shaded by trees. This allows them to monitor – and respond appropriately to – changes over time. It is recommended that the Town move forward to measure park canopies and look for opportunities to increase canopy cover where this can be done without undue reduction in accessibility, safety, and a rich balance of sporting and other recreational use. P16. Consider the extent to which flowerbeds should be maintained using Town staff. Potential alternatives include establishing an Adopt a Flowerbed program. Alternately the Town could seek bidders to provide turnkey preparation, planting, and watering/weeding service for the Town’s flowerboxes and flowerbeds. P17. Consider reducing the number of flower beds in parkettes in locations where this would have little impact on the Beautification initiative. Flowerbed care including watering is very time consuming for Parks Operators in terms of “doing the rounds” and looking after the beds. P18. Consider modifying some flowerbeds to lower-maintenance perennials. P19. Investigate installing automated watering systems to reduce the labour associated with flowerbed watering. Page 53 of 353 Page 29 of 77 P20. Continue to move forward with initiatives that enhance sports field drainage, particularly as precipitation volume and timing is affected by climate change. P21. Consider using cameras and fines to discourage citizens from using sports fields before the ground has dried sufficiently. Direct revenue raised from fines to support field drainage initiatives. P22. Consider a lighting plan for poorly-lit Town properties to try and reduce Graffiti and vandalism. Within that plan, strategically located cameras could be considered. P23. Consider reducing the frequency of sports field grass cutting in order to reduce the use of labour and fuel. This frees up labour, lessens wear and tear on equipment, and reduces the carbon footprint associated with this service. Also, if this is done, consider offering a higher price for tournaments which wish to benefit from shorter grass. P24. Continue to explore potential to light more baseball diamonds and other outdoor sports facilities, to enable increased utilization particularly in the early fall. P25. Consider charging for access to the tennis/pickleball courts. For comparison, Wilmot charges $47.50, plus HST, for a 10-visit membership; first visit is free. P26. Consider charging even small amounts for parking at trail heads and in parking lots. Some organizations provide parking areas with a daily parking fee for trail and park access; and some have daily and/or seasonal use fees. These should be considered, with advance notice and public consultations. P27. Consider initiating a trail sponsorship program where merchants or others can contribute and be acknowledged. P28. Consider holding Trail Enhancement days, perhaps with participation of snowmobilers and other trail users. (If usage fees are charged, give participants discounts or allow them to earn and allocate free passes.) P29. Consider requiring subdivision developers to submit independent studies and plans for new parkland prepared by certified landscape architects – or as a minimum fill out forms – addressing project impact on access to/demand for Parks and Recreation services and facilities. Page 54 of 353 Page 30 of 77 P30. Take steps to update Tillsonburg ‘s 2011 Community Parks -Recreation & Cultural Strategic Master Plan. Page 55 of 353 Page 31 of 77 Service Profile – Cemeteries The size of the bubbles displayed in the graph above is proportionate to the net levy used for the sub services: Cemetery Administration, Cemetery Operation, and Cemetery Capital Improvement Project Management. Revenue $000 % User fees 133.6 43% Grants 0.0 0% Other 6.5 2% Total Revenue 140.1 45% Operating Expenses Employee-rel 163.9 52% Services 21.2 7% Materials 16.3 5% Other 112.0 36% Total Cost 313.4 100% Net Levy 173.3 55% Category FTE* Full Time 1.4 Part Time 0.5 Seasonal 0.3 *Full Time Equivalent (FTE) time worked. Source: Ontario's Financial Information Return system; 2018 operations Service Overview Contracted and employee-provided cemetery services include family consultation, sale of lots, sale and provision of columbaria niches and monument foundations, interments, grounds maintenance, and mandatory recordkeeping. 2019 Staffing 2019 Preliminary Financials Service Value Ontario municipalities are required by law to maintain cemeteries within their boundaries which are not being maintained by others. $7.53 $7.48 $6.87 $5.86 $5.78 $5.71 $2.40 $1.05 $0.86 Tillsonburg Port Hope Ingersoll Lincoln Median Norfolk C Aylmer St. Clair Tsp Bracebridge Cemetery Net Levy/capita - 1 2 3 4 0 1 2 3Service LevelService Type: 1 Mandatory, 2 Traditional, 3 Discretionary Cemetery Sub Services Administration Operation Project Management Page 56 of 353 Page 32 of 77 Analysis and Recommendations relating to Cemeteries What does benchmarking tell us about how the Town is doing? For service level For the level of service provided for Cemetery Administration, we found that neither the Town of Lincoln nor the City of Bracebridge provide visitor centres at their locations. Port Hope does provide a visitor centre, but for 9 hours/week (Mon, Wed, and Fri 9AM to Noon). We judge Tillsonburg’s level of service for this aspect of the Administer Cemetery service to be above standard. The consulting team did not find a practical way to compare level of service for cemetery operation during this study, however, it should be noted, that in Tillsonburg’s operational model the Cemeteries Operational budget carries substantial cost relating to supporting the Parks team which skews the operational cost. For cost of service Tillsonburg’s per capita operating costs for the combined three cemetery sub services was at the high end of the comparators: Figure 13 Cemetery Operating Cost per capita, 2018 Page 57 of 353 Page 33 of 77 For revenue generated Tillsonburg’s revenue as a % of operating costs was near the median for the comparators: Figure 14 Cemetery Revenue as % Operating Costs, 2018 For Net Levy The Town was at the high end of the comparators in terms of net levy per capita: Figure 15 Cemetery Net Levy per capita, 2018 Good practices observed • The team uses seasonal employees to expand its capacity during the peak lawn and plant maintenance part of the year. Page 58 of 353 Page 34 of 77 • The Cemetery Reception Centre provides a quiet, private location well-suited for conversations with bereaved families. • The Cemetery Registrar uses special-purpose software (aptly named Stone Orchard) to properly record cemetery operations. (There may be an opportunity for Tillsonburg to help defer some costs by using their expertise, tools, and processes to provide registration services to other less equipped cemetery operators in the surrounding area.) Can and should more revenue be generated? The prices of lots do not reflect the replacement cost of the land. Even without accounting for this, less than half the operating costs are covered by user fees, suggesting that fees be increased to reduce municipal subsidization of those using burial lots. In particular it seems reasonable to ask non-residents to contribute a higher proportion of their costs. As an example, the Town of Lincoln charges 50% more for non-residents, as per their web site retrieved on April 4, 2020 at https://lincoln.ca/sites/default/files/2020_cemetery_fees.pdf Can the Town improve value by changing the operating model? Opportunities for cost savings and service improvements on Cemetery Administration include: Page 59 of 353 Page 35 of 77 • Providing more ‘self-serve’ information using the Web. Best practices include: • Using a FAQ to provide answers to Frequently Asked Questions (As of April 4, 2020 Bracebridge’s Cemetery FAQ was notable in this regard at https://www.bracebridge.ca/en/live-here/Cemeteries.aspx# • Providing accurate, up to date pricing information, as provided by the Town of Lincoln • Giving accessible, useful information about the cemetery location and layout, including photos of areas available for selection, and maps (again, Town of Lincoln is a good model) • Perhaps providing a brief video introduction, including explaining what is required to confirm internment rights. • Making it possible for the public to search cemetery records and find grave locations online, e.g. by proactively encouraging student/volunteer projects to photograph and log gravesite information into open-access online services. • Directing persons wanting information about how to “Arrange a Funeral, Burial, Cremation or Scattering Service” to a well-organized site provided by Ontario (this from the Town of Cobourg) https://www.ontario.ca/page/arrange-funeral-burial-cremation-or-scattering • Encouraging persons interested in family research to use other resources e.g., from Port Hope’s Cemetery Board: “Those interested in family research might begin their searches at www.alivingpast.ca" • Encouraging the use of on-line and email to register concerns or issues. This helps to ensure that the concerns – as well as time to respond and time to resolve can be logged. However, note that for web and email systems to be effective they must be frequently monitored and well responded to. Use of an auto-response system to immediately confirm receipt of the message and set expectation for a human- mediated response (e.g. our customer service agents will respond within three working hours) is a best practice. • Replacing the use of three manually updated calendars with a single electronic calendar (which can update other electronic calendars if multiple calendars are required, as well as staff smart phones). • Potentially scaling back visitor centre open hours. In the Municipality of Port Hope, a supervisor works out of the visitor center Monday, Wednesday, and Friday from 9 to noon – a total of only 9 hours per week. Opportunities for cost savings and service improvements on Cemetery Operation include: • Potentially outsourcing of grounds maintenance (this is done in Bracebridge and has been the practice in Lincoln). However, it is not a recommended at this time, as it generates administrative work to launch and manage the contract and presents a number of issues relating to the municipality’s responsibility and contractor's responsibilities. In addition, the labour most easily replaced is that of summer students, Page 60 of 353 Page 36 of 77 which is affordable to start with and may be subsidized by other levels of government. (Note that Lincoln has decided to bring grounds maintenance in house this year due to the desire to offer consistent high- level care of the grounds.) • Consider using contractors for digging graves. While Tillsonburg currently uses contractors in situations beyond the scope of their in-house equipment (typically when the ground is heavily-frozen), digging is available commercially and it may be possible to identify good suppliers and negotiate contracts allowing for convenient ‘call ups’ on an as-needed basis for reasonable cost. Recommendations C1. We recommend increasing revenue by charging higher rates to non-residents than to residents of Tillsonburg. To increase convenience for many purchasers, and to eliminate unnecessary administrative work, use the web site to provide detailed information e.g. about what specific lots and niches are available for purchase, and their prices. Note: Should it not be possible to keep up to date pricing information on the Town web site, a linked but separately operated Cemetery website should be established. C2. To improve access for the public and to reduce paid time spent (often for non-residents), steps should be taken to enable the public to search cemetery records and find grave locations online, and to direct members of the public needing assistance to their local librarians. C3. Keeping 3 internment calendars risks them being out of synch and is inefficient. It is recommended that a single ‘prime’ electronic calendar be implemented, with automated updating of other versions as desired. Use of an electronic calendar may require providing an electronic display for clients at the reception centre. C4. Given these potential efficiencies, there may be an opportunity to scale back open hours, to give the Cemetery Registrar more uninterrupted time to deal with reporting – and to allow more real time support to the Parks and Facilities team. C5. Consider upgrading the Cemetery reception centre to provide a more functional office workspace and a “Quiet Room” for visitors. C6. A secure water and fireproof filing cabinet is required to increase the protection of onsite storage of important current-year records at the visitor centre. C7. Because non-compliant grave decorations interfere with timely and efficient grounds maintenance, communicate with stakeholders and use periodic inspection and follow up by management to initiate improved implementation of regulations. Page 61 of 353 Page 37 of 77 C8. With careful attention to maintaining the quality of service provided, consider outsourcing more or all the gravedigging to reduce the complexity and potentially the cost of operating the cemetery. Page 62 of 353 Page 38 of 77 Service Profile – Recreation The size of the bubbles displayed in the graph above is proportionate to the net levy used for the sub services: Recreation Programs excluding aquatics, Registration & Booking, Indoor Aquatics, Outdoor Aquatics/Lake Lisgar, Arena, Fitness Centre, Community Centre, Seniors’ Centre, Recreation Planning and Advising, and Recreation Capital Improvement Project Management. Page 63 of 353 Page 39 of 77 Analysis and Recommendations relating to Recreation What does benchmarking tell us about how the Town is doing? For service level Tillsonburg is well-served in terms of the availability of indoor recreational facilites, scoring 22% above the median for square metres of indoor recreational facilities per capita, and also above the median for ice pads (not counting practice pads) per 1000 population. This reflects Tillsonburg’s role as a regional service provider, similar to Bracebridge. Figure 16 Square Metres of indoor recreation facilities per 1000 population, 2018 Figure 17 Indoor ice pads per 1000 population, 2019 Page 64 of 353 Page 40 of 77 For cost of service Tillsonburg’s operating cost per square metre of indoor recreational space in 2018 was 10% below that of Coburg, which was the median of the comparators for this measure. Figure 18 Operating cost per square metre of indoor recreation facility, 2018 Despite the lower operating cost per square metre of indoor facilities, the net result from the higher number of metres was that Tillsonburg spent 8% more per capita than the median comparator municipality to operate its indoor recreational facilities in 2018. Figure 19 Operating cost per capita for Recreation Facilities, 2018 Page 65 of 353 Page 41 of 77 Tillsonburg’s per capita spending on recreational programs was higher than most comparator municipalities, which is also a reflection of Tillsonburg’s role as a regional service provider. Figure 20 Per capita operating cost for recreational programs in 2018 For revenue generated Fees for use of recreational facilities and programs help to offset the costs of providing these services. Tillsonburg generated 31% more revenue per capita then the median. Figure 21 2018 Recreation Program Revenue per capita Page 66 of 353 Page 42 of 77 For Net Levy Despite it’s above median level of revenue generation, Tillsonburg’s net levy per capita for recreational facilities and programs put it in a cluster of municipalities at the higher end of the range, as can be seen in the following figure: Figure 22 Net levy per capita for indoor recreational facilities and programs, 2018 To summarize, the benchmarking suggests that: • In terms of indoor recreational facilities Tillsonburg residents have access to more than median, that the operational costs of these facilities are somewhat lower than median, and together these factors put the operating costs per capita about 8% above the median. • In terms of recreational programs, Tillsonburg spends more per capita than the median, and while its revenue per capita is higher than the median it is not enough to offset the higher spending. • Altogether these factors result in a net levy per capita which is higher than in most comparator municipalities. Good practices observed: Good practices currently in use include: Page 67 of 353 Page 43 of 77 • Working under the umbrella of a comprehensive Master Plan (which, however, has been in place since June 2011, and would benefit from an update). • Investing in a cogeneration facility that provides a significant portion of the electricity and heat required to operate the TCC . The cogeneration system is more than recovering its capital cost in ongoing savings – and which allows the TCC to operate on its own power when the grid goes down. • Using a crew of staff qualified to operate both the ice plant and the indoor pool’s circulation and heating system. • Reducing the need for on-site monitoring by turning off one of three compressors when outside temperatures and the energy demands of ice-making permit. • Making extensive use of part time and seasonal staff for public-facing duties, under the guidance of a core of full time and long-term part time staff. • Connecting with users through social media and using its two-way capabilities to help select new program offerings to pilot. • Keeping close watch on registration numbers, and downsizing offerings where the number of registered participants can be accommodated with fewer sessions (contacting users in an effort to assist them to transfer into the remaining timeslots). • Using made-for-purpose software for registration (including online registration) and for booking of facilities. Where are the challenges? • The age and layout of the TCC. • Evolving social phenomena and norms e.g. around issues such as vandalism, graffiti, and drug use make it more challenging and expensive to provide high quality services. • Software issues which affect the functionality of the software used for registration and facility booking. • The growing popularity and availability of commercial health clubs, which offer highly functional equipment, high-quality surroundings, convenient locations, and extended access. • A growing range of recreational learning opportunities which individuals can participate in more and more easily from home using through broadband internet and streaming utilities. Page 68 of 353 Page 44 of 77 • Improved at-home exercise equipment, which has evolved from primitive home weight equipment and exercise bicycles and now includes to internet-enabled sports equipment that allows users to participate in virtual group fitness activities from their own homes. Should level of service be modified? Opportunities to consider adjusting service levels to reduce funding required from the town include the Lake Lisgar Waterpark service and the Health Club service. The per visit cost of operating the Lake Lisgar Waterpark in 2019 was over $17.00. Users of the Waterpark service paid for only 25% of its costs, leaving the Town to pay the remaining amount for residents and visitors alike. It may be possible to reduce the Waterpark deficit by significantly increasing the admission price, and by adding a range of revenue-generating attractions, perhaps combining outdoor activities such a petting zoo (with vending machines selling feed), mini golf, and pedal cars. Also, there may be potential for a games area offering shelter from the rain, to extend operations when the weather requires the pool to close early or not even open. Yet eliminating the operating deficit would appear to be a tall order, particularly for the Town’s RCP department which is already managing a broad range of challenges including an aging TCC. And even if the deficit could be brought down to a level acceptable to residents and Council, operating the Waterpark as a paid attraction keeps a significant piece of key park and recreational real estate behind a paywall. The operating cost per use for the health club in 2019 was about $16.00, with users paying roughly 2/3 of this amount. Not all municipalities provide fitness centres, and several private clubs in Tillsonburg offer this service. Given the need for more change facilities for the pool, the cost of operating the Health Club, and the fact that private operators have attempted or are currently attempting to provide health club services, it would be logical to investigate the feasibility of contracting with an outside operator for this facility. In the longer term, one additional area could be reviewed for potential adjustment to the level of service provided. Operating the Seniors Centre is not a large expense, but there may be an opportunity for Page 69 of 353 Page 45 of 77 Tillsonburg to achieve better value in this area. Both Port Hope and Cobourg generate significantly more revenue from operating their Seniors Centres than Tillsonburg, despite having lower membership fees. Their centres appear to attract more paying members; yet both municipalities report spending less than Tillsonburg in operating costs. This review will need to be done in concert with the Tillsonburg Senior Centre organization. As healthy, active seniors are becoming to make up a larger proportion of Provincial and Town population there is an opportunity to revisit what services are provided, where they are provided, how much outreach effort is extended and how broadly the services are used, and of course the value for money attained. (Note that seniors who are healthy and active, and who stay physically fit and do resistance training to keep their muscles strong and maintain their balance are more likely to remain independent, contributing members of society and to need less home care and health care). Can and should more revenue be generated? Yes – see recommendations R1 through R4 below. Can the Town improve value by changing the operating model? Opportunities for cost savings and service improvements for Recreation include continuing to use technology to provide helpful, accurate-right-now information to citizens and users. Best practices include using the web, Facebook, Instagram, and Twitter, and perhaps a special-purpose cell phone app to communicate breaking news such as rain closures, cancellations, and immediately available time slots for recreation and sports facilities. Unfortunately, the Town site is not kept up-to-date, and upon occasion, showing past events as if they are still upcoming. This creates a significant barrier to timely, accurate information that informs potential visitors and motivates web visitors to attend events. If the Town site cannot be reliably kept up to date with next day service for minor updates and additions, consider allowing the Recreation team to manage their own pages, or to establish their own linked site. Further opportunities are addressed in the following recommendations. Recommendations Page 70 of 353 Page 46 of 77 R1. It does not seem fair to expect Town citizens to subsidize programs used by non-residents. Consider adding a non-resident surcharge (perhaps by way of a price increase with a simultaneous, partially-offsetting discount for residents). R2. Continue to seek opportunities to generate revenues from sale of refreshments and merchandise, perhaps directing part of them to supporting fee subsidies for those in need. R3. To the extent possible, focus fee subsidies on situations where subsidized users are less likely to displace full-fee participants. Consider using waitlists so that those wishing access to activities at reduced fees can be registered into courses later in the registration cycle. (This will also be addressed in the Revenue Model section later in this report.) R4. Periodically review use of staff time for fund-raising, to ensure net value is positive. R5. Move from printed to web-only course catalogue (with limited printing of specific sections on request at TCC) to obtain the following benefits: • Eliminate printing delays, so that residents can learn about offerings more quickly after the catalogue is ready to go • Enable errors to be corrected, potentially eliminating confusion, cost, and disappointment during registration. • Avoid printing costs and avoid creating wastepaper and the associated landfill/recycling expenses. R6. Continue to encourage use of on-line systems to economize on staff time. This could be done by giving on-line registrants a ‘head start’ for booking, R7. Consider charging a small booking fee or convenience fee for online booking (e.g. Port Hope uses an online service provider that charges users as well as the city). R8. Continue to work with other municipalities to press the manufacturer of the current registration software (Legend Software) to address product limitations. R9. Also continue to work with other municipalities to develop and share effective workarounds for limitations in the software. R10. The pool pump room physical infrastructure is aging. Explore the potential to replace the pumping, filtering, and chlorination systems with more modern systems which are more automated and reduce the use of chemicals e.g. by utilizing Ultraviolet light to kill bacteria. R11. If a replacement for the Community Centre is several years away, then consider a “public eye” facelift, such as repairs to the Hardy Street Steps and installation of a ramp. Page 71 of 353 Page 47 of 77 R12. Targeted capital investment could help to address the limited capacity and flexibility of change rooms, and limited accessibility to this part of the Recreation complex. R13. It is recommended that the viability of the format of the Lake Lisgar Waterpark be reviewed on an annual basis as visitor interest, insurance costs, and operational complexities continue to evolve. The waterpark is an entirely discretionary service. None of the comparator municipalities operated an urban waterpark. While Council recently decided that the Waterpark would remain operational in essentially its traditional format, and the wheels have been turning to rebuild the waterslide, the aging infrastructure takes a great deal of attention and effort to maintain. It may be possible to broaden the range of revenue-generating attractions, perhaps combining outdoor activities such a petting zoo (with vending machines selling feed), mini golf, and pedal carts. Also, there may be potential for a games area offering shelter from the rain, to extend operations when the weather requires the pool to close early or not even open. That said, should the waterpark continue to operate at a significant deficit, replacing the outdoor pool and waterslide at some point in the future, with admission free, should be considered as an option. R14. It is recommended that the Town’s longer-term planning for the Lake Lisgar waterpark include an option to replace the outdoor pool and waterslide with recreational resources that could be offered to the public without the need to charge admission. R15. If the Parks Operations relocation initiative moves ahead, it is recommended that the new Parks storage facility be considered for housing the back-up Ice Surfacing machine, reducing the resources required to bring it into and take it out of operation. R16. Given the extensive layout of the Recreational Centre and its arenas, continue to upgrade indoor security camera system, and to consider alarm systems to enhance security of staff and facility users. R17. Explore whether remote supervision from the upper floor could potentially reduce or eliminate the need for a supervised entry desk at the Health Club. At present the staff member operating the Health Club entry desk sometimes leaves the desk unattended, which can tempt users to enter without payment. R18. Not all municipalities provide fitness centres, and several private clubs in Tillsonburg offer this service. Given the need for more change facilities for the pool, and the cost of staffing the Health Club, consider studying whether this service could be eliminated or perhaps investigate an alternative service delivery model (I.e. contracted provider). Page 72 of 353 Page 48 of 77 R19. It is recommended that the question of how to best provide Senior Centre services be addressed when the Town’s Recreation, Culture, and Sport strategic plan is next updated. R20. Use the Town web site (and continue to use social media) to provide helpful, accurate- right-now information to citizens and users. As previously noted, this will require increasing the level of service for web updating or giving RCP the ability to update its own pages on the site or linked sites. Note: Due to the age and condition of the Town’s facilities, the workload associated with project management has increased across RCP. There is a need to review the associated resources. This issue will be addressed in the Structure and Service Level-Resources Match sections later in this report. Page 73 of 353 Page 49 of 77 Service Profile – Museum and Culture The size of the bubbles shown in the graph above is proportionate to the net levy used for the Museum sub services, which are: Operate Museum, Heritage Preservation, Heritage Planning and Advising, and Operate Tourist Information Centre. Revenue $000 % User fees 67.5 15% Grants 21.4 5% Other 24.5 5% Total Revenue 113.4 25% Operating Expenses Employee-related 315.8 68% Services 55.0 12% Materials 13.5 3% Other 78.0 17% Total Cost 462.3 100% Net Levy 348.9 75% Category FTE* Full Time 3.3 Part Time 0.1 Seasonal 0.6 *Full Time Equivalent (FTE) time worked. Source: Ontario's Financial Information Return system; 2018 operations 2019 Staffing 2019 Preliminary Financials Supports the local economy by attracting tourists and new residents. Is a cultural resource and gathering place for local residents. Provides exhibition space and a sales outlet for local artisans, supporting fundraising for community groups. Provides valuable learning experiences for school classes. Service Value Service Overview This service involves managing and providing access to the Annandale National Historical Site; collecting, preserving, researching, exhibiting and interpreting information and artifacts depicting the history of Tillsonburg; and informing visitors and residents about other local activities and attractions. $36.48 $25.98 $23.34 $21.54 $20.12 $17.13 $16.07 $15.00 $12.10 $11.19 $9.37 $7.36 $5.56 Woodstock Cobourg St. Clair Tillsonburg Norfolk County Ingersoll Median Wilmot Belleville Lincoln Port Hope Aylmer Bracebridge Museum & Culture Net levy/capita Service LevelService Type: 1 Required, 2 Traditional, 3 Discretionary Museum Sub Services Operation Tourist Information Preservation Heritage Plan/Advise Page 74 of 353 Page 50 of 77 Analysis and Recommendations relating to Museum and Culture What does benchmarking tell us about how the Town is doing? There are significant challenges benchmarking Museum and Culture services, due to the different roles, layouts, and operational approaches that the different institutions have. For example, of the six municipally-owned museums in the comparator sample, three – Annandale, Castle Killbride, and Glanmore - are designated National Historical Sites. This designation recognizes that there is a national importance of preserving them, making their stories known, and opening their grounds and interiors for public visitation. Also complicating benchmarking is the fact that not all comparator municipalities have municipally-owned museums; those that do vary significantly on opening hours and whether admission is by donation or at a set fee. In two comparator municipalities admission was by donation (Ingersoll’s Cheese & Agricultural Museum, and the Woodstock Museum). At the Town of Lincoln Museum & Cultural Centre admission is by suggested donation of $3.00. The following figure compares the three admission-charging museums for open hours and adult admission price: Municipality Museum Hours open in 2019 Adult admission Tillsonburg Annandale 2,010 $6.00 Wilmot Castle Killbride 1,476 $9.00 Belleville Glanmore House 1,359 $8.00 Clearly Tillsonburg’s Annandale National Historical Site museum provides more hours of availability, and offers citizens affordable access. In this context it can be useful to compare operating results on two dimensions – revenue generation and levy support. Compared to those comparator municipalities that generate revenue from the Museum and Culture service areas, Tillsonburg’s operating revenue per capita, at $2.95, was the median amount (figure 23), while municipal support at $21.54 per capita was about $5.50 above the median (figure 24). This support reflects Annandale’s important symbolic role for Tillsonburg, given difficult decisions made in the past which led to the loss of the Carnegie Library, Post Office, and Town Hall - historical structures that would typically providing much of the heritage face and brand for the town. Annandale’s attractive exterior, important and interesting historical Page 75 of 353 Page 51 of 77 roots, and incomparable interior makes it an appropriate and important location for cultural and heritage related events, and for providing tourist information services. Having an authentic historical brand is a significant factor for attracting visitors, investors, and new residents – a factor that differentiates Tillsonburg when decisions are being made. Figure 23 Museum and Culture 2018 Operating Revenue per capita Figure 24 2018 Levy per capita for Museum and Culture Page 76 of 353 Page 52 of 77 Good practices observed: Good practices currently in use include: • Welcoming visitors in person, and then using a self-guided tour format which economizes on staff time. • Using social media to engage with the community, including members of the Tillsonburg and District Historical Society. • Holding events that draw community members into the facility. • Providing year-round access to the public six days per week. • Teaming with local arts and crafts associations to display locally-produced materials – and using a portion of sales revenue to support the Museum’s work. • Using a long-term part time staff member to cover Sunday hours. • Using seasonal staff to stretch resources during summer months, which are busier. • Working effectively with volunteers and assigning individual duties in keeping with their capabilities and level of interest. Where are the challenges? • It is challenging to inform potential visitors about what the museum offers, and to motivate those driving along the heavily-traveled Highway 401 to take the 20 minute side trip to Tillsonburg. • The Museum’s main web presence, the Town of Tillsonburg’s website, has limitations for communicating current information • The Museum’s role as a Tourist Information Centre generates telephone, email, and walk-in enquiries which are not always well-articulated with Annandale’s core mission of preserving and publicizing Tillsonburg’s unique history. Only one of the comparator municipalities, Cobourg, reported having their Recreation and Parks group operating tourist information centres. Can and should more revenue be generated? There may be opportunities to use some additional fees to generate minor amounts of revenue and limit less mission-oriented demands on staff time. For example: • The Town of Aylmer charges a $10 fee for non-members to visit the archives. • The Northumberland County Archives and Museum charges a fee of $30 per hour for up to 3 hours, payable in advance, for research done on for individuals who do not visit in person. That said, higher admission and participation fees can put a damper on visitation. Page 77 of 353 Page 53 of 77 Steps that attract more visitors would help to increase revenue. One approach being used by Glanmore House in Belleville is to use some of their artifacts to create displays in other parts of the municipality, for example putting a display of historical fire prevention and firefighting materials at a fire station. Can the Town improve value by changing the operating model? Yes. For example, Annandale’s web presence is housed within the Town site, which is not kept up to date, for example showing past events as if they are still upcoming. This creates a significant barrier to timely, accurate information that informs potential visitors and motivates web visitors to attend events. If the Town site cannot be reliably kept up to date with next day service for minor updates and addition, allow the Museum to establish its own linked site. Additional improvements are itemized in the recommendations below. Recommendations: M1. Use the Town web site (and continue to use social media) to provide helpful, accurate-right-now information to citizens and users. As previously noted, this will require increasing the level of service for web updating or giving RCP the ability to update its own pages on the site or linked sites. M2. Seek opportunities to showcase holdings in mini exhibits located at other municipal facilities or in public places such as a rec centre, library, fire station, or shopping mall with informative posters and, where possible, displays of artifacts. M3. Some other museums close during their slow season. For example, Castle Kilbride in Wilmot will schedule bus tours and school tours but does not keep regular open hours from early January to mid March. It is recommended that the Town, as an experiment, schedule annual museum downtime for the next two years during the low travel season to enable Annandale staff to intensify their focus on upkeep, improvement, and outreach (see M2) projects. This would also enable a test of end of season (only 5 days left) and re-opening marketing, and an assessment of the net effect on annual visitation. M4. It is recommended that the development of a Museum and Heritage Plan proceed, to provide a renewed or reconfirmed mandate for the important work being done. M5. For the Tourist Information service, make a concerted effort to respond to phone and email enquiries by providing links to helpful information sites, rather than by mailing brochures and flyers. Page 78 of 353 Page 54 of 77 Service Profile - Energy & Facilities The size of the bubbles shown in the graph above is proportionate to the net levy used for the Sub services, which are: Manage Energy Projects and Maintain Municipal Non-recreation Facilities. Revenue $000 % User fees 0 0% Grants 0 0% Other 100 35% Total Revenue 100 35% Operating Expenses Employee-related 241.6 84% Services 0 0% Materials 2.5 1% Other 45.2 16% Total Cost 289.3 100% Net Levy 189.3 65% Category FTE* Full Time 2.5 Part Time 0 Seasonal 0 *Full Time Equivalent (FTE) time worked. 2019 Staffing Service Overview Provide property management services for non-recreation municipal facilities including planning for, overseeing and delivering capital improvements, janitorial (contract & staff delivered) service, routine building & grounds maintenance, and waste/recycling. Also planning for, overseeing, delivering, and reporting on energy conservation projects Service Value2019 Preliminary Financials These essential services enable in-person access to Town services by the public, facilitates the work done by Town staff, and complies with Provincial requirements to monitor, report on, and reduce energy consumption. - 1 2 3 0 1 2 3Service LevelService Type: 1 Mandatory, 2 Traditional, 3 Discretionary Energy Facilities Sub Services Non-recreation Municipal Facilities Energy Projects Page 79 of 353 Page 55 of 77 Analysis and Recommendations related to Energy and Facilities There is insufficient information to benchmark the service that RCP provides in providing project management and implementation support for the Town’s energy and facility improvement projects. Projects which improve the energy-efficiency of municipal work will, in most cases, pay for themselves over time by reducing energy use and cost. The savings are enjoyed by the groups using the municipal facilities. How to address the workload and costs of this responsibility will be discussed in the sections on Structure and Resource Match below. Port Hope has the only other Parks and Recreation department that reported managing energy-efficiency improvement projects for the municipality. It is also the only one of the benchmarked communities, which reported having the Parks and Recreation group take responsibility for maintaining municipal non-recreational facilities. In their case as in Tillsonburg’s, the driver for the tasking is that indoor recreational facilities are already being maintained and managed, and it is not unreasonable to seek to utilize their skills and vendor relationships to look after other facilities as well. Can the Town improve value by changing the operating model? Currently the Town has contracts with three cleaning firms. Combining them into one or possibly two contracts would simplify tasks associated with bidding, awarding, and overseeing service delivery. The 3 Custodian Contracts currently in place are providing various levels of service, from poor to acceptable. This is requiring a Facilities staff member to visit the Town facilities to do a quality check and take corrective action where needed. Recommendation: O1. At the next opportunity, when the 3 Custodial Contracts are close to co-termination, place them out to tender and select one company with a proven track record of quality services. Make the term 2 years. Page 80 of 353 Page 56 of 77 Mandate The Official RCP Mandate, as identified in the Town of Tillsonburg, Community Parks, Recreation & Cultural Strategic Master Plan dated June 2011, is to: • “promote participation in organized and non-programmed forms of sport and recreation through the provision of appropriate facilities and services; • enhance awareness and vibrancy of local arts, culture and heritage resources by recognizing their importance, embracing their creative benefits and providing them with the necessary tools in which to succeed; and • provide a connected network of parks and trails that offer opportunities for active and passive forms of leisure and also contribute to ecological health on a local, regional and global level.” As can be seen in the following table, only part of the work performed by RCP fits with that mandate: RCP Responsibilities Fit with current official mandate Comments Plan for and provide recreational facilities and recreational programs Strong. This, in conjunction with the Parks responsibility addresses bullet 1. Continued alignment. Plan for and provide parks and open spaces, outdoor sports facilities, trails etc. Strong. This directly addresses bullet 3, and in conjunction with the Recreation responsibilities addresses bullet 1 Continued alignment. Plan for and provide Museum and Heritage Preservation services. Strong. This responsibility directly addresses the segment of bullet 2 which relate to heritage resources. While RCPs Museum and Culture team helps local artists and craftspeople by displaying their wares and selling objects for a small commission (which goes to a fund), RCP is not resourced to provide local arts resources all “the necessary tools” to succeed, and indeed many of the artists now seen as great had limited ‘success’ during their lives. Page 81 of 353 Page 57 of 77 Provide tourist information Low. This service brings people to the Annandale House vestibule and some of them to the admissions desk seeking brochures, maps, and advice, much of which is unrelated to the current mandate. On the positive side, some of these information seekers are attracted to tour the Museum or visit the historical and artistic displays there, some will choose to visit other local arts, culture, and heritage resources, to this extent helping to address bullet 2. The in practice mandate appears to be: “use museum resources (parking lot, vestibule, and staff) to offer visitors a selection of brochures, maps, and on- phone, in-person, or postal or email guidance about local, regional, and provincial attractions.” A proportion of this tourist information work e.g. mailing out Ontario roadmaps and directions to Algonquin Park or Niagara Falls does not fit the mandate. Plan for and provide cemetery services Moderate. A cemetery can be viewed as a form of parkland and provides an area for walking and jogging in connection with nature. Also, the Tillsonburg Cemetery contains mature trees which contribute to ecological health. Use park planning and operational capabilities to serve the Town by operating the active cemetery and care for the heritage cemetery. Manage Municipal Energy Efficiency projects None The in-practice mandate appears to be: Use capabilities for managing and maintaining recreational facilities to serve the Town by planning, procuring, and implementing energy saving initiatives such as LED lights, motion- detecting light switches, and improvements to overhead doors. Maintain Municipal Non-recreation facilities None The in practice mandate appears to be: Use capabilities for managing and maintaining recreational facilities to serve the Town by participating in and Page 82 of 353 Page 58 of 77 overseeing the maintenance of municipal non-recreational facilities including the Elliott Fairbairn Centre, the OPP station, the Fire Hall, and the Municipal Airport. Proposed Updated Mandate for the RCP Department The proposed Recreation, Culture and Parks mandate is: To enhance the quality of life for Tillsonburg residents through a wide range of inclusive and accessible recreational, cultural, heritage, and park-related facilities and programming which provides opportunities for physical activity, social interaction, and community engagement. In particular: • to promote participation in organized and non-programmed forms of sport and recreation by providing and publicizing indoor and outdoor facilities and services – and a network of parks and trails - that balance wide choice, service quality and broad access with financial sustainability; • to promote awareness and vibrancy of local heritage, arts, and culture through museum operation and heritage preservation. The proposed additional mandate of RCP is: • To plan for, implement, and report on initiatives that save energy use in municipally operated facilities, and thereby help contribute to the environmental sustainability of municipal operations. • To participate in and oversee the maintenance of municipal non-recreational facilities including the Elliott Fairbairn Centre, the OPP station, the Fire Hall, and the Municipal Airport. The question of whether RCP is resourced to manage this broad mandate will be discussed in the sections on Structure and Resource Match below. Is there a match between service levels and the resources deployed to achieve them? Providing municipal services in communities the size of Tillsonburg requires a careful balancing act to make the best use of a broad spectrum of resources including sports clubs and service clubs; non-profit entities, volunteers, contractors, seasonal and part-time employees, and a core of full-time staff to deliver a mix of facilities and services which best serves the needs of the community. Page 83 of 353 Page 59 of 77 Over time the expectations on municipal management teams have increased simply because evolving legislation, public expectations, and technologies have increased their workloads, and this has been the case for Tillsonburg’s RCP department. As discussed in the Mandate section of this report, the range of RCP department’s responsibilities now extends well beyond the three areas in its name, to include the important services of cemetery operations; managing energy improvement projects and maintaining municipal non-recreation facilities. With this broadened mandate and with the passing of time it is apparent that there has been workload ‘creep’ which, if not addressed, will possibly undermine effective management and successful service delivery. The creep is threatening a ‘death by a thousand cuts’ situation, where each item individually would be reasonable, but the combination results in overload. During the project the study team observed that the Town’s aging sports and recreational infrastructure – coupled with expanded opportunities for infrastructure renewal funding from higher levels of government - has ramped up the workload associated with capital upkeep and capital improvement projects. Project management work is complex, and cannot be done effectively by individuals who will be frequently interrupted and pulled away to deal with urgent operational matters. For these reasons, the study team has concluded that additional resources need to be available to the department to properly process the project-related workload. Recommendation: (Note that numbering continues using the ‘O’ prefix, which will be used for all recommendations in the rest of this report.) O2. Create a new role of Project Manager, or Projects Coordinator, reporting directly to the Director. This Project Manager would provide the RCP with access to the project management body of knowledge and resources, to support the implementation of proven project management disciplines and processes for the entire suite of RCP-managed projects. As this office becomes operational it is suggested that RCP collaborate with Finance and perhaps other functional areas to develop a consistent group of tools, digital tracking systems, reporting dashboards, and standards. Ideally this should be a FT position but could be trialed as a fixed term contract role. Solid organizational governance could be implemented allowing for transparent and communicative projects status including strong scheduling and budgetary control. Page 84 of 353 Page 60 of 77 Comparison of Tillsonburg's RCP Organizational Structure to Selected Other Municipalities Current Tillsonburg Organization and Staffing Chart: Recreation & Programs: 1 Manager, 2 Supervisors, 8 FT staff and 4 PT staff and many Summer staff and PT student lifeguards Culture & Heritage: 1 Manager, 2 FT staff, 1 PT staff and various Sumer staff Parks & Facilities: 1 Manager, 3 Supervisors (incl. Chief Operator), 14 FT staff, 9 PT staff Summary: 3 Managers, 5 Supervisors, 24 FT staff, 14 PT staff and various PT Lifeguards and Summer Staff Page 85 of 353 Page 61 of 77 Comparison to three Other Municipalities Port Hope: This structure is almost identical to Tillsonburg. Only “Culture” is buried in the Community Development structure; with no indication of the presence of “Museums”. Also, there is no mention of Cemeteries. Note also, there are only two direct functional reports to the Director, although does include an Administrative Assistant. Community Development Programs: 1 Manager, 7 FT staff, 3 PT staff and various Summer staff Parks and Facilities: 1 Manager, 4 FT staff, 1 PT staff and various Summer staff Summary: 2 Managers, 11 FT staff, 4 PT staff and various Summer Staff Page 86 of 353 Page 62 of 77 Woodstock: Woodstock has a relatively “flat” organizational structure with all Supervisors and Managers reporting directly to the Director. Woodstock obviously is a much larger city than Tillsonburg. The other differences are related to a different physical distribution of facilities. Parks: 2 Supervisors, 2 Assistant Supervisors, 9 FT staff, 10 PT staff and 29 Summer students Aquatics: 1 Supervisor, 2 Deck Supervisors, 5.5 FT staff, 50 PT staff (most likely seasonal variation) Rec. Programs and Sponsorship: 1 Supervisor, 36 PT staff (most likely with seasonal variation) Cowan Sportsplex: 1 Manager, 1.5 FT staff, 11 PT staff (including Custodians) Arenas: 1 Manager, 1 Assistant Supervisor, 7 FT staff, 19 PT staff Summary: 2 Managers, 4 Supervisors, 5 Assistant (incl. Deck) Supervisors, 24 FT staff, 126 PT staff (seasonal variation) Also, Woodstock has a Manager of Culture who reports to the Chief Operating Officer. The group providing museum and heritage services uses 8.6 Full Time Equivalent persons; additional management time is devoted to supporting the Arts. Page 87 of 353 Page 63 of 77 Ingersoll: Ingersoll is another example of a “Flat” organization. In this case all 5 department heads are Managers and report directly to the Director. As with Tillsonburg, coordinators/analysts also report directly to the Director. Parks: 1 Manager, 1 FT staff, 3 seasonal and various Summer Students Facility Operations: 1 Manager, 6 FT staff and various PT staff Fusion (youth) Centre: 1 Manager, 1 Supervisor, 5 FT staff, various PT staff Aquatics: 1 Manager and various PT staff Recreation Programs and Fitness: 1 Manager, 1 FT staff and various PT staff Summary: 5 Managers, 1 Supervisor, 13 FT staff, 3 seasonal and various PT staff and Summer students Departmental Organization Structure The study team views RCP’s current departmental structure, which divides the organization into three main pillars, to be functional and workable. That said, the following observations lead to some suggested adjustments: • The Facilities team is currently divided into two functional areas: 1) Operations – the provision of services to the public (e.g. Pool, Ice, room set-ups) as usually scheduled by Recreation Programs & Services, and 2) Facility Maintenance – The maintenance of building systems to ensure smooth and safe experience to the public, and Town employees, without unexpected disruptions. Page 88 of 353 Page 64 of 77 • The Organization Chart below clearly shows this delineation, but in reality, it is somewhat of a hybrid. Facility Operations (Supervisor - Chief Operator) perform most or all of their functions in or around the Community Centre, including providing Facility Maintenance services and events setups. Facility Maintenance (Supervisor – “Facilities Supervisor”) on the other hand is responsible for Maintenance, but not the community Centre (although there is some sharing/overlap) but does so for the balance (most) of the other Town buildings. Facilities Maintenance staff are also responsible for contracted Custodian Services; Grounds (surrounding the Centre), and special Events. This hybrid arrangement seems to work, but seemingly heavily reliance on the incumbent personalities, and also in the absence of equipment failure metrics regarding efficiencies. • There are a number of functional overlaps: 1) Flower beds are maintained on Town properties by Parks, but at the Centre by Facilities Supervision. 2) event setups can involve Operations, Facility supervision and Parks, depending on the nature of the event. 3) contract Custodian Services also clean certain areas of the Centre. However, ice dressing rooms are cleaned by the Facilities Supervisor’s staff, with the help from Operations staff when the Facility Supervisor’s resources are unavailable. 4) light maintenance (HVAC filters, lights, toilets, water leaks, etc.) are performed by Operations at the Centre and by Facilities Supervisor in all other Town buildings (although some overlap exists). • Parks and facilities supervisors are spending time on administrative tasks including accounts, PO control, equipment and supplies acquisition, filing, and coding, which is far from the highest and best use of their time and skills. Recommendations: O3. Clarify titles within the facilities team: • FACILITY OPERATIONS, COMMUNITY CENTRE (Chief Operator). This would include Operations (as defined above) and “Heavy Maintenance” (as defined below) • FACILITY MAINTENANCE (Supervisor, Facilities Maintenance). This would include Town wide Custodian services and “Light” maintenance (as defined below). O4. Separate Maintenance into “Light” and “Heavy”. Heavy maintenance would consist of Plant (ice, pool), turbines, boilers, HVAC repairs, etc., all within the TCC. Light Maintenance would consist of HVAC Preventative Maintenance, lights, plumbing, etc. Town wide. The reasoning is twofold: 1) if PM contracts are negotiated or tendered (or Preventative Maintenance Scheduling systems are developed), savings may be Page 89 of 353 Page 65 of 77 inherent with critical mass (e.g. all HVAC units within all Town buildings, electrical contracting, supplies, etc.), and 2) Any future change of Supervisory personnel and subsequent alignment/realignment of skills. It was observed that the current chief Operator and the Facilities supervisor communicated well. O5. Reduce overlapping responsibilities between Parks and Facilities. For example, make all set-ups, both within and outside the community Centre, be fully the responsibility of Operations, alleviating the need for Parks personnel. Conversely, have Parks do all Town flower beds including those at the Centre. In the experience of CLARICO, it has been found that reducing overlaps increases efficiencies especially if specialized equipment is used. O6. Provide administrative support for facility operations and facility maintenance. One possibility for this would be expanding the role – and hours - of the Cemeteries Registrar to fulfill other RCP administrative duties. This position already provides administrative support to the staff weekly team meetings. This additional work most likely could be accomplished in the current cemetery's office with some travel during the week to the Town Centre or other offices. A revised Parks & Facilities Organization chart reflecting recommendations O2 through O6 is shown below: Page 90 of 353 Page 66 of 77 Customer service The best practice for gathering and prioritizing citizen maintenance-need reports is gathering them through municipal web sites and a “3-1-1“Customer Service Centre. Doing so reduces the number of calls to managers (which can interrupt meetings or disrupt their workflow, affecting productivity), and reduce the potential for such reports to be mis logged or unlogged. Tillsonburg applies an informal customer service model in which customer inquiries, questions, and complaints can be initiated in many formats, including emails, website form submissions, phone calls through the Town main line phone number, and at times through direct calls to RCP directors and staff. The Town does not currently use centralized ticket creation system. Such systems can easily link issues to assets and to work orders (if they need to be raised). They can easily generate confirmations of work done both for managers and to the individuals who reported the issue. They can provide metrics to management for monthly reporting and ease of learning. Use of centralized ticket creation systems is becoming more common for municipalities of this size as enterprise wide tools (such as ESRI and other on premise or cloud-based CRM-Asset- Work Order-Customer Service tools) become the norm due to affordability and digital integrations across the operation. It is noted that (MESH), a corporate work order system that could provide asset tracking, customer relationship management, and issue management was in early stages of use, however firm implementation timelines were not available. However, the absence of a centralized ticket creation system does not mean that the present operation and processes fail to address issues raised by stakeholders achieve timely and satisfactory resolutions. The present review did not find evidence, either formal or anecdotal, that citizens were displeased or that the Town is assuming unnecessary operational risks. It is now becoming common for municipalities to establish clear customer service standards and communicate them to their citizens. For example, if a citizen who experiences a fallen tree on their yard or sidewalk uses the town website to report the issue, many municipalities have systems for quickly acknowledging receipt of the service request with an email response that provides a request number, explains target time to inspect as well as target time to remove the tree, and notes that the speed of tree removal can be affected by factors such as effect to power grids, safety, and accessibility. In addition, many municipal web sites provide information on Page 91 of 353 Page 67 of 77 target action times early in the logging process, thus helping to establish reasonable expectations on the part of those reporting issues – and allowing those with urgent situations to avoid unnecessary delays. Some municipalities go a step further. For example: The City of London Ontario makes it easy for citizens to identify issue locations on a city map – and has a check box for requesting a callback. It also allows citizens to track the status of past service requests using a service request number. Recommendations: O7. Establish specific service standards for key areas of RCP’s operation, and, when approved by Council, publish the standards on the town’s website. A few example service levels are provided in the following table. Trigger/Issue Example Level of Service Targets A non-urgent service request is received by voice message, email or web site utility. Automated response within one hour, including a tracking number. Human review to properly log service request into the work order system including type of issue (tree/ playground/trail…) new issue/previously-logged issue, urgency level, response owner, within 2 business hours, followed by notification to the requester citing the initial tracking number and any new go-forward number. An urgent new service request involving danger to public is received by voice message, email or web site utility. Requests flagged as urgent will be reviewed on a priority basis during business hours and will immediately be sent as a work order with follow up telephone notification to the group responsible for resolving. Potentially dangerous situations will be reported to citizens within one business hour of receipt on the web site and using social media. Following receipt of a non-urgent service request to inspect a tree which has been damaged by lightning, ice, or disease, a work order for inspection is received by the Parks team. Completion of non-urgent tree inspections: within 15 days of service request, March to November. Page 92 of 353 Page 68 of 77 O8. It is recommended that RCP seek to tie service requests to an enterprise wide ticket tracking system and a work-order system such as MESH. The team was impressed by the website feature inviting users to provide direct feedback at a web page level. Metrics regarding the use of this feature was not available for further analysis at the time of study. Tracking Metrics and Performance Indicator Recommendations At three-month intervals the department develops an RCP Quarterly Activity Report to provide senior Town leadership and Council insight into the activities, challenges, and accomplishments of the various teams and sub teams. Clarico’s study team considers these quarterly reports to be worthwhile accountability documents. We do suggest that information be presented in a consistent dashboard graphical/chart format where possible to highlight notable growth or declines relative to targets and prior periods. Currently the narrative of the quarterly reports highlights achievements but there may be a temptation to provide less information about challenges and irregularities. Recommendation: O9. The study team recommends that the following information be tracked and reported on an annual basis - but that the Town avoid setting required targets and never link consequences to measured performance. This in order to avoid the well-documented unintended ill effects of such approaches (See, for example, The seven deadly sins of performance auditing by S Kells.): • Recreation program overall fill rate (registrations as a % of capacity) • Participant hours per 1000 residents • Arena peak and off-peak utilization rates • Facility maintenance cost per square metre of non-recreational space Measurement of service-user satisfaction has become a norm for many organizations because it has become easier to do, and changes in satisfaction provide important information that helps managers identify when things are working well and when problems have arisen. For this reason: O10. It is recommended that user satisfaction be measured periodically (ideally on a regular basis) for key RCP services. O11. Once tools and processes have been put in place to track and report on service requests from the public, the tracking and periodically reporting on the following Indicators should be initiated: Page 93 of 353 Page 69 of 77 Service request response measures • % Initial response to Service Requests completed within service level standard • % Service requests tasked within service level standard • For those service requests with ‘investigate’ stage, % investigations competed within service level standard • % Service requests completed and closed within service level standard • Average time to close service request • Satisfaction ratings received at service request close. Proposed cost recovery model Charging user fees help to enable the Town to provide a broad range of facilities and services also helps to ensure that those who utilize them find them to be of value. Additionally, it provides a way to ration and allocate desirable time slots. At the ‘recover full costs’ end of the spectrum there are services for which service users are the primary beneficiaries, where use can be measured, and where users can therefore be expected to pay the full costs of what they consume. Tillsonburg Hydro provides a good example of this, as are virtually all private sector goods and services. That said, it is entirely appropriate that the Town provide a broad range of free and ‘by donation’ facilities and resources, as is the normal approach for such resources as parks – excepting groomed sports fields, bookable pavilions, and some or all non-grass sports facilities. It is also consistent with how the town deals with transportation facilities such as streets, sidewalks, and bridges (partly because charging for use can be too costly to make it worthwhile, and partly as these are viewed as services that all should have a ‘right’ to use). When looking at a cost recovery model for RCP it is important to note that there are community benefits as well as individual benefits from most or all of the services provided. There is a significant community benefit component to services to vulnerable groups (children, youth, newcomers to Canada, disadvantaged groups, the elderly) as well as services that teach young people important life skills such as water safety, to be physically active and fit, to collaborate in teams, and to play by the rules. For these reasons, municipalities find it prudent to pay some portion of the costs, rather than adopting a ‘100% user pay’ model. Page 94 of 353 Page 70 of 77 There are also practical issues with seeking to recover all costs. Some activities and services which would fail to be viable trying to charge the same price to every customer can cover most of their costs from full-price customers and then sell last minute seats priced below the average cost in order to make up the rest of their costs and even generate some surplus. Theatres, airlines, hotels, and bus companies are examples of organizations that have developed ways to use a mix of full-price and low-price tickets to generate the best returns on their available flights, shows, rooms, and seats. It is proposed that Tillsonburg adopt the following cost recovery model: Use full cost recovery where possible. Where conditions allow, set fees at levels that cover the full cost of service provision. Note that ‘full cost’ includes provision for maintenance and eventual replacement of capital assets used for the service. Conditions allowing for fees that cover full operating costs include: • having a scarce resource to which access can be controlled (swimming pool, water park, indoor ice, health club, Kinsman Bandshell, Memorial Park Pavilion, Bert Newman Gazebo, columbaria niches) • benefits to the individuals using the services strongly outweigh the community benefits, • being able to attract enough users willing to pay fees at this level, • finding it acceptable to charge full cost to those willing and able to pay (noting that this could impose hardships on some segments of the community), • being willing to accept the resulting mix of users including age range, geographic mix, socio- economic mix, gender and community of origin mix, etc. – and that others will not receive this service from the Town An example of fees which would hopefully be set at full cost recovery would be those for Columbaria niche utilization. Note: The Town may in some cases choose to use full-cost pricing, and also mitigate user mix and fairness issues using need-based, age-based, or situational fee reductions/subsidies, or by offering admission by donation periods. Set fees to recover operating costs where this is possible but full-cost recovery is not. Operating cost recovery ignores capital costs as well as costs unaffected by providing the service and focusses on recovering the out of pocket costs of providing a service. Examples could include adult recreation programs and the dog park. Page 95 of 353 Page 71 of 77 Use fees set to recover partial operating costs where there are significant community benefits from participation, or when below operating cost fees allow the service to be provided with the lowest overall level of support from the levy. Examples of services with significant community benefits include youth programs and sports facilities. In situations where fees are set to levels which do not cover operating costs, ensure that there is periodic review to ensure that the level of subsidy matches the level of community benefit, and to explore whether there may be options to obtain similar benefits at lower costs, or to generate additional revenues (e.g. Aquatics). Implementation Roadmap - Short, Medium, & Long-term Recommendations The recommendations of this report have been made with the awareness that each proposed operational change involves a one-time workload to prepare for and implement the change, and then an ongoing impact that can result in simplicity and sustainability, or more effort, complexity, and risk of management burnout. For this reason, the following action plan prioritizes initiatives with that are easier to implement and have quicker payoffs. Page 96 of 353 Page 72 of 77 Short Term Opportunities Category: Action can be completed in less than 60 days with own forces, with low costs. Opp. No. Description C3 Implement a single ‘prime’ electronic internment calendar C4 Increase Administrator’s support to Parks and Facilities teams C6 Provide a secure water and fireproof filing cabinet to protect records C7 Enforce regulations to control non-compliant grave decorations M5 For the Tourist Information service, respond to phone and email enquiries by providing links to helpful information sites O2 Create a new role of Project Manager, or Projects Coordinator, reporting directly to the Director. O3 Clarify titles within the facilities team. O4 Separate Maintenance into “Light” and “Heavy”. O5 Reduce overlapping responsibilities between Parks and Facilities. O6 Provide administrative support for facility operations and facility maintenance. P10 Revisit the Bag Tag program to determine its effectiveness P12 If the Town does not have any plans to recycle, then remove the blue boxes from the Town managed garbage areas. P16 Consider the extent to which flowerbeds should be maintained using Town staff P23 Consider reducing the frequency of sports field grass cutting P25 Consider charging for access to the tennis/pickleball courts P7 Fill the vacant Parks Supervisor position. R8 Continue to work with other municipalities to press the manufacturer of the current registration software Medium Term Recommendations Category: Action can be completed in less than 120 days, in some cases using contracted resources, with moderate costs. Page 97 of 353 Page 73 of 77 Opp. No. Description C1 We recommend increasing revenue by charging higher rates to non-residents C2 Enable the public to search cemetery records and find grave locations online C8 Consider (study) outsourcing more or all the gravedigging M1 Use the Town web site (and continue to use social media) to provide helpful, accurate-right-now information to citizens and users M3 It is recommended that the Town, as an experiment, schedule annual museum downtime during the low travel season O1 Tender the 3 Custodial Contracts and select one company for a 2 year term. O10 Periodically measure user satisfaction (ideally on a regular basis) with key RCP services. O7 Establish specific service standards for key areas of RCP’s operation. O9 Track and reported on an annual basis - • Recreation program overall fill rate (registrations as a % of capacity) • Participant hours per 1000 residents • Arena peak and off-peak utilization rates • Facility maintenance cost per square metre of non-recreational space P 1 Review the Towns portfolio of outdoor sports facilities P 2 Consider using more seasonal employees, even as the primary mowers and groomers for baseball diamonds and fields P11 Continue to assess cameras, lighting, and waste bin design and location modifications P13 Reassess the Town’s participation in providing a safe and functional toboggan hill P17 Consider reducing the number of flower beds in parkettes in locations where this would have little impact on the Beautification initiative P19 Investigate installing automated watering systems P24 Continue to explore potential to light more baseball diamonds and other outdoor sports facilities P27 Consider initiating a trail sponsorship program P3 Consider modifying the ‘normal’ baseball field grooming standards to allow for longer grass P4 Encourage the use of on-line, email, and cell phone apps (for registering citizen concerns or issues P5 Set priority-driven response times for issues P6 Use technology to provide helpful, accurate-right-now information to citizens and users. P8 Periodically review where and how outside service providers are used P9 Relocate the report-to-work and equipment storage area from the cemetery to a more central location R1 Consider adding a non-resident surcharge to subsidize programs used by non-residents Page 98 of 353 Page 74 of 77 Opp. No. Description R11 Consider a “public eye” facelift to the TCC R16 Continue to upgrade indoor security camera system, and to consider alarm systems to the TCC R17 Consider remote supervision of the Health Club R18 Consider studying whether the Health Club could be eliminated or perhaps investigate an alternative service delivery model R2 Continue to seek opportunities to generate revenues from sale of refreshments and merchandise R20 Increase the level of service for web updating or provide RCP the ability to update its own pages R3 Focus fee subsidies on situations where subsidized users are less likely to displace full-fee participants R5 Move from printed to web-only course catalogue R6 Continue to encourage use of on-line systems to economize on staff time R7 Consider charging a small booking fee or convenience fee for online booking R9 continue to work with other municipalities to develop and share effective workarounds for limitations in the software. Longer Term Opportunities Category: While action may be more quickly initiated, full implementation will require more than 120 days. In some cases costs may be significant. Opp. No. Description C5 Consider upgrading the Cemetery reception centre to provide a more functional office workspace and a “Quiet Room” for visitors M2 Seek opportunities to showcase holdings in mini exhibits M4 Proceed with the development of a Museum and Heritage Plan O11 Once tools and processes have been put in place to track and report on service requests from the public, periodically report on: • % Initial response to Service Requests completed within service level standard • % Service requests tasked within service level standard • For those service requests with ‘investigate’ stage, % investigations competed within service level standard • % Service requests completed and closed within service level standard • Average time to close service request • Satisfaction ratings received at service request close. Page 99 of 353 Page 75 of 77 Opp. No. Description O8 Seek to tie service requests to an enterprise wide ticket tracking system and a work-order system. P14 Over time, develop a database of park trees P15 Over time, measure park and cemetery tree canopy percentage, and make plans to manage it. P18 Consider modifying some flowerbeds to lower-maintenance perennials. P20 Continue to move forward with initiatives that enhance sports field drainage P21 Consider using cameras and fines to discourage citizens from using sports fields before the ground has dried sufficiently P22 Consider a lighting plan for poorly lit Town properties P26 Consider charging even small amounts for parking at trail heads and in parking lots P28 Consider holding Trail Enhancement days P29 Consider requiring subdivision developers to submit independent studies P30 Take steps to update the 2011 Tillsonburg Community Parks, Recreation & Cultural Strategic Master Plan R10 Explore the potential to replace the pool pumping, filtering, and chlorination systems with more modern systems R12 Address the limited capacity and flexibility of change rooms, and limited accessibility to the applicable areas of the Recreation complex R13 We recommended that the viability of the Waterpark be reviewed on an annual basis as visitor interest, insurance costs, and operational complexities continue to evolve. R14 It is recommended that the Town’s longer-term planning for the Waterpark include an option to replace the outdoor pool and waterslide with other recreational resources R15 Store the back-up ice-surfacing machine in the new centrally located Parks facility R19 How to best provide Senior Centre services should be addressed when the Town’s Recreation, Culture, and Sport strategic plan is next updated R4 Periodically review use of staff time for fund-raising, to ensure net value is positive Page 100 of 353 Page 76 of 77 Barriers, Risks, and Transitional impacts In general, any serious consideration of significant changes to how work is organized is stressful for those whose work is potentially affected, particularly if there is possibility that there will be involuntary changes. This was seen during the period when corporate ‘downsizing’ was considered to be an effective strategic and operational tool; changes in organization size and structure were preceded by Change Readiness training, and individuals being redeployed were provided with coaching and assistance in finding their way forward. If this is not done there is a significant risk that the staff morale will be negatively affected before, during, and even after the potential changes are explored, decided on, and either moved ahead with, postponed, or abandoned. To remain a trustworthy employer, if RCP were to discontinue providing certain services attempts must be made to find other providers, and where possible to redeploy affected staff either to work with the new provider or – where possible – to fill vacancies in municipal administration in Tillsonburg or neighbouring towns. There is a risk that the selection and hiring of a new Parks Supervisor can affect the morale of the staff which will report to the new Supervisor. One approach to help address this would be to ask the direct reports for their input on the selection criteria, and – if possible – to offer some amount of input into the interview and selection process. There is a risk that stakeholders currently benefiting from services which are suggested for review will be suspicious of the review and decision-making process. This risk can be mitigated but not eliminated - through careful, consistent messaging to stakeholders regarding the motivation for the review, through having clearly stated decision criteria, and a multi step process that includes public input before final decisions are taken. An additional risk mitigation is to provide some lead time before action is taken (but note that there are times when speedy action can lead to the best overall outcomes). Training and Skills development Training should be key elements of any initiative which proposes to change how work is done and to change the allocation and distribution of responsibilities. One reason for this is that training pulls Page 101 of 353 Page 77 of 77 individuals away from their everyday duties and responsibilities, and the training room is a place where work processes and tasks can be discussed and assessed, and where everyone’s opinion can be given a fair hearing. So where new systems, responsibilities, or modes of operating will be introduced it would be wise to schedule a training session with the full impacted teams – pausing other work when necessary – so that the reasons can be explained and so that the staff most directly involved can be brought up to speed on the new processes, procedures, and work tools. Training needs to be supported by informal coaching by direct superiors, who need to be touching base with staff to see how they are doing, identify and take action on unexpected issues, to encourage productive teamwork, and to express appreciation for progress being made Appendix 1 – Staff Whose Direct Involvement Contributed to the Tillsonburg Services Review Appendix 2 – Staff Survey Appendix 3 – Senior Management Team Survey Appendix 4 - Introduction to Service Profiles Appendix 5 - Service Profiles Page 102 of 353 Appendix 1 Staff whose direct involvement contributed to the Tillsonburg Services Review Director of Recreation, Culture and Parks Parks and Facilities Manager Culture and Heritage Manager / Curator Recreation Programs & Services Manager Sales & Services coordinator RCP Financial Analyst Parks & Cemetery Operator II Parks & Cemetery Operator II Parks & Cemetery Operator I Cemetery Registrar Chief Operator Facilities Supervisor Aquatics Supervisor Recreation Program Supervisor Acting CAO Mayor Deputy Mayor Councillor Councillor Councillor Councillor Rick Cox Corey Hill Patricia Phelps Andrea Brown Margaret Puhr Annette Cattle Chris Gowman Dave Phillips Matt Johnson Allison Jakobi Carl Kristensen Karen Patenaude Julie Dawley Mark Salt Ron Shaw Council Members Stephen Molnar Dave Beres Penny Esseltine Deb Gilvesy Pete Luciani Christopher Parker Chris Rosehart Councillor Page 103 of 353 Q1 In your opinion, how well do Tillsonburg's Parks and Trails meet the needs of Tillsonburg's families? Answered: 29 Skipped: 0 0.00% 0 0.00% 0 27.59% 8 55.17% 16 13.79% 4 3.45% 1 29 3.86 #IF YOU WISH, LET US KNOW WHY THE LOW OR HIGH RATING:DATE 1 A family changeroom at the community centre would be good 12/7/2019 1:06 PM 2 I believe that our parks are beautiful and provide a natural setting for residents to explore. However, I would add that some of our playgrounds are outdated and the lack of paved pathways is concerning due to the fact gravel pathways can become pitted, are high maintenance and aren’t always wheelchair accessible 12/5/2019 12:10 PM 3 Could be better lighting with it getting dark out so fast. But the trails are awesome. I love the workout equipment along some of the trails. 12/4/2019 3:33 PM 4 Washrooms required on trails.11/29/2019 7:26 PM Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 1 / 10 Tillsonburg RCP Staff Survey Page 104 of 353 Q2 In your opinion, how well do Tillsonburg's outdoor sports fields meet the needs of Tillsonburg's outdoor sports teams? Answered: 29 Skipped: 0 0.00% 0 0.00% 0 17.24% 5 51.72% 15 24.14% 7 6.90% 2 29 4.07 #IF YOU WISH, LET US KNOW WHY THE LOW OR HIGH RATING:DATE 1 There’s always room for improvements. The ball diamonds are spread out over two locations. Would be nice to have a central area. The playing fields are nice but the areas outside the playing areas need attention ie trees, defined pathways, canteen exterior upgrades etc 12/5/2019 12:10 PM 2 never used 12/4/2019 5:24 PM 3 There are so many for such a small town 12/4/2019 4:01 PM 4 I only use the Out Door Pad. It is usually full of water even if it didnt rain.12/4/2019 3:33 PM Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 2 / 10 Tillsonburg RCP Staff Survey Page 105 of 353 Q3 In your opinion, how well do the recreational programs provided by RCP meet the needs of Tillsonburg's adults? Answered: 28 Skipped: 1 3.57% 1 7.14% 2 21.43% 6 39.29% 11 21.43% 6 7.14% 2 28 3.73 #IF YOU WISH, LET US KNOW WHY THE LOW OR HIGH RATING:DATE 1 Have a wide variety of classes offered, some areas that are high in demand could use more options for days/times 12/6/2019 6:24 PM 2 Not familiar 12/5/2019 12:10 PM 3 volleyball is the only 12/4/2019 5:24 PM 4 could have more adult pool programs at night 12/4/2019 1:04 PM 5 The recreational programs do not fit into the schedule of most working people.11/29/2019 7:31 PM 6 Need more evening and weekend programming 11/29/2019 7:24 PM Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 3 / 10 Tillsonburg RCP Staff Survey Page 106 of 353 Q4 In your opinion, how well do the recreational programs provided by RCP meet the needs of Tillsonburg's teens? Answered: 28 Skipped: 1 0.00% 0 28.57% 8 32.14% 9 25.00% 7 0.00% 0 14.29% 4 28 2.96 #IF YOU WISH, LET US KNOW WHY THE LOW OR HIGH RATING:DATE 1 We have a lot of options for kids under 12 and adults but not a ton for teens, I think a teen volleyball or basketball league could be fun 12/7/2019 1:06 PM 2 Not aware of all programs offered by different departments, but there is room for growth here 12/6/2019 6:24 PM 3 Not familiar 12/5/2019 12:10 PM 4 there really aren't any 12/4/2019 5:24 PM 5 We could offer more Teen programs depending on participation 12/4/2019 3:33 PM 6 There are not alot of choices for this age category 11/29/2019 7:24 PM Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 4 / 10 Tillsonburg RCP Staff Survey Page 107 of 353 Q5 In your opinion, how well do the recreational programs provided by RCP meet the needs of Tillsonburg's children aged 12 and under? Answered: 29 Skipped: 0 0.00% 0 0.00% 0 17.24% 5 37.93% 11 31.03% 9 13.79% 4 29 4.16 #IF YOU WISH, LET US KNOW WHY THE LOW OR HIGH RATING:DATE 1 Lots of different activities to take part in 12/6/2019 6:24 PM 2 Not familiar 12/5/2019 12:10 PM 3 We to offer sports, crafts, cooking and construction to try and suit different childrens needs. It just all depends on participation 12/4/2019 3:33 PM 4 There is alot of Aquatic Programs and few Youth Programs but there could be more opportunities for this age category outside of the pool 11/29/2019 7:24 PM Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 5 / 10 Tillsonburg RCP Staff Survey Page 108 of 353 Q6 In your opinion, how well do the Culture & Heritage services provided by RCP (Annandale historical monument self tours, exhibits, and events) meet the needs of townspeople? Answered: 28 Skipped: 1 0.00% 0 3.57% 1 10.71% 3 53.57% 15 17.86% 5 14.29% 4 28 4.00 #COMMENT HERE IF YOU WISH:DATE 1 Would like to see more historical plaques around town and maybe a tour of the towns history implemented if not already in place. I think more outdoors information plaque would be beneficial as well. 12/5/2019 12:10 PM 2 never been 12/4/2019 5:24 PM Very Poor Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POOR POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 6 / 10 Tillsonburg RCP Staff Survey Page 109 of 353 Q7 In your opinion, how well do the Culture & Heritage services provided by RCP (Annandale historical monument self tours, exhibits, and events) meet the needs of out of town visitors? Answered: 29 Skipped: 0 0.00% 0 3.45% 1 17.24% 5 41.38% 12 27.59% 8 10.34% 3 29 4.04 #COMMENT HERE IF YOU WISH:DATE 1 Although I am unaware if we have pamphlets distributed throughout southern Ontario at info kiosks, I do believe that when out of towners visit it hard to find all our historical sites. New signage? 12/5/2019 12:10 PM Very Poor Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POOR POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 7 / 10 Tillsonburg RCP Staff Survey Page 110 of 353 Q8 In your opinion, how well do the Culture & Heritage team's archiving services meet the needs of other Town departments? Answered: 28 Skipped: 1 0.00% 0 0.00% 0 10.71% 3 39.29% 11 17.86% 5 32.14% 9 28 4.11 #COMMENT HERE IF YOU WISH:DATE 1 Unfamiliar with this 12/5/2019 12:10 PM 2 Not sure what archiving services means 12/4/2019 8:43 PM Very Poor Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POOR POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 8 / 10 Tillsonburg RCP Staff Survey Page 111 of 353 Q9 In your opinion, how well does the Town's cemetery services meet the needs of families wanting to use the cemetery? Answered: 28 Skipped: 1 0.00% 0 0.00% 0 21.43% 6 57.14% 16 21.43% 6 28 4.00 #IF YOU WISH, LET US KNOW WHY THE LOW OR HIGH RATING:DATE 1 I think that the cemetery provides a great service to the community. Small adjustments such as a digital message board at front gates and a information booklet for customers would be a start. 12/5/2019 12:10 PM 2 Never been - haven't really heard anything 12/4/2019 5:24 PM Very Poorly Poorly Fairly Well Well Very Well S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL TOTAL WEIGHTED AVERAGE S 9 / 10 Tillsonburg RCP Staff Survey Page 112 of 353 Q10 We would like your suggestions about how RCP could do things better and/or provide better service. Please share your ideas with us, either here (briefly) or in an email to guus.saaltink@claricogroup.com. Or give us your number and we will call you. Thanks! Answered: 6 Skipped: 23 #RESPONSES DATE 1 Needs assessment that offers citizens of the town to suggest new programs, or provide list of services that are offered in surrounding areas the town would be able to introduce here 12/6/2019 6:24 PM 2 I will be sure to email.12/5/2019 12:10 PM 3 - offer programming directed to teens - release the recreation guide earlier -12/4/2019 5:24 PM 4 To serve the needs of a growing Tillsonburg the RCP needs to better deploy its manpower and resources. There is a need for more hours and resources to be given to specific area. An example would be to have individual town workers assigned solely to areas such as trails, ball fields, etc. This would allow for better and timely maintenance 11/29/2019 10:09 PM 5 RCP needs more effective staff roles. Certain team members are run off their feet and it shows in the department. Where this is most noticeable is in facilities where it negatively reflects on all staff when buildings aren't properly maintained. 11/29/2019 7:31 PM 6 Trails are awesome but could use washrooms & signage 11/29/2019 7:26 PM 10 / 10 Tillsonburg RCP Staff Survey Page 113 of 353 Q1 In your opinion, how well do Tillsonburg's Parks and Trails meet the needs of Tillsonburg's families? Answered: 4 Skipped: 1 0.00% 0 0.00% 0 50.00% 2 50.00% 2 0.00% 0 0.00% 0 4 3.50 Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 1 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 114 of 353 Q2 In your opinion, how well do Tillsonburg's outdoor sports fields meet the needs of Tillsonburg's outdoor sports teams? Answered: 5 Skipped: 0 0.00% 0 0.00% 0 20.00% 1 40.00% 2 20.00% 1 20.00% 1 5 4.00 #IF YOU WISH, LET US KNOW WHY THE LOW OR HIGH RATING:DATE 1 soccer fields 12/6/2019 6:59 PM Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 2 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 115 of 353 Q3 In your opinion, how well do the recreational programs provided by RCP meet the needs of Tillsonburg's adults? Answered: 5 Skipped: 0 0.00% 0 20.00% 1 80.00% 4 0.00% 0 0.00% 0 0.00% 0 5 2.80 Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 3 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 116 of 353 Q4 In your opinion, how well do the recreational programs provided by RCP meet the needs of Tillsonburg's teens? Answered: 5 Skipped: 0 0.00% 0 60.00% 3 40.00% 2 0.00% 0 0.00% 0 0.00% 0 5 2.40 Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 4 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 117 of 353 Q5 In your opinion, how well do the recreational programs provided by RCP meet the needs of Tillsonburg's children aged 12 and under? Answered: 5 Skipped: 0 0.00% 0 40.00% 2 40.00% 2 20.00% 1 0.00% 0 0.00% 0 5 2.80 Very Poorly Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 5 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 118 of 353 Q6 In your opinion, how well do the Culture & Heritage services provided by RCP (Annandale historical monument self tours, exhibits, and events) meet the needs of townspeople? Answered: 4 Skipped: 1 25.00% 1 0.00% 0 25.00% 1 25.00% 1 0.00% 0 25.00% 1 4 2.67 Very Poor Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POOR POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 6 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 119 of 353 Q7 In your opinion, how well do the Culture & Heritage services provided by RCP (Annandale historical monument self tours, exhibits, and events) meet the needs of out of town visitors? Answered: 5 Skipped: 0 0.00% 0 0.00% 0 40.00% 2 20.00% 1 20.00% 1 20.00% 1 5 3.75 Very Poor Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POOR POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 7 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 120 of 353 Q8 In your opinion, how well do the Culture & Heritage team's archiving services meet the needs of other Town departments? Answered: 5 Skipped: 0 20.00% 1 20.00% 1 40.00% 2 0.00% 0 0.00% 0 20.00% 1 5 2.25 Very Poor Poorly Fairly well Well Very Well N/A S 0%10%20%30%40%50%60%70%80%90%100% VERY POOR POORLY FAIRLY WELL WELL VERY WELL N/A TOTAL WEIGHTED AVERAGE S 8 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 121 of 353 Q9 In your opinion, how well does the Town's cemetery services meet the needs of families wanting to use the cemetery? Answered: 5 Skipped: 0 0.00% 0 40.00% 2 40.00% 2 20.00% 1 0.00% 0 5 2.80 Very Poorly Poorly Fairly Well Well Very Well S 0%10%20%30%40%50%60%70%80%90%100% VERY POORLY POORLY FAIRLY WELL WELL VERY WELL TOTAL WEIGHTED AVERAGE S 9 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 122 of 353 Q10 We would like your suggestions about how RCP could do things better and/or provide better service. Please share your ideas with us, either here (briefly) or in an email to guus.saaltink@claricogroup.com. Or give us your number and we will call you. Thanks! Answered: 2 Skipped: 3 #RESPONSES DATE 1 Better health club hours and later adult programming. It’s almost impossible to make it to any of the fitness classes when the work day does not end until 5pm. 12/9/2019 9:39 PM 2 more community engagement and focus groups with families, teens and seniors 12/6/2019 6:59 PM 10 / 10 Tillsonburg RCP Survey for Town Senior Leadership Team Page 123 of 353 Appendix 4a – How to Read Service Profiles A Service Profile provides the following information: Service Overview (top of page) provides a general overview of what is included in this service. 2019 Preliminary Financials (mid left of page) – shows operating revenues and expenses, by category – e.g. employee related operating expenses) in thousands of dollars and in terms of percentage of total operating cost. 2019 Staffing (lower left of page) – shows the number of Full Time Equivalents – essentially staff person years – used to provide the service during 2019, broken into Full Time, Part Time, and Seasonal. Service Value (middle of page) – states the reason that governments provide this service – the benefits received by residents. Net Levy/capita graph (lower mid page) – compares the levy amount (that is, the difference beween total operating cost and operating revenues other than the levy), per person, among comparator towns. Tillsonburg’s bar is green and median spending shown by a black bar. Sub Services Graph (Mid right of page) – shows the components – or ‘Sub Services’ that make up the overall service, and shows each of the sub services as a bubble that indicates three things: 1. Left-right/horizontal axis: Service Type - Classification of whether service is: • Required (necessary for town function or by law), • Traditional (provided by most municipalities), or • Discretionary (not commonly provided) 2. Up-down/vertical axis: Service Level – Rating of the level of service provided as: • Above Standard, • At Standard, or • Below Standard, 3. Bubble size: Levy amount. The area of the bubbles is proportionate to the net levy used for each sub service. Looking at the Parks Service Profile one can see six bubbles, with the largest bubble, in blue, showing that the largest levy is used for a traditional service delivered at standard: the combined sub services of: Maintain Parks, Maintain Park Flowerbeds, and Maintain Park Trees. Similarly, the second largest levy support goes to Maintain Grass Sports Fields, which is a traditional service judged to be provided to an Above Standard Level. Page 124 of 353 Appendix 4b – How to Read a Sub Service Profile Name and Description 2019 Operating Costs and Revenues $000 Service Level Notes Name of the program, followed by a brief description of what this sub service includes. Comments As needed, information about challenges involved in providing this service. Indicator Sources Most indicator values were provided directly by Tillsonburg staff. In other cases the sources are shown here. Employee Related Wages and benefits for staff including Parks & Recreation management but excluding corporate overheads. User Fees Funds that come in from fees and service charges. Rating of the level of service provided as Above Standard, At Standard, Or Below Standard, And the basis for this finding. Service Type - Classification of whether service is Required (necessary for town function or by law), Traditional (provided by most municipalities), or Discretionary (not commonly provided). Indicators Selected measures of level of service quality and quantity. Opportunities Areas where the Town has an opportunity to adjust service levels in order to manage costs; and areas where the consulting team believes beneficial changes to delivery approach can be made to improve value for money. Services Costs of contracted services Grants Provincial grants and other external funding. Materials Costs for supplies and purchased ‘materials’ including hydro and cell phone service. Other revenue Funds received from other sources. Other Costs Operational costs not included above Tax Levy Operating costs not covered by other revenue sources. Total Total Delivery Approach Brief overview of what work is done by what staff, types of software and equipment utilized, and tasks contracted out, done by non-profits, shared with other governments, etc. Revenue Model How prices are set for those services where fees are charged. Benchmarks Selected indicators and median for comparator municipalities. Page 125 of 353 Service Profile – Parks Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Revenue $000 % User fees 61.5 7% Grants 45.1 5% Other 4.6 0% Total Revenue 111.2 12% Operating Expenses Employee-related 315.5 34% Services 188.3 20% Materials 82.9 9% Other 339.7 37% Total Cost 926.4 100% Net Levy 815.2 88% Category FTE* Full Time 3.9 Part Time 0 Seasonal 0 *Full Time Equivalent (FTE) time worked.Source: Ontario's Financial Information Return system; 2018 operations Service Overview The Parks service includes development and upkeep of the Town’s parks, playgrounds, sports fields, park flowerbeds, and trails; and management of town- owned trees not in road allowances. 2019 Preliminary Financials 2019 Staffing Service Value This service has a measurable positive impact on quality of life including health, contributing to an attractive, vibrant, livable community for residents, businesses, and visitors including potential investors and potential new residents. Page 126 of 353 Sub Service Profile – Maintain Parks Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Operating Costs and Revenues $000 Service Level Notes Maintain Parks Maintain and operate parks and open space including grass maintenance, waste collection, washroom cleaning including repair and graffiti removal. Indicator Sources All indicator data provided directly by Tillsonburg except: *Ontario MPMP 2013 **June 2011 Strategic Master Plan *** Town web site Employee Related 144.7 User Fees 7.5 At standard 4.0 hectares per 1000 residents (median 4.9) Service Type - Traditional Indicators - 80 hectares of Town-owned open space* - 63.8 hectares of parkland** - 14 neighbourhood parks*** - 12 parks with playgrounds*** - Target: park within 800 metre walk from major residential area** - 60 garbage pails/blue boxes Opportunities Potential opportunities (see project report for details) include: Relocation of the staff home base – and winter storage facilities – from the cemetery to a more central location. This would bring many operational benefits. Reconsider trash bag tag program which may lead to some residential trash being misdirected to park trash bins. Also consider lighting, cameras and reconfigured waste bins to help address this issue. Consider removing blue bins until a separate waste stream is in place. Implementation of a 311 type issue reporting system would , over time, provide benefits for RCP, for those reporting issues, and overall to the Town. Services 94.3 Grants Materials 13.7 Other Revenue 3.0 Other Costs 57.5 Tax Levy 299.7 Total 310.2 Total 310.2 Delivery Approach RCP’s Parks & Facilities team provides and oversees this service. Maintenance and inspection of parks and playgrounds is done by RCP staff. Grass cutting is sub- contracted. During winter staff members are redeployed, for example to assist with maintenance work and cemetery operation. With Golf Course cooperation, during the sledding season staff sets up a toboggan hill and provides daily inspection and maintenance. Revenue Model Rates for renting the three bookable park facilities – Memorial Park Pavilion, Bert Newman Park, and Kinsmen Bandshell - are set to help recover wear and tear as well as the Town’s out of pocket costs. Other than this, parks are provided as a public service which is freely available to all citizens and visitors. Benchmarks Benchmarked in combination with park flowerbeds and park trees. Levy/capita $3.99 Median $4.88 Page 127 of 353 Sub Service Profile – Maintain Park Trees Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Maintain Park Trees Plant and maintain municipally-owned trees and shrubs excluding trees on roads, medians, and other transportation infrastructure. Employee Related 9.7 User Fees At standard Service Type - Required Indicators Level of service for tree maintenance is to respond based on the level of urgency and risk. Opportunities: Potential opportunities (see project report for details) include: As previously mentioned, implementation of a 311 type issue reporting system would , over time, provide benefits for RCP, for those reporting issues, and overall to the Town. Also beneficial over time – developing a database of park trees for use in monitoring condition and canopy coverage. Services 50.0 Grants Materials 3.0 Other Revenue Other 3.0 Tax Levy 65.7 Total 65.7 Total 65.7 Delivery Approach RCP’s Parks & Facilities team provides and oversees this service, using in-house and contracted resources. All cemetery and park field staff are certified to operate chainsaws. Crews of 2 or 3 are deployed with necessary equipment to cut and clear damaged trees and limbs. Subcontractors are used to deal with higher- volume requirements and specialized situations e.g. trees near buildings. Revenue Model Park trees are provided as a Town service. Approximately 14 memorial trees are sold by the cemetery administrator for $650 and planted by parks staff each year. Benchmarks Benchmarked in combination with park flowerbeds and park trees. Hectares per 1000 residents 4 Median 4.9 Levy/capita $3.99 Median $4.88 Page 128 of 353 Sub Service Profile – Maintain Park Flowerbeds Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Maintain Park Flowerbeds Plant and maintain park flowerbeds. Comments The beauty of flowers can exert highly positive emotional effects on residents, visitors, and potential investors, and can transform otherwise drab spaces, providing a return on investment for municipal spending. Employee Related 9.7 User Fees At standard Service Type - Traditional Indicators Flowers are planted at 9 locations plus at town signs. Opportunities: Potential opportunities (see project report for details) include: There are opportunities to reconsider the number and locations of park flowerbeds, to move some flowerbeds to lower maintenance perennials, to install automated watering systems, and to consider using contractors to deliver this service. Services Grants 28.0 Materials 44.5 Other Revenue Other 2.9 Tax Levy 29.1 Total 57.1 Total 57.1 Delivery Approach RCP’s Parks & Facilities team provides this “Beautification” service in the downtown area and in most parks with flowerbeds using full time staff. (Note: flowerbeds and flowerboxes at the TCC are tended by seasonal staff as part of their daily duties – the workload rounding down to zero tenths of an FTE.) Revenue Model The Business Improvement Association provides financial assistance, covering the cost of maintaining flowerbeds and planters in the downtown area. Benchmarks Benchmarked in combination with park flowerbeds and park trees. Hectares per 1000 residents 4 Median 4.9 Levy/capita $3.99 Median $4.88 Page 129 of 353 Sub Service Profile – Maintain Grass Sports Fields Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Sub-service Name and Description 2019 Costs and Revenues $000 Service Level Notes Maintain Grass Sports Fields Maintain and operate outdoor grass sports fields including baseball diamonds and soccer fields. Employee Related 45.8 User Fees 25.0 Above standard at 1.4 fields/1000 (Median .7) Service Type – Traditional Indicators 9.5 Hectares of sports fields, consisting of: - 9 baseball diamonds (3 lit) - 14 soccer fields Opportunities Potential opportunities (see project report for details) include: Consider moving forward with field lighting and drainage projects. Consider reducing frequency of grass maintenance. Look at options to reduce cost of service, such as utilization of seasonal staff or contractors. Review Town’s mix of outdoor sports facilities; consider increased focus on sports that are less maintenance-intensive. Services 34.9 Grants Materials 12.5 Other Revenue 1.6 Other 87.6 Tax Levy 154.3 Total 180.9 Total 180.9 Delivery Approach RCP’s Parks & Facilities team provides and oversees this service. Maintaining baseball diamonds is the seven day a week priority for two staff who shift over to the Works Department during winter. After spring care to the grounds, sod, fencing, and infields is complete, each baseball diamond is inspected and groomed every morning, with extra attention before and during tournaments. For soccer fields, once spring maintenance is complete, the Gyulveszi Park soccer fields are mowed weekly. The Tillsonburg Soccer Club does all the turf maintenance at the soccer park. Revenue Model For baseball, fees have been set in general at par with those in neighbouring municipalities, and to not discourage use. Seasonal League Fee $472.25 Youth Team Fee/Occasional Fee $81.20 Tournament Fee $557.10 For soccer, a local not- for-profit, volunteer run, soccer club, maintains and operates the fields and facilities. The club does its own fund raising, including renting their facilities and charging for registration and participation. Benchmarks Insufficient data to benchmark levy per capita. Page 130 of 353 Sub Service Profile – Maintain Outdoor Non-grass Sports Facilities Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Maintain Outdoor Non-Grass Sports Facilities Maintain and operate outdoor non-grass sports fields, including tennis and pickleball courts, basketball courts, skate parks, and pump tracks. Employee Related 2.5 User Fees At standard based on .31 facilities/1000, which is the median. Service Type – Traditional Indicators 523 square metres, made up of: - 3 tennis/pickleball courts - a skatepark - a paved pump track Opportunities Potential opportunities (see project report for details) include: Consider charging a fee to use the tennis/pickleball courts. Services Grants Materials Other Revenue Other Tax Levy 2.5 Total 2.5 Total 2.5 Delivery Approach RCP’s Parks & Facilities team provides and oversees this service. These facilities are adjacent to the Community Centre which simplifies identifying and responding to service needs. Revenue Model No fees are charged. Benchmarks Insufficient data to benchmark levy per capita. Page 131 of 353 Sub Service Profile – Maintain Trails Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Maintain Trails Maintain trails/trail segments the municipality is responsible for, including managing trees and brush, waste collection, and washroom cleaning including repair and graffiti removal. Comments Trails provide as- desired access to outdoor activities including hiking, off- road bicycling, birdwatching, dog walking, and cross- country skiing in winter. The length of trails available to Tillsonburg residents has been growing in response to local and regional enthusiasm for this resource. As trails age they come to require growing spending for brush clearing, pruning dangerous/obstructive trees, repairs of wash outs, upkeep of bridges, etc. Employee Related 5.6 User Fees Above standard at 1.5 Km per 1000 residents; median .8 Service Type - Traditional Indicators - 24 kilometers of trails are owned and maintained by the Town. - The Town manages and (50% cost shares) maintenance for a 22 Km additional stretch of the Trans Canada Trail. Opportunities Potential opportunities (see project report for details) include: Explore options for charging for parking at trail access points, or for trail access. Services 9.1 Grants Materials 7.2 Other Revenue 16.3 Other 85.6 Tax Levy 91.2 Total 107.5 Total 107.5 Delivery Approach RCP’s Parks & Facilities team provides and oversees this service, using in-house and contracted resources. Some segments of trails cross private property and are maintained by the owning golf club. Tillsonburg manages – and equally cost-shares with Oxford County – responsibility for maintaining a stretch of Trans Canada Trail which extends beyond the Town’s boundary. In general maintenance is done in response to user/user group maintenance-need reports. At present these can be phoned in to the Manager, Parks & Facilities, but not via 3-1-1 or the Town Website. Revenue Model Trails are provided as a service to residents and visitors. No fees are charged for parking at trail access areas or for trail use. Benchmarks Insufficient data to benchmark levy per capita. Page 132 of 353 Sub Service Profile – Support Community & Park-based Special Events Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Support Community & Park-based Special Events Screen applications; co-ordinate with other departments, other governments, and private organizations; negotiate with applicants; provide permits. Drop off and pick up trash bins, tables and chairs, etc. Comments Other municipalities have seen a transition away from community- groups providing turnkey management. As community groups have stepped away, the municipalities have taken on the coordination role. Employee Related 12.7 User Fees .7 At standard, based on 21 events held. Service Type - Traditional Indicators • 34 applications were reviewed in 2019 • 21 events were held • There were 29 days of activities Opportunities Potential opportunities (see project report for details) include: Relocation of parks equipment storage should reduce the cost and complexity of Special Event set up and put away. Services Grants 29.1 Materials 2.0 Other Revenue Other 103.1 Tax Levy 88.0 Total 117.8 Total 117.8 Delivery Approach Review of permit requests is done by RCP administration, negotiations with other organizations is done by senior management. Bookings are done by the Recreation team, general set up, clean up, and put away is done by the Parks and Cemeteries team, and all teams may be involved for the largest events such as Turtlefest. Revenue Model In general fees are set to cover the extra out of pocket costs that flow from the activity, mindful that the event is enjoyed by many residents and that fees higher than nearby communities can cause resentment and, if high enough, affect event viability. Benchmarks # of events held ranges from 2 in Alymer, to high of 53 in Cobourg. Insufficient data to benchmark levy per capita. Page 133 of 353 Sub Service Profile – Park-based Planning & Advising Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Sub-service Name and Description 2019 Costs and Revenues $000 Service Level & Source Notes Park-based Planning & Advising Advise on the potential impacts on development proposals on parks requirements, investments, and operation; and manage and contribute to the development of plans for/involving parks. Employee Related 44.4 User Fees At standard as a required service Service Type - Required Indicators - Initiated community outreach re homelessness in response to homeless sheltering in parks. - Worked on 7 policies, and updating 1 manual - Supported 2 advisory committees as well as Future Oxford and Community Oxford. Opportunities Potential opportunities (see project report for details) include: Take steps to update the 2011 Tillsonburg Community Parks -Recreation-Cultural Strategic Master Plan. Services Grants Materials Other Revenue Other Tax Levy 44.4 Total 44.4 Total 44.4 Delivery Approach This is time-sensitive and quality-sensitive service to council, to citizens and organizations wishing to develop, and to all citizens whose access to – and need to pay for - parks may be positively or negatively affected. The service is provided by senior RCP management. Revenue Model N/A. (The Town collects fees for planning and zoning applications, but revenues go to the Planning department, which lacks the expertise to assess impacts on – and potentially negotiate improvements – to parks, trails, as well as Recreational programs and facilities.) Benchmarks Insufficient data to benchmark levy per capita. Page 134 of 353 Sub Service Profile – Park Capital Improvement Project Management Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Park Capital Improvement Project Management Provide project management for capital improvement projects associated with Parks. Employee Related 40.3 User Fees At standard as a required service Service Type - Required Indicators - Managed 6 park capital improvement projects Opportunities Potential opportunities (see project report for details) include: Because the workload associated with project management has increased across RCP there is a need to review the associated resources. Services Grants Materials Other Revenue Other Tax Levy 40.3 Total 40.3 Total 40.3 Delivery Approach This is time-sensitive and quality-sensitive service to council, provided by senior RCP management. On a case-by-case basis contracts are issued for in-depth engineering, planning, and consulting services. Revenue Model When possible the Town avails itself of grants or other external funds to help pay for expenses associated with park capital improvement projects. Benchmarks Insufficient data to benchmark levy per capita. Page 135 of 353 Service Profile – Cemeteries Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Revenue $000 % User fees 133.6 43% Grants 0.0 0% Other 6.5 2% Total Revenue 140.1 45% Operating Expenses Employee-rel 163.9 52% Services 21.2 7% Materials 16.3 5% Other 112.0 36% Total Cost 313.4 100% Net Levy 173.3 55% Category FTE* Full Time 1.4 Part Time 0.5 Seasonal 0.3 *Full Time Equivalent (FTE) time worked. Source: Ontario's Financial Information Return system; 2018 operations Service Overview Contracted and employee-provided cemetery services include family consultation, sale of lots, sale and provision of columbaria niches and monument foundations, interments, grounds maintenance, and mandatory recordkeeping. 2019 Staffing 2019 Preliminary Financials Service Value Ontario municipalities are required by law to maintain cemeteries within their boundaries which are not being maintained by others. $7.53 $7.48 $6.87 $5.86 $5.78 $5.71 $2.40 $1.05 $0.86 Tillsonburg Port Hope Ingersoll Lincoln Median Norfolk C Aylmer St. Clair Tsp Bracebridge Cemetery Net Levy/capita - 1 2 3 4 0 1 2 3Service LevelService Type: 1 Mandatory, 2 Traditional, 3 Discretionary Cemetery Sub Services Administration Operation Project Management Page 136 of 353 Sub Service Profile – Cemetery Administration Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Operating Costs and Revenues $000 Service Level Notes Cemetery Administration Sell lots, niches and memorials; provide customer service for individuals, families, and funeral homes; register sales and use, this to be in compliance with Provincial laws. Employee Related 33.7 User Fees 32.3 Above standard based on office hours. Service Type – Required Indicators - The reception centre is open Monday-Friday from 9 to 1, excepting holidays. - “Calls returned within 24 hours” is the service level target for phone messages received. - There are approximately 140 internments per year. Opportunities Potential opportunities (see project report for details) include: There are opportunities to divert enquiries by providing more information on the web site, including current pricing. There is an opportunity to review pricing and the amounts paid by non-residents. Services 8.5 Grants Materials Other Revenue 6.5 Other Costs 24.4 Tax Levy 27.9 Total 66.6 Total 66.6 Delivery Approach RCP’s Parks & Facilities’ permanent part-time Cemetery Registrar provides this service from an onsite Visitor Centre. Back up is provided by the cemetery operator. According to the web site “Cemetery staff can search cemetery records and assist you in finding grave locations.” While the Town web site provides general information, office hours, and a phone number, it does not support the initiation of transactions. The web site does not even show prices (apparently due to inability to update pricing in a timely way after the annual prices changes). Special-purpose Stone Orchard software is utilized to track lot and niche ownership and use. Revenue Model Lot and columbarium prices have been set at levels intended to cover current and future costs, as regulated by provincial legislation and Ontario Regulation 30/11. Management periodically compares their prices with that of other cemeteries nearby and further afield. Benchmarks Insufficient data to benchmark levy per capita at the sub service level. Page 137 of 353 Sub Service Profile – Operate Cemetery Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Sub-service Name and Description 2019 Costs and Revenues $000 Service Level Notes Operate Cemetery Maintain the properties, support internments. Responsible for cemetery-owned flowerbeds, benches, and trees. Comments Cemetery operation and the condition of individual grave sites is a matter of great interest and concern for the public, so changes to quality of care require careful public consultation. Employee Related 109.0 User Fees 101.3 At standard as a required service Service Type – Essential Indicators - 8.9 Hectares of active cemetery - 0.4 hectares of non active cemetery - approximately 140 internments per year - Summer grass cutting cycle is 2 weeks. Opportunities Potential opportunities (see project report for details) include: As per notes regarding Cemetery Administration, there is an opportunity to review pricing and the amounts paid by non- residents. There is also an opportunity to consider utilizing contractors to do a larger proportion of the digging. Services 12.7 Grants Materials 16.3 Other Revenue Other 71.3 Tax Levy 107.9 Total 209.3 Total 209.3 Delivery Approach Services provided in-house by RCP’s Parks & Facilities team: grass, leaf, snow management, grave digging except when ground is frozen beyond the capability of their equipment, and plot preparation/restoration. They also tend cemetery flowerbeds, and undertake some equipment maintenance. Funeral home operators provide internments. Hard winter digging is done by subcontractor. Revenue Model Lot and columbarium prices are set at levels intended to cover current and future costs, as regulated by provincial legislation and Ontario Regulation 30/11. Management periodically compares their prices with that of other cemeteries nearby and further afield. Prices charged to funeral homes for weekend operation are set on a cost-recovery basis. Benchmarks Insufficient data to benchmark levy per capita at the sub service level. Page 138 of 353 Sub Service Profile – Cemetery Capital Improvement Project Management Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Cemetery Capital Improvement Project Management Provide project management for capital improvement projects associated with cemeteries. Employee Related 21.2 User Fees At standard as a required service Service Type – Required Indicators 2019 projects managed included a facilities condition assessment, and acquisition of a new columbarium. Opportunities Potential opportunities (see project report for details) include: Because the workload associated with project management has increased across RCP there is a need to review the associated resources. Services Grants Materials Other Revenue Other 7.1 Tax Levy 28.3 Total 28.3 Total 28.3 Delivery Approach Senior members of RCP’s Parks & Facilities team provide and oversees this service for the CAO and Council. Revenue Model n/a Benchmarks Insufficient data to benchmark levy per capita at the sub service level. Page 139 of 353 Service Profile – Recreation Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Page 140 of 353 Sub Service Profile – Provide Recreation Programs Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Operating Costs and Revenues $000 Service Level Notes Provide Recreation Programs excluding aquatics Plan, publicize, and oversee delivery of recreation programs including day camps but excluding aquatics. Employee Related 266.5 User Fees 185.3 At Standard Service Type – Traditional Indicators 81 Titles were provided, including: • youth - 32 • Dance/gymnastics - 31 • bus trips - 7 • Certificate programs - 7 • Adult programs - 4 163.5 course hours were provided. 968 participants took part. 230 hours of drop in activities were provided (4 programs), with participation by 3481. 2453 children and youth participated in March Break, PA day, and Summer Camps. Opportunities Potential opportunities (see project report for details) include: Considering different fee levels for residents and non- residents, reflecting that residents also provide financial support through the local levy. Moving to all-electronic course catalogues. Services Grants Materials 58.5 Other Revenue 20.0 Other Costs 133.5 Tax Levy 253.2 Total 458.5 Total 458.5 Delivery Approach RCP’s Recreation Programs team provides this service using a core of FT and long-term PT staff to manage and oversee programs, and as-needed PT staff to deliver many rec programs. Summer students are used for summer camp. Activities offered are reviewed every season as new offerings are considered and offerings attracting fewer participants are scaled back. Soccer and karate are provided by arms-length organizations. Revenue Model For adult programs, activity prices are set at levels intended to generally cover variable costs and provide similar price levels as nearby municipalities. Youth programs are priced to contribute to but not necessarily cover program costs. Individuals and families can request financial assistance; town staff participate in fund-raising initiatives that cover the cost of the assistance provided. Use of staff’s paid and personal time for this purpose needs to be periodically reviewed to ensure net value is positive. Benchmarks Per capita spending on recreational programs was above the median for comparator municipalities, reflecting the Town’s role as a regional service provider Page 141 of 353 Sub Service Profile – Registration and Facilities Booking Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Sub-service Name and Description 2019 Costs and Revenues $000 Service Level Notes Registration and Facilities Booking Provide registration service, and facilities booking service. Comments Employee Related 114.7 User Fees At standard Service Type – Traditional Indicators - 4358 in-person registrations - 1282 online registrations - 725 room rentals - 63 pool rentals - 130 rink hours booked Opportunities Potential opportunities (see project report for details) include: Consider charging a small convenience fee for online booking – and giving online bookers a head start. Services Grants Materials Other Revenue Other 14.5 Tax Levy 129.2 Total 129.2 Total 129.2 Delivery Approach RCP’s Recreation Programs team offers on-line, telephone, and in-person registration and facilities booking. The on-line registration system is a made-for- purpose system, but is incurring some functionality issues such as problems with automated links to the financial system, and absence of insightful reports. Revenue Model For analytical purposes funds coming in are attributed to the activities and facilities being paid for. However, when fee levels are established for recreation activities and for facility use it will be important to include a cost for the booking/registration activity. Benchmarks No specific comparators were available for this service. Page 142 of 353 Sub Service Profile – Indoor Pool Physical Operation Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Indoor Pool Physical Operation Manage water cleaning, heating, and circulatory equipment. Employee Related 57.5 User Fees 100.3 At standard Service Type – Traditional Indicators One 25 metre pool provides 6 lanes of lane swimming. Open 92.25 hours per week Sept to Father’s Day, with reduced hours while the Lake Lisgar Waterpark is open. Opportunities Potential opportunities (see project report for details) include: Explore more modern pool water-processing systems. Services 64.0 Grants Materials 13.1 Other Revenue Other 100.0 Tax Levy 134.3 Total 234.6 Total 234.6 Delivery Approach RCP’s Operations team is responsible for the physical plant at Tillsonburg Community Centre, which houses the indoor pool, the arena with 2 ½ ice pads, a Health Club, and a Seniors Centre. The pool circulation, heating, and cleaning systems are physically inspected by a qualified operator every other hour while the pool is operating. Revenue Model N/A. For analytical purposes these services are treated as a fixed cost. Arena- related revenues are credited to the Indoor Aquatics sub service. When fees are set it is important to include the cost of operating the physical plant along with the other aquatics costs to understand expected average cost per swimmer and swim student. Benchmarks .71 Sq M of indoor rec facilities including pools and arenas /capita (Median is .58) Page 143 of 353 Sub Service Profile – Indoor Aquatics Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Indoor Aquatics Provide lifeguarding, swim and Aquafit training, and security desk operation for indoor pool. Employee Related 417.4 At standard 188.2 At Standard Service Type – Traditional Indicators - 74.75 hours of weekly aquatics programming is provided Sept to Father’s Day, with reduced hours while the Lake Lisgar Waterpark is open during June toAugust. - 44.5 hours of swimming instruction is provided weekly Sept to Father’s Day, with reduced hours while the Lake Lisgar Waterpark is open. - 3677 swim students were registered - 803 Aquafit sessions were held, with 10,349 participants Opportunities Potential opportunities (see project report for details) include: Considering different fee levels for residents and non- residents, reflecting that residents also provide financial support through the local levy. Services Grants Materials 20.0 Other Revenue Other 3.0 Tax Levy 252.2 Total 440.4 Total 440.4 Delivery Approach RCP’s Recreation Programs team provides this service, mainly using PT and summer staff for instruction and life- guarding. Revenue Model For adult programs, activity prices are set at levels intended to generally cover variable costs and provide similar price levels as nearby municipalities. Youth programs are priced to contribute to but not necessarily cover program costs. Individuals and families can request financial assistance; town staff participate in fund- raising initiatives that cover the cost of the assistance provided. Use of staff’s paid and personal time for this purpose needs to be periodically reviewed to ensure net value is positive. Benchmarks .71 Sq M of indoor rec facilities including pools and arenas /capita (Median is .58) Page 144 of 353 Sub Service Profile – Outdoor Aquatics/Lake Lisgar Waterpark Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Outdoor Aquatics Operate outdoor pools, including lifeguarding. Employee Related 221.3 User Fees 70.0 Above standard Service Type – Discretionary Indicators - 553 hours of service were provided - 15,511 visitors paid admission - Trip Advisor ratings averaged to 4 out of 5, based on 39 reviews (accessed Feb 9 2020) Opportunities Potential opportunities (see project report for details) include: Explore a range of options to attract visitors and generate additional revenue, in order to improve financial viability. Review the current format on an annual basis. Develop longer term plans that feature a range of uses for the site. Services 1.0 Grants Materials 13.0 Other Revenue Other 33.1 Tax Levy 198.4 Total 268.4 Total 268.4 Delivery Approach RCP’s Recreation Programs team looks after admissions, lifeguarding, and daily operation of the attraction. RCP’s Operations team assists with preparing Lake Lisgar for its annual opening on Father’s Day, and for the seasonal put away after Labour Day. The Facilities team is responsible for cleaning. While Lake Lisgar is open, hours at the indoor pool at Tillsonburg’s Community Centre are scaled back to allow Recreation team staff to focus on the outdoor centre. Summer Students and Part Time staff are used to operate and supervise the waterpark. Revenue Model Admission prices are set at historical levels, adjusted over time to reflect inflation. When the stairway to the waterslide was determined to be unsafe and the slide was taken out of service, prices were lowered to reflect the reduced functionality. Cost per visitor in 2019 was over $17.00, with the user paying roughly 25% of this amount. Benchmarks Service level is rated above standard as most municipalities do not provide waterparks. Page 145 of 353 Sub Service Profile – Arena Physical Plant Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Arena Physical Plant Manage icemaking plant; mark ice; maintain ice surface. Employee Related 431.4 User Fees 412.2 Above standard Service Type – Traditional Indicators - Two pads provide 130 hours per week - 238 hours of public skating during 2019; 2126 skaters - Mini practice pad also provided Opportunities Potential opportunities (see project report for details) include: Consider central storage location for the back up Ice Surfacer. Services 27.5 Grants Materials 15.5 Other Revenue 10.0 Other 262.9 Tax Levy 315.0 Total 737.3 Total 737.3 Delivery Approach RCP’s Operations team is responsible for the physical plant at Tillsonburg Community Centre, which houses the indoor pool, the arena with 2 ½ ice pads, a Health Club, and a Seniors Centre. As required by Ontario’s regulators, when the ice plant is operating at full capacity it is checked at opening and every two hours by qualified operators. Overnight the plant usually can be operated using just 2 of the 3 refrigeration units, eliminating the need for onsite staff. Revenue Model N/A. For analytical purposes these services are treated as a fixed cost. Arena- related revenues are credited to the Arena customer service sub service. However physical plant operating costs do need to be considered when setting fees. Benchmarks .13 ice pads/1000 population (median .09) Page 146 of 353 Sub Service Profile – Arena Customer Service Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Arena Customer Service Staffed arena customer service desk, providing customer information. Employee Related 183.8 User Fees 102.8 Above standard Service Type – Required Indicators - 238 hours of public skating during 2019; 2126 skaters - Spectators estimated at 226,000 Opportunities Potential opportunities (see project report for details) include: Continue to upgrade security camera and alarm systems. Services Grants Materials Other Revenue Other Tax Levy 81.0 Total 183.8 Total 183.8 Delivery Approach RCP’s Recreation Programs team provides this service using a core of FT and long-term PT staff to manage and oversee, and as-needed PT staff for supervising the Tillsonburg Community Centre including Arena customer service desk. Revenue Model User and spectator admission prices and arena booking fees are set at levels intended to generally cover operating costs and to be comparable with prices in nearby municipalities. Benchmarks .13 ice pads/1000 population (median .09) Page 147 of 353 Sub Service Profile – Operate Fitness Centre Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Operate Fitness Centre Manage admissions and provide customer service. Employee Related 238.3 User Fees 201.9 Above standard Service Type – Traditional Indicators - The Health Club is open 92.5 hours a week for 51 weeks a year, i.e. 4496 hours. - Usage was by a pass or on a membership basis. - The club was used 18,636 times. Opportunities Potential opportunities (see project report for details) include: Explore potential for remotely monitoring the entry desk. Explore collaborating with a private operator to reduce the required levy. Services Grants Materials 17.5 Other Revenue Other 45.4 Tax Levy 99.3 Total 301.2 Total 301.2 Delivery Approach RCP’s Recreation Programs team provides this service using a core of FT and long-term PT staff to manage and oversee, and as-needed PT staff for providing access to and oversight of the Health Club facility at the Tillsonburg Community Centre. Revenue Model Fitness club fees are set at levels intended to generally cover operating costs and to be comparable with prices in nearby municipalities. Some discounts are offered e.g. for a family with two adults buying an annual family pass any students or youth would essentially be free. Cost per use in 2019 was about $16.00, with the user paying roughly 2/3 of this amount. Benchmarks Several of the comparator communities do not operate fitness centres. Page 148 of 353 Sub Service Profile – Provide Community Centre Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Provide Community Centre Provide safe, supervised access to a community centre. Employee Related 97.8 User Fees 80.7 Judged to be at standard Service Type – Traditional Indicators - The Tillsonburg Community Centre is open 70 hours/week. - It offers 6 rentable spaces, one with kitchen. Opportunities Potential opportunities (see project report for details) include: Consider renovating the Hardy St. Steps and installing a ramp. Services 136.9 Grants Materials 5.0 Other Revenue Other 697.5 Tax Levy 856.5 Total 937.2 Total 937.2 Delivery Approach The Recreation team uses a core of FT and long-term PT staff to manage and oversee, and as-needed PT staff for providing access to and oversight of the Tillsonburg Community Centre, which houses 6 rentable spaces. The Facilities team is responsible for building cleaning and maintenance. Revenue Model Community centre booking fees are set at levels intended to generally cover operating costs and to be comparable with prices in nearby municipalities. Benchmarks Page 149 of 353 Sub Service Profile – Provide Seniors Centre Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Provide Seniors Centre Provide a seniors’ centre. Comment 1. Age for access to seniors’ facilities varies by municipality, ranging from 45 in Bracebridge to 55, with 50 and 55 the usual cut-off. 2. Annual membership fees range from $10 in Lincoln to $145 in Woodstock. Employee Related 42.3 Above standard Above standard Service Type – Traditional Indicators - Tillsonburg has an active, member-run Senior Centre. - The centre offers more than 30 programs, plus game and hobby facilities. - It is open Monday-Friday from 8:30 to 4PM with some evening programs. - Membership fee is $40 per year; membership is open to those aged 50 and above. Opportunities Potential opportunities (see project report for details) include: As this is an important service and town population is growing, review services provided in the next planning cycle. Services 72.0 Grants 42.7 Materials 2.0 Other Revenue Other 81.0 Tax Levy 154.6 Total 197.3 Total 197.3 Delivery Approach The Facilities team is responsible for building cleaning and maintenance. Both Facilities and Operations support use of booked areas by setting up/putting away chairs and tables. Revenue Model The Seniors’ Centre receives sole access to the facility, plus services including maintenance, repairs, cleaning, and set up/put away service, at no cost. Benchmarks Several of the comparator communities do not provide seniors centres. Page 150 of 353 Sub Service Profile – Recreation Planning & Advising Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Recreation Planning & Advising Advise on the potential impacts on development proposals on recreational requirements, investments, and operation; and manage and contribute to the development of plans for/involving recreation. Employee Related 68.2 User Fees At standard as a required service Service Type – Required Indicators One plan was developed/reviewed during the year. Opportunities Potential opportunities (see project report for details) include: Take steps to update the 2011 Master Plan, given its age. Services Grants Materials Other Revenue Other Tax Levy 68.2 Total 68.2 Total 68.2 Delivery Approach Recreation planning and advising is provided by senior staff including the Recreation Programs and Services Manager and the Director of Recreation, Culture & Parks. On a case-by-case basis contracts may from time to time be issued for planning and advising services. Revenue Model When possible the Town avails itself of grants or other external funds to help pay for expenses associated with recreation planning and advising. Beyond this there is no revenue source other than the Tax Levy. Benchmarks Project value/1000 residents Page 151 of 353 Sub Service Profile – Recreation Capital Improvement Project Management Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Recreation Capital Improvement Project Management Advise on the potential impacts on development proposals on recreational requirements, investments, and operation; and manage and contribute to the development of plans for/involving recreation. Employee Related 84.2 User Fees At standard as a required service Service Type – Required Indicators 9 projects were started, underway, or completed during 2019. Opportunities Potential opportunities (see project report for details) include: Because the workload associated with project management has increased across RCP there is a need to review the associated resources. Services Grants Materials Other Revenue Other Tax Levy 84.2 Total 84.2 Total 84.2 Delivery Approach Recreation capital improvement project management is provided by senior staff including the Recreation Programs and Services Manager and the Director of Recreation, Culture & Parks. Revenue Model When possible the Town avails itself of grants or other external funds to help pay for expenses associated with recreation capital improvement projects, and this could in principle extend to part of the costs of project management. Benchmarks Page 152 of 353 Service Profile – Museum, Heritage, and Tourist Information Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Revenue $000 % User fees 67.5 15% Grants 21.4 5% Other 24.5 5% Total Revenue 113.4 25% Operating Expenses Employee-related 315.8 68% Services 55.0 12% Materials 13.5 3% Other 78.0 17% Total Cost 462.3 100% Net Levy 348.9 75% Category FTE* Full Time 3.3 Part Time 0.1 Seasonal 0.6 *Full Time Equivalent (FTE) time worked. Source: Ontario's Financial Information Return system; 2018 operations 2019 Staffing 2019 Preliminary Financials Supports the local economy by attracting tourists and new residents. Is a cultural resource and gathering place for local residents. Provides exhibition space and a sales outlet for local artisans, supporting fundraising for community groups. Provides valuable learning experiences for school classes. Service Value Service Overview This service involves managing and providing access to the nationally-recognized Annandale Historical Site; collecting, preserving, researching, exhibiting and interpreting information and artifacts depicting the history of Tillsonburg; and informing visitors and residents about other local activities and attractions. $36.48 $25.98 $23.34 $21.54 $20.12 $17.13 $16.07 $15.00 $12.10 $11.19 $9.37 $7.36 $5.56 Woodstock Cobourg St. Clair Tillsonburg Norfolk County Ingersoll Median Wilmot Belleville Lincoln Port Hope Aylmer Bracebridge Museum & Culture Net levy/capita - 1 2 3 4 0 1 2 3Service LevelService Type: 1 Required, 2 Traditional, 3 Discretionary Museum Sub Services Operation Tourist Information Preservation Heritage Plan/Advise Page 153 of 353 Sub Service Profile – Operate Museum Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Operating Costs and Revenues $000 Service Level Notes Operate Museum Provide regularly scheduled and appointment- based access to a museum. This includes providing special events hosted at the museum. Comment Tillsonburg has a rich social, cultural, and business history which helps to build its brand with residents, visitors, and investors. The Tillsonburg and District Historical Society supports the work of Annandale House with guidance, volunteering, participation, and fundraising events. Employee Related 180 User Fees 15 Rated At Standard, as no valid service-level comparison was identified. Service Type – Traditional Indicators The Annandale National Historic Site museum is open 38 hours/week, year round. The museum was open to the public on 319 days during 2019. 43 Special events designed to inform and involve participants were developed and offered to the public. Visit statistics include: • 2935 paid visits • 6734 free/by donation visits Opportunities Potential opportunities (see project report for details) include: Continue to seek effective outreach opportunities, and to expand the use of web-based tools. Services 15 Grants 20 Materials 12 Other Revenue 24 Other Costs 65 Tax Levy 213 Total 272 Total 272 Delivery Approach Given the specialized knowledge and abilities required, the Culture & Heritage team consists of three FT and one long-term PT staff. Two summer students are brought on to help with the summer busy season. Museum operation provides the prime focus of a Culture and Heritage Programs Coordinator, a long-term PT staff person, and one of the team’s two summer students. Most visits begin with introductory information, continue with a self-guided tour of the House, and end with an opportunity to ask staff questions. Team staff maintain an active and up-to date Annandale Facebook page and twitter account, and publish periodic printed and email newsletters to maintain contact with interested members of the public. Volunteers participate in preparing for and holding special events and exhibits. Revenue Model Admission and event prices are set at levels intended to contribute towards operating costs and to yet to be affordable by local and tourist visitors. Members of the non-profit Tillsonburg and District Historical Society gain unlimited free admission to Annandale [House] National Historic Site, and provide a significant annual donation that helps further the museum’s work. Benchmarks There is insufficient data to benchmark levy per capita related only to operate museum. Net levy per capita for museum, culture and heritage was $21.54, 34% above the median for comparator towns. Page 154 of 353 Sub Service Profile – Heritage Preservation Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Sub-service Name and Description 2019 Costs and Revenues $000 Service Level Notes Heritage Preservation Solicit, screen, collect, document, preserve, store, publicize, share, and de-access heritage objects and information. Employee Related 83 User Fees 53 Rated At Standard, as no valid service-level comparison was identified. Service Type – Traditional Indicators - 547 objects were offered for donation during 2019. - 50 heritage enquiries were addressed. - 247 were added to the collection. - At year end the collection size was 22,000 objects. Opportunities Potential opportunities (see project report for details) include: Continue efforts to bring more of the collection – and more knowledge of local history – to a broader section of the community. Services Grants 1 Materials 15 Other Revenue Other 1 Tax Levy 32 Total 86 Total 86 Delivery Approach Given the specialized knowledge and abilities required, the Culture & Heritage team consists of three FT and one long-term PT staff. Two summer students are brought on to help with the summer busy season. Heritage preservation is the primary focus of the team’s Collections and Exhibitions Specialist. Volunteers participate in logging items from the collection into the special purpose collection management system. Revenue Model No fees or grants are received for providing this service. Members of the non- profit Tillsonburg and District Historical Society gain unlimited free admission to Annandale [House] National Historic Site, and provide a significant annual donation that helps further the museum’s work. Benchmarks Insufficient data to benchmark levy per capita related only to heritage preservation. Page 155 of 353 Sub Service Profile – Heritage Planning and Advising Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Heritage Planning and Advising Advise on the potential impacts on development proposals on heritage. Manage and contribute to the development of plans for/involving heritage. Employee Related 37 User Fees At standard as a required service Service Type – Essential Indicators This task formed a relatively small part of the workload of the Culture & Heritage Manager/Curator during 2019. Opportunities Potential opportunities (see project report for details) include: It would be beneficial for development of a Museum and Heritage Plan proceed, to provide a renewed or reconfirmed mandate for the important work being done. Services Grants Materials Other Revenue Other Tax Levy 37 Total 37 Total 37 Delivery Approach Given the specialized knowledge and abilities required, the Culture & Heritage team consists of three FT and one long-term PT staff, plus 2 summer students. Limited attention was given to heritage planning and advising during 2019, but there is a desire to begin work on a Museum and Heritage Plan during 2020. Revenue Model No fees or grants are received for providing this service. Benchmarks Insufficient data to benchmark levy per capita related only to heritage planning and advising. Page 156 of 353 Sub Service Profile – Operate Tourist Information Centre Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Costs and Revenues $000 Service Level Notes Operate Tourist Information Centre Operate a designated Tourist Information Centre, including providing well-curated racks of information for local, regional, and provincial attractions. Provide advice and materials on request to residents and non- residents. Comments Tillsonburg has two tourist information centres, one at the Station Arts Centre provided in return for use of the facility, and one operated by RCP. This means that two sets of information displays need to be managed, organized, and replenished – and that two groups need to be able to provide advice. Employee Related 16 User Fees Rated At Standard, as no valid service-level comparison was identified Service Type – Traditional Indicators - 1232 visitors (plus a number who purchased Museum admission) were advised in person - 55 phone enquiries were responded to by phone during 2019. - 208 tourist information packages were mailed or emailed in response to phone, mail, email, and webmail requests. Opportunities Potential opportunities (see project report for details) include: Use online and electronic methods to reduce the workload and costs associated with this sub service. Services Grants Materials Other Revenue Other 3 Tax Levy 19 Total 19 Total 19 Delivery Approach The RCP-operated Tourist Information Centre is located in the vestibule of Annandale House and operated by the Culture & Heritage team as a ‘side of the desk’ item. During summer months one of the two summer students take the lead in answering enquiries, which include mail, email, phone, and walk- in sources. This student also looks after tidying and restocking the display of flyers, brochures, and maps in the vestibule. Revenue Model No fees or grants are received for providing this service. Benchmarks Insufficient data to benchmark levy per capita. Page 157 of 353 Service Profile – Other Responsibilities Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Revenue $000 % User fees 0 0% Grants 0 0% Other 100 35% Total Revenue 100 35% Operating Expenses Employee-related 241.6 84% Services 0 0% Materials 2.5 1% Other 45.2 16% Total Cost 289.3 100% Net Levy 189.3 65% Category FTE* Full Time 2.5 Part Time 0 Seasonal 0 *Full Time Equivalent (FTE) time worked. 2019 Staffing Service Overview Provide property management services for non-recreation municipal facilities including planning for, overseeing and delivering capital improvements, janitorial (contract & staff delivered) service, routine building & grounds maintenance, and waste/recycling. Also planning for, overseeing, delivering, and reporting on energy conservation projects Service Value2019 Preliminary Financials These essential services enable in-person access to Town services by the public, facilitates the work done by Town staff, and complies with Provincial requirements to monitor, report on, and reduce energy consumption. - 1 2 3 0 1 2 3Service LevelService Type: 1 Mandatory, 2 Traditional, 3 Discretionary Energy Facilities Sub Services Non-recreation Municipal Facilities Energy Projects Page 158 of 353 Sub Service Profile – Manage Energy Projects Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Name and Description 2019 Operating Costs and Revenues $000 Service Level Notes Manage Energy Projects Provide project management for energy improvement projects. Comment The province requires that all municipalities undertake and report on this work. Employee Related 29 User Fees At standard Service Type – Essential Indicators - Eight energy projects were initiated or completed during 2010 Opportunities Potential opportunities (see project report for details) include: Recognize the workload that these worthwhile initiatives place upon RCP Services Grants Materials Other Revenue Other Costs Tax Levy 29 Total 29 Total 29 Delivery Approach RCP management provides project management for municipal energy- conservation projects all municipally-owned facilities. Responsibilities include overseeing project identification and validation, design, initiating and coordinating procurement/ contracting, oversight of implementation, and reporting on results. The Facilities team facilitates contractor access and sometimes implements energy-improvement projects using own staff. Revenue Model In general energy projects are expected to pay for themselves over time. Note however that savings go to the departments using the facilities; none are typically directed back to RCP to cover the ‘hidden costs’ of managing design and implementation. Benchmarks At standard as default, since no valid comparators were identified. Page 159 of 353 Sub Service Profile – Maintain Municipal Non-recreation Facilities Note: Financial and service level information for 2019 was provided to Clarico by Tillsonburg. Sub-service Name and Description 2019 Costs and Revenues $000 Service Level Notes Maintain Municipal Non- Recreation Facilities Maintain municipal non-recreational facilities, including cleaning and repairs and maintenance Employee Related 241 User Fees 100 At standard Service Type – Essential Indicators - 10 facilities are maintained - Area of these facilities is 8812 Sq Metres (94,850 sq ft) Opportunities Potential opportunities (see project report for details) include: Currently the Town has contracts with three cleaning firms. Combining them into one or possibly two contracts would simplify tasks associated with bidding, awarding, and overseeing service delivery. Services Grants Materials Other Revenue Other 48 Tax Levy 160 Total 260 Total 260 Delivery Approach The Facilities team is responsible for cleaning and maintenance of municipally-owned non- recreation facilities, including the Tillsonburg Airport. Much of the hands-on cleaning and maintenance work is done by contractors. . Revenue Model RCP collects a negotiated rental fee for the Elliott Fairbarn Centre. The service provided for other municipal facilities is part of the RCP annual budget allocation process. Benchmarks At standard as default, since no valid comparators were identified. Page 160 of 353 Recreation, Culture & Parks Departmental Service Review –Council Presentation FOR PRESENTATION APRIL 27, 2020 1 Page 161 of 353 Purpose To give overview of: ◦Study objectives ◦Study approach ◦Service profiles ◦General findings ◦Recommendations ◦Report To answer questions 2 Page 162 of 353 The Clarico Group Inc. The Clarico Group Inc is a boutique, Toronto based management consulting firm specializing in Enterprise Business Analysis, Lean Six Sigma, Project and Program Management. CLARICO have extensive experience in the Public Sector at Federal, Provincial, and Municipal levels.All team members have over 20 plus years of direct operational experience and consulting. Consulting Team Members ◦Guus Saaltink, MBA Senior Consultant and Project Manager. ◦Ron Barr Business Admin., CIM, P. Mgr., Certified Industrial Management Consultant, PM. Senior Consultant. ◦David Bajurny, Managing Partner PMP, LSS 3 Page 163 of 353 Project Background In late 2019 the Town of Tillsonburg issued a Request for Proposal for a Service Review of the Recreation, Culture, and Parks department to: ◦“review RCP’s operations and service standards, ◦benchmark the services against comparator municipalities, ◦identify…mismatches between the expected service levels and the resources deployed, ◦identify opportunities to improve processes and/or service delivery models in order to best meet the needs of our changing community.” The Clarico Group’s proposal was accepted, and work began with a launch meeting on Oct 31st. 4 Page 164 of 353 Why this matters for Tillsonburg Percentages based on preliminary 2019 actuals 5 Page 165 of 353 Project activities Met with key stakeholders Reviewed key documents & data Surveyed RCP staff, your Senior Management Team Spent time at work sites, and spoke with staff Benchmarked: ◦Ontario’s Financial Information Return (FIR) system ◦Project-specific data Developed recommendations Developed reports 6 Page 166 of 353 Municipal Comparators 7 Benchmarking considerations •Location and layout •Recreational infrastructure​ •Economic base​ •Population mix and preferences Town of Tillsonburg Town of Ingersoll Town of Aylmer (Simcoe) Norfolk County City of Woodstock Township St. Clair Municipality Port Hope Town of Bracebridge Town of Cobourg Town of Lincoln Sq. km 22.33 12.90 6.26 1,607.55 48.97 619.17 278.87 628.22 22.36 162.81 Households 7,532 5,495 3,031 29,927 17,976 6,407 7,305 9,004 8,958 9,305 Population 16,000 12,597 7,492 64,044 40,902 12,527 16,753 16,010 19,440 23,787 Youth Pop 1,295 3,135 1,490 4,160 2,750 935 2,335 950 1,090 1,690 Page 167 of 353 Town and FIR Benchmarking Structure Benchmarking considerations •Town Structure and 'way of viewing ourselves' differs from FIR costing roll ups •Capital expenditures handled differently and as such qualifiers need to be applied 8 Page 168 of 353 Comparisons at Sub service Level 9 Below median park size service level; Below median … operation cost/m 2; Below median levy P/T/F support Black bar indicates median Page 169 of 353 Example Sub Service Profile 10 Page 170 of 353 Service Profile –Recreation 11 Page 171 of 353 Comparisons at Service Level 12 Near median cemetery revenue %; Below median per capita park op cost; Above median levy support M&C Page 172 of 353 Service Profile –Museum & Culture 13 Page 173 of 353 Service Profile -Parks 14 Revenue $000 % User fees 61.5 7% Grants 45.1 5% Other 4.6 0% Total Revenue 111.2 12% Operating Expenses Employee-related 315.5 34% Services 188.3 20% Materials 82.9 9% Other 339.7 37% Total Cost 926.4 100% Net Levy 815.2 88% Category FTE* Full Time 3.9 Part Time 0 Seasonal 0 *Full Time Equivalent (FTE) time worked. Source: Ontario's Financial Information Return system; 2018 operations Service Overview The Parks service includes development and upkeep of the Town’s parks, playgrounds, sports fields, park flowerbeds, and trails; and management of town-owned trees not in road allowances. 2019 Preliminary Financials 2019 Staffing Service Value This service has a measurable positive impact on quality of life including health, contributing to an attractive, vibrant, livable community for residents, businesses, and visitors including potential investors and potential new residents. Page 174 of 353 Service Profile –Cemeteries 15 Revenue $000 % User fees 133.6 43% Grants 0.0 0% Other 6.5 2% Total Revenue 140.1 45% Operating Expenses Employee-related 163.9 52% Services 21.2 7% Materials 16.3 5% Other 112.0 36% Total Cost 313.4 100% Net Levy 173.3 55% Category FTE* Full Time 1.4 Part Time 0.5 Seasonal 0.3 *Full Time Equivalent (FTE) time worked. Source: Ontario's Financial Information Return system; 2018 operations Service Overview Contracted and employee-provided cemetery services include family consultation, sale of lots, sale and provision of columbaria niches and monument foundations, interments, grounds maintenance, and mandatory recordkeeping. 2019 Staffing 2019 Preliminary Financials Service Value Ontario municipalities are required by law to maintain cemeteries within their boundaries which are not being maintained by others. $7.53 $7.48 $6.87 $5.86 $5.78 $5.71 $2.40 $1.05 $0.86 Tillsonburg Port Hope Ingersoll Lincoln Median Norfolk C Aylmer St. Clair Tsp Bracebridge Cemetery Net Levy/capita - 1 2 3 4 0 1 2 3Service LevelService Type: 1 Mandatory, 2 Traditional, 3 Discretionary Cemetery Sub Services Administration Operation Project Management Page 175 of 353 Service Profile –Energy & Facilities 16 Revenue $000 % User fees 0 0% Grants 0 0% Other 100 35% Total Revenue 100 35% Operating Expenses Employee-related 241.6 84% Services 0 0% Materials 2.5 1% Other 45.2 16% Total Cost 289.3 100% Net Levy 189.3 65% Category FTE* Full Time 2.5 Part Time 0 Seasonal 0 *Full Time Equivalent (FTE) time worked. 2019 Staffing Service Overview Provide property management services for non-recreation municipal facilities including planning for, overseeing and delivering capital improvements, janitorial (contract & staff delivered) service, routine building & grounds maintenance, and waste/recycling. Also planning for, overseeing, delivering, and reporting on energy conservation projects Service Value2019 Preliminary Financials These essential services enable in-person access to Town services by the public, facilitates the work done by Town staff, and complies with Provincial requirements to monitor, report on, and reduce energy consumption. - 1 2 3 0 1 2 3Service LevelService Type: 1 Mandatory, 2 Traditional, 3 Discretionary Energy Facilities Sub Services Non-recreation Municipal Facilities Energy Projects Page 176 of 353 Benchmarks at Town & Service Group Level 17 Above median per capita op. cost… Above median per capita revenue Above median % of town spending Municipal operating revenue & expenditure for Parks, Recreation Programs, (Other) Recreational Facilities, Museums, Culture, and Cemetery Services. Source: 2018 Ontario FIR Page 177 of 353 Overview of our report Presents what we did and what we found Includes the service profiles, sub service profiles, and benchmark findings Addresses department-wide issues including: ◦Revenue model findings and recommendations ◦Organization structure and mandate findings and recommendations ◦Customer service findings and recommendations ◦Skills development recommendations ◦Performance Indicator recommendations ◦Implementation challenges and recommendations 18 Page 178 of 353 Overview of recommendations ➢#s By Service: ➢Park ➢Cemetery ➢Museum Culture Tourism ➢Recreation ➢Energy Project Management & Municipal Non -recreation facilities ➢#s By Report Section: (Revenue model, Mandate, Org Structure, etc.) ➢#s By timeframe: ➢Short term ➢Mid term ➢Long term 19 Page 179 of 353 Recommendation Examples Do more (to increase value) ◦More timely information on the web (upcoming v past events; pricing) ◦More showcasing museum holdings in displays at other town sites. Do less (save money –improve focus) ◦Grass cutting for baseball ◦Seek operator for health club Do differently ◦Relocate ‘report to work base’ for parks staff ◦Provide Project Management support In some cases, charge more ◦Increase prices, with resident discounts (Waterpark, Health Club, Cemetery lots) 20 Page 180 of 353 “Big Picture” Findings 1.Did we find easy ways to save money? 2.Did we find services that we think the Town should reconsider? 3.Do we think the Town makes enough use of/is overly reliant on volunteers and community groups? 4.Does RCP’s Mandate and Resources reflect its responsibilities? 21 Page 181 of 353 Questions and Thank you 22 Page 182 of 353 Provincial Policy Statement, 2020 Under the Planning Act ontario.ca/PPS Page 183 of 353 PROVINCIAL POLICY STATEMENT, 2020 Approved by the Lieutenant Governor in Council, Order in Council No. 229/2020 This Provincial Policy Statement was issued under section 3 of the Planning Act and came into effect May 1, 2020. It replaces the Provincial Policy Statement issued April 30, 2014. Page 184 of 353 Table of Contents PART I: PREAMBLE 1 PART II: LEGISLATIVE AUTHORITY 2 PART III: HOW TO READ THE PROVINCIAL POLICY STATEMENT 2 PART IV: VISION FOR ONTARIO’S LAND USE PLANNING SYSTEM 5 PART V: POLICIES 7 1.0 BUILDING STRONG HEALTHY COMMUNITIES 7 1.1 Managing and Directing Land Use to Achieve Efficient and Resilient Development and Land Use Patterns 7 Settlement Areas 8 Rural Areas in Municipalities 10 Rural Lands in Municipalities 11 Territory Without Municipal Organization 12 1.2 Coordination 12 Land Use Compatibility 14 1.3 Employment 14 Employment Areas 15 1.4 Housing 16 1.5 Public Spaces, Recreation, Parks, Trails and Open Space 17 1.6 Infrastructure and Public Service Facilities 17 Sewage, Water and Stormwater 18 Transportation Systems 20 Transportation and Infrastructure Corridors 20 Airports, Rail and Marine Facilities 21 Waste Management 21 Energy Supply 22 1.7 Long-Term Economic Prosperity 22 1.8 Energy Conservation, Air Quality and Climate Change 22 2.0 WISE USE AND MANAGEMENT OF RESOURCES 24 2.1 Natural Heritage 24 2.2 Water 25 2.3 Agriculture 26 2.4 Minerals and Petroleum 28 2.5 Mineral Aggregate Resources 29 2.6 Cultural Heritage and Archaeology 31 3.0 PROTECTING PUBLIC HEALTH AND SAFETY 32 3.1 Natural Hazards 32 3.2 Human-Made Hazards 34 4.0 IMPLEMENTATION AND INTERPRETATION 35 5.0 FIGURE 1 37 6.0 DEFINITIONS 40 Page 185 of 353 1 | Provincial Policy Statement, 2020 Part I: Preamble The Provincial Policy Statement provides policy direction on matters of provincial interest related to land use planning and development. As a key part of Ontario’s policy-led planning system, the Provincial Policy Statement sets the policy foundation for regulating the development and use of land. It also supports the provincial goal to enhance the quality of life for all Ontarians. The Provincial Policy Statement provides for appropriate development while protecting resources of provincial interest, public health and safety, and the quality of the natural and built environment. The Provincial Policy Statement supports improved land use planning and management, which contributes to a more effective and efficient land use planning system. The policies of the Provincial Policy Statement may be complemented by provincial plans or by locally-generated policies regarding matters of municipal interest. Provincial plans and municipal official plans provide a framework for comprehensive, integrated, place-based and long-term planning that supports and integrates the principles of strong communities, a clean and healthy environment and economic growth, for the long term. Municipal official plans are the most important vehicle for implementation of this Provincial Policy Statement and for achieving comprehensive, integrated and long-term planning. Official plans shall identify provincial interests and set out appropriate land use designations and policies. Official plans should also coordinate cross-boundary matters to complement the actions of other planning authorities and promote mutually beneficial solutions. Official plans shall provide clear, reasonable and attainable policies to protect provincial interests and direct development to suitable areas. In order to protect provincial interests, planning authorities shall keep their official plans up-to-date with this Provincial Policy Statement. Zoning and development permit by-laws are also important for implementation of this Provincial Policy Statement. Planning authorities shall keep their zoning and development permit by-laws up-to-date with their official plans and this Provincial Policy Statement. Land use planning is only one of the tools for implementing provincial interests. A wide range of legislation, regulations, policies and programs may apply to decisions with respect to Planning Act applications and affect planning matters, and assist in implementing these interests. Within the Great Lakes – St. Lawrence River Basin, there may be circumstances where planning authorities should consider agreements related to the protection or restoration of the Great Lakes – St. Lawrence River Basin. Examples of these agreements include Great Lakes agreements between Ontario and Canada, between Ontario and Quebec and the Great Lakes States of the United States of America, and between Canada and the United States of America. Page 186 of 353 Provincial Policy Statement, 2020 | 2 Part II: Legislative Authority The Provincial Policy Statement is issued under the authority of section 3 of the Planning Act and came into effect on May 1, 2020. In respect of the exercise of any authority that affects a planning matter, section 3 of the Planning Act requires that decisions affecting planning matters “shall be consistent with” policy statements issued under the Act. Comments, submissions or advice that affect a planning matter that are provided by the council of a municipality, a local board, a planning board, a minister or ministry, board, commission or agency of the government “shall be consistent with” this Provincial Policy Statement. Part III: How to Read the Provincial Policy Statement The provincial policy-led planning system recognizes and addresses the complex inter- relationships among environmental, economic and social factors in land use planning. The Provincial Policy Statement supports a comprehensive, integrated and long-term approach to planning, and recognizes linkages among policy areas. Read the Entire Provincial Policy Statement The Provincial Policy Statement is more than a set of individual policies. It is to be read in its entirety and the relevant policies are to be applied to each situation. When more than one policy is relevant, a decision-maker should consider all of the relevant policies to understand how they work together. The language of each policy, including the Implementation and Interpretation policies, will assist decision-makers in understanding how the policies are to be implemented. While specific policies sometimes refer to other policies for ease of use, these cross-references do not take away from the need to read the Provincial Policy Statement as a whole. There is no implied priority in the order in which the policies appear. Consider Specific Policy Language When applying the Provincial Policy Statement it is important to consider the specific language of the policies. Each policy provides direction on how it is to be implemented, how it is situated within the broader Provincial Policy Statement, and how it relates to other policies. Some policies set out positive directives, such as “settlement areas shall be the focus of growth and development.” Other policies set out limitations and prohibitions, such as “development and site alteration shall not be permitted.” Other policies use enabling or supportive language, such as “should,” “promote” and “encourage.” Page 187 of 353 3 | Provincial Policy Statement, 2020 The choice of language is intended to distinguish between the types of policies and the nature of implementation. There is some discretion when applying a policy with enabling or supportive language in contrast to a policy with a directive, limitation or prohibition. Geographic Scale of Policies The Provincial Policy Statement recognizes the diversity of Ontario and that local context is important. Policies are outcome-oriented, and some policies provide flexibility in their implementation provided that provincial interests are upheld. While the Provincial Policy Statement is to be read as a whole, not all policies will be applicable to every site, feature or area. The Provincial Policy Statement applies at a range of geographic scales. Some of the policies refer to specific areas or features and can only be applied where these features or areas exist. Other policies refer to planning objectives that need to be considered in the context of the municipality or planning area as a whole, and are not necessarily applicable to a specific site or development proposal. Policies Represent Minimum Standards The policies of the Provincial Policy Statement represent minimum standards. Within the framework of the provincial policy-led planning system, planning authorities and decision-makers may go beyond these minimum standards to address matters of importance to a specific community, unless doing so would conflict with any policy of the Provincial Policy Statement. Defined Terms and Meanings Except for references to legislation which are italicized, other italicized terms in the Provincial Policy Statement are defined in the Definitions section. For non-italicized terms, the normal meaning of the word applies. Terms may be italicized only in specific policies; for these terms, the defined meaning applies where they are italicized and the normal meaning applies where they are not italicized. Defined terms in the Definitions section are intended to capture both singular and plural forms of these terms in the policies. Guidance Material Guidance material and technical criteria may be issued from time to time to assist planning authorities and decision-makers with implementing the policies of the Provincial Policy Statement. Information, technical criteria and approaches outlined in guidance material are meant to support but not add to or detract from the policies of the Provincial Policy Statement. Page 188 of 353 Provincial Policy Statement, 2020 | 4 Relationship with Provincial Plans The Provincial Policy Statement provides overall policy directions on matters of provincial interest related to land use planning and development in Ontario, and applies province-wide, except where this policy statement or another provincial plan provides otherwise. Provincial plans, such as the Greenbelt Plan, A Place to Grow: Growth Plan for the Greater Golden Horseshoe and the Growth Plan for Northern Ontario, build upon the policy foundation provided by the Provincial Policy Statement. They provide additional land use planning policies to address issues facing specific geographic areas in Ontario. Provincial plans are to be read in conjunction with the Provincial Policy Statement. They take precedence over the policies of the Provincial Policy Statement to the extent of any conflict, except where the relevant legislation provides otherwise. Where the policies of provincial plans address the same, similar, related, or overlapping matters as the policies of the Provincial Policy Statement, applying the more specific policies of the provincial plan satisfies the more general requirements of the Provincial Policy Statement. In contrast, where matters addressed in the Provincial Policy Statement do not overlap with policies in provincial plans, the policies in the Provincial Policy Statement must be independently satisfied. Land use planning decisions made by municipalities, planning boards, the Province, or a commission or agency of the government must be consistent with the Provincial Policy Statement. Where provincial plans are in effect, planning decisions must conform or not conflict with them, as the case may be. Page 189 of 353 5 | Provincial Policy Statement, 2020 Part IV: Vision for Ontario’s Land Use Planning System The long-term prosperity and social well-being of Ontario depends upon planning for strong, sustainable and resilient communities for people of all ages, a clean and healthy environment, and a strong and competitive economy. Ontario is a vast province with diverse urban, rural and northern communities which may face different challenges related to diversity in population, economic activity, pace of growth and physical and natural conditions. Some areas face challenges related to maintaining population and diversifying their economy, while other areas face challenges related to accommodating and managing the development and population growth which is occurring, while protecting important resources and the quality of the natural environment. The Province’s rich cultural diversity is one of its distinctive and defining features. Indigenous communities have a unique relationship with the land and its resources, which continues to shape the history and economy of the Province today. Ontario recognizes the unique role Indigenous communities have in land use planning and development, and the contribution of Indigenous communities’ perspectives and traditional knowledge to land use planning decisions. The Province recognizes the importance of consulting with Aboriginal communities on planning matters that may affect their section 35 Aboriginal or treaty rights. Planning authorities are encouraged to build constructive, cooperative relationships through meaningful engagement with Indigenous communities to facilitate knowledge-sharing in land use planning processes and inform decision-making. The Provincial Policy Statement focuses growth and development within urban and rural settlement areas while supporting the viability of rural areas. It recognizes that the wise management of land use change may involve directing, promoting or sustaining development. Land use must be carefully managed to accommodate appropriate development to meet the full range of current and future needs, while achieving efficient development patterns and avoiding significant or sensitive resources and areas which may pose a risk to public health and safety. Planning authorities are encouraged to permit and facilitate a range of housing options, including new development as well as residential intensification, to respond to current and future needs. Efficient development patterns optimize the use of land, resources and public investment in infrastructure and public service facilities. These land use patterns promote a mix of housing, including affordable housing, employment, recreation, parks and open spaces, and transportation choices that increase the use of active transportation and transit before other modes of travel. They support the financial well-being of the Province and municipalities over the long term, and minimize the undesirable effects of development, including impacts on air, water and other resources. They also permit better adaptation and response to the impacts of a changing climate, which will vary from region to region. Strong, liveable and healthy communities promote and enhance human health and social well- being, are economically and environmentally sound, and are resilient to climate change. Page 190 of 353 Provincial Policy Statement, 2020 | 6 The Province’s natural heritage resources, water resources, including the Great Lakes, agricultural resources, mineral resources, and cultural heritage and archaeological resources provide important environmental, economic and social benefits. The wise use and management of these resources over the long term is a key provincial interest. The Province must ensure that its resources are managed in a sustainable way to conserve biodiversity, protect essential ecological processes and public health and safety, provide for the production of food and fibre, minimize environmental and social impacts, provide for recreational opportunities (e.g. fishing, hunting and hiking) and meet its long-term needs. It is equally important to protect the overall health and safety of the population, including preparing for the impacts of a changing climate. The Provincial Policy Statement directs development away from areas of natural and human-made hazards. This preventative approach supports provincial and municipal financial well-being over the long term, protects public health and safety, and minimizes cost, risk and social disruption. Taking action to conserve land and resources avoids the need for costly remedial measures to correct problems and supports economic and environmental principles. Strong communities, a clean and healthy environment and a strong economy are inextricably linked. Long-term prosperity, human and environmental health and social well-being should take precedence over short-term considerations. The fundamental principles set out in the Provincial Policy Statement apply throughout Ontario. To support our collective well-being, now and in the future, all land use must be well managed. Page 191 of 353 7 | Provincial Policy Statement, 2020 Part V: Policies 1.0 Building Strong Healthy Communities Ontario is a vast province with urban, rural, and northern communities with diversity in population, economic activities, pace of growth, service levels and physical and natural conditions. Ontario's long-term prosperity, environmental health and social well-being depend on wisely managing change and promoting efficient land use and development patterns. Efficient land use and development patterns support sustainability by promoting strong, liveable, healthy and resilient communities, protecting the environment and public health and safety, and facilitating economic growth. Accordingly: 1.1 Managing and Directing Land Use to Achieve Efficient and Resilient Development and Land Use Patterns 1.1.1 Healthy, liveable and safe communities are sustained by: a)promoting efficient development and land use patterns which sustain the financial well-being of the Province and municipalities over the long term; b)accommodating an appropriate affordable and market-based range and mix of residential types (including single-detached, additional residential units, multi-unit housing, affordable housing and housing for older persons), employment (including industrial and commercial), institutional (including places of worship, cemeteries and long-term care homes), recreation, park and open space, and other uses to meet long-term needs; c)avoiding development and land use patterns which may cause environmental or public health and safety concerns; d)avoiding development and land use patterns that would prevent the efficient expansion of settlement areas in those areas which are adjacent or close to settlement areas; e)promoting the integration of land use planning, growth management, transit-supportive development, intensification and infrastructure planning to achieve cost-effective development patterns, optimization of transit investments, and standards to minimize land consumption and servicing costs; f)improving accessibility for persons with disabilities and older persons by addressing land use barriers which restrict their full participation in society; g)ensuring that necessary infrastructure and public service facilities are or will be available to meet current and projected needs; h)promoting development and land use patterns that conserve biodiversity; and i) preparing for the regional and local impacts of a changing climate. Page 192 of 353 Provincial Policy Statement, 2020 | 8 1.1.2 1.1.3 Sufficient land shall be made available to accommodate an appropriate range and mix of land uses to meet projected needs for a time horizon of up to 25 years, informed by provincial guidelines. However, where an alternate time period has been established for specific areas of the Province as a result of a provincial planning exercise or a provincial plan, that time frame may be used for municipalities within the area. Within settlement areas, sufficient land shall be made available through intensification and redevelopment and, if necessary, designated growth areas. Nothing in policy 1.1.2 limits the planning for infrastructure, public service facilities and employment areas beyond a 25-year time horizon. Settlement Areas Settlement areas are urban areas and rural settlement areas, and include cities, towns, villages and hamlets. Ontario’s settlement areas vary significantly in terms of size, density, population, economic activity, diversity and intensity of land uses, service levels, and types of infrastructure available. The vitality and regeneration of settlement areas is critical to the long-term economic prosperity of our communities. Development pressures and land use change will vary across Ontario. It is in the interest of all communities to use land and resources wisely, to promote efficient development patterns, protect resources, promote green spaces, ensure effective use of infrastructure and public service facilities and minimize unnecessary public expenditures. 1.1.3.1 Settlement areas shall be the focus of growth and development. 1.1.3.2 Land use patterns within settlement areas shall be based on densities and a mix of land uses which: a)efficiently use land and resources; b)are appropriate for, and efficiently use, the infrastructure and public service facilities which are planned or available, and avoid the need for their unjustified and/or uneconomical expansion; c)minimize negative impacts to air quality and climate change, and promote energy efficiency; d)prepare for the impacts of a changing climate; e)support active transportation; f)are transit-supportive, where transit is planned, exists or may be developed; and g)are freight-supportive. Page 193 of 353 9 | Provincial Policy Statement, 2020 Land use patterns within settlement areas shall also be based on a range of uses and opportunities for intensification and redevelopment in accordance with the criteria in policy 1.1.3.3, where this can be accommodated. 1.1.3.3 Planning authorities shall identify appropriate locations and promote opportunities for transit-supportive development, accommodating a significant supply and range of housing options through intensification and redevelopment where this can be accommodated taking into account existing building stock or areas, including brownfield sites, and the availability of suitable existing or planned infrastructure and public service facilities required to accommodate projected needs. 1.1.3.4 Appropriate development standards should be promoted which facilitate intensification, redevelopment and compact form, while avoiding or mitigating risks to public health and safety. 1.1.3.5 Planning authorities shall establish and implement minimum targets for intensification and redevelopment within built-up areas, based on local conditions. However, where provincial targets are established through provincial plans, the provincial target shall represent the minimum target for affected areas. 1.1.3.6 New development taking place in designated growth areas should occur adjacent to the existing built-up area and should have a compact form, mix of uses and densities that allow for the efficient use of land, infrastructure and public service facilities. 1.1.3.7 Planning authorities should establish and implement phasing policies to ensure: a)that specified targets for intensification and redevelopment are achieved prior to, or concurrent with, new development within designated growth areas; and b)the orderly progression of development within designated growth areas and the timely provision of the infrastructure and public service facilities required to meet current and projected needs. 1.1.3.8 A planning authority may identify a settlement area or allow the expansion of a settlement area boundary only at the time of a comprehensive review and only where it has been demonstrated that: a)sufficient opportunities to accommodate growth and to satisfy market demand are not available through intensification, redevelopment and designated growth areas to accommodate the projected needs over the identified planning horizon; b) the infrastructure and public service facilities which are planned or available are suitable for the development over the long term, are financially viable over their life cycle, and protect public health and safety and the natural environment; c)in prime agricultural areas: 1.the lands do not comprise specialty crop areas; 2.alternative locations have been evaluated, and Page 194 of 353 Provincial Policy Statement, 2020 | 10 i. there are no reasonable alternatives which avoid prime agricultural areas; and ii. there are no reasonable alternatives on lower priority agricultural lands in prime agricultural areas; d) the new or expanding settlement area is in compliance with the minimum distance separation formulae; and e) impacts from new or expanding settlement areas on agricultural operations which are adjacent or close to the settlement area are mitigated to the extent feasible. In undertaking a comprehensive review, the level of detail of the assessment should correspond with the complexity and scale of the settlement boundary expansion or development proposal. 1.1.3.9 Notwithstanding policy 1.1.3.8, municipalities may permit adjustments of settlement area boundaries outside a comprehensive review provided: a) there would be no net increase in land within the settlement areas; b) the adjustment would support the municipality’s ability to meet intensification and redevelopment targets established by the municipality; c) prime agricultural areas are addressed in accordance with 1.1.3.8 (c), (d) and (e); and d) the settlement area to which lands would be added is appropriately serviced and there is sufficient reserve infrastructure capacity to service the lands. 1.1.4 Rural Areas in Municipalities Rural areas are important to the economic success of the Province and our quality of life. Rural areas are a system of lands that may include rural settlement areas, rural lands, prime agricultural areas, natural heritage features and areas, and other resource areas. Rural areas and urban areas are interdependent in terms of markets, resources and amenities. It is important to leverage rural assets and amenities and protect the environment as a foundation for a sustainable economy. Ontario’s rural areas have diverse population levels, natural resources, geographies and physical characteristics, and economies. Across rural Ontario, local circumstances vary by region. For example, northern Ontario’s natural environment and vast geography offer different opportunities than the predominately agricultural areas of southern regions of the Province. 1.1.4.1 Healthy, integrated and viable rural areas should be supported by: a) building upon rural character, and leveraging rural amenities and assets; b) promoting regeneration, including the redevelopment of brownfield sites; c) accommodating an appropriate range and mix of housing in rural settlement areas; d) encouraging the conservation and redevelopment of existing rural housing stock on rural lands; e) using rural infrastructure and public service facilities efficiently; Page 195 of 353 11 | Provincial Policy Statement, 2020 f) promoting diversification of the economic base and employment opportunities through goods and services, including value-added products and the sustainable management or use of resources; g) providing opportunities for sustainable and diversified tourism, including leveraging historical, cultural, and natural assets; h) conserving biodiversity and considering the ecological benefits provided by nature; and i) providing opportunities for economic activities in prime agricultural areas, in accordance with policy 2.3. 1.1.4.2 In rural areas, rural settlement areas shall be the focus of growth and development and their vitality and regeneration shall be promoted. 1.1.4.3 When directing development in rural settlement areas in accordance with policy 1.1.3, planning authorities shall give consideration to rural characteristics, the scale of development and the provision of appropriate service levels. 1.1.4.4 Growth and development may be directed to rural lands in accordance with policy 1.1.5, including where a municipality does not have a settlement area. 1.1.5 Rural Lands in Municipalities 1.1.5.1 When directing development on rural lands, a planning authority shall apply the relevant policies of Section 1: Building Strong Healthy Communities, as well as the policies of Section 2: Wise Use and Management of Resources and Section 3: Protecting Public Health and Safety. 1.1.5.2 On rural lands located in municipalities, permitted uses are: a) the management or use of resources; b) resource-based recreational uses (including recreational dwellings); c) residential development, including lot creation, that is locally appropriate; d) agricultural uses, agriculture-related uses, on-farm diversified uses and normal farm practices, in accordance with provincial standards; e) home occupations and home industries; f) cemeteries; and g) other rural land uses. 1.1.5.3 Recreational, tourism and other economic opportunities should be promoted. 1.1.5.4 Development that is compatible with the rural landscape and can be sustained by rural service levels should be promoted. 1.1.5.5 Development shall be appropriate to the infrastructure which is planned or available, and avoid the need for the unjustified and/or uneconomical expansion of this infrastructure. Page 196 of 353 Provincial Policy Statement, 2020 | 12 1.1.5.6 Opportunities should be retained to locate new or expanding land uses that require separation from other uses. 1.1.5.7 Opportunities to support a diversified rural economy should be promoted by protecting agricultural and other resource-related uses and directing non-related development to areas where it will minimize constraints on these uses. 1.1.5.8 New land uses, including the creation of lots, and new or expanding livestock facilities, shall comply with the minimum distance separation formulae. 1.1.6 Territory Without Municipal Organization 1.1.6.1 On rural lands located in territory without municipal organization, the focus of development activity shall be related to the sustainable management or use of resources and resource-based recreational uses (including recreational dwellings). 1.1.6.2 Development shall be appropriate to the infrastructure which is planned or available, and avoid the need for the unjustified and/or uneconomical expansion of this infrastructure. 1.1.6.3 The establishment of new permanent townsites shall not be permitted. 1.1.6.4 In areas adjacent to and surrounding municipalities, only development that is related to the sustainable management or use of resources and resource-based recreational uses (including recreational dwellings) shall be permitted. Other uses may only be permitted if: a) the area forms part of a planning area; b) the necessary infrastructure and public service facilities are planned or available to support the development and are financially viable over their life cycle; and c) it has been determined, as part of a comprehensive review, that the impacts of development will not place an undue strain on the public service facilities and infrastructure provided by adjacent municipalities, regions and/or the Province. 1.2 Coordination 1.2.1 A coordinated, integrated and comprehensive approach should be used when dealing with planning matters within municipalities, across lower, single and/or upper-tier municipal boundaries, and with other orders of government, agencies and boards including: a) managing and/or promoting growth and development that is integrated with infrastructure planning; b) economic development strategies; Page 197 of 353 13 | Provincial Policy Statement, 2020 c) managing natural heritage, water, agricultural, mineral, and cultural heritage and archaeological resources; d) infrastructure, multimodal transportation systems, public service facilities and waste management systems; e) ecosystem, shoreline, watershed, and Great Lakes related issues; f) natural and human-made hazards; g) population, housing and employment projections, based on regional market areas; and h) addressing housing needs in accordance with provincial policy statements such as the Policy Statement: Service Manager Housing and Homelessness Plans. 1.2.2 Planning authorities shall engage with Indigenous communities and coordinate on land use planning matters. 1.2.3 Planning authorities should coordinate emergency management and other economic, environmental and social planning considerations to support efficient and resilient communities. 1.2.4 Where planning is conducted by an upper-tier municipality, the upper-tier municipality in consultation with lower-tier municipalities shall: a) identify and allocate population, housing and employment projections for lower-tier municipalities. Allocations and projections by upper-tier municipalities shall be based on and reflect provincial plans where these exist and informed by provincial guidelines; b) identify areas where growth or development will be directed, including the identification of nodes and the corridors linking these nodes; c) identify targets for intensification and redevelopment within all or any of the lower-tier municipalities, including minimum targets that should be met before expansion of the boundaries of settlement areas is permitted in accordance with policy 1.1.3.8; d) where major transit corridors exist or are to be developed, identify density targets for areas adjacent or in proximity to these corridors and stations, including minimum targets that should be met before expansion of the boundaries of settlement areas is permitted in accordance with policy 1.1.3.8; and e) provide policy direction for the lower-tier municipalities on matters that cross municipal boundaries. 1.2.5 Where there is no upper-tier municipality, planning authorities shall ensure that policy 1.2.4 is addressed as part of the planning process, and should coordinate these matters with adjacent planning authorities. Page 198 of 353 Provincial Policy Statement, 2020 | 14 1.2.6 Land Use Compatibility 1.2.6.1 Major facilities and sensitive land uses shall be planned and developed to avoid, or if avoidance is not possible, minimize and mitigate any potential adverse effects from odour, noise and other contaminants, minimize risk to public health and safety, and to ensure the long-term operational and economic viability of major facilities in accordance with provincial guidelines, standards and procedures. 1.2.6.2 Where avoidance is not possible in accordance with policy 1.2.6.1, planning authorities shall protect the long-term viability of existing or planned industrial, manufacturing or other uses that are vulnerable to encroachment by ensuring that the planning and development of proposed adjacent sensitive land uses are only permitted if the following are demonstrated in accordance with provincial guidelines, standards and procedures: a) there is an identified need for the proposed use; b) alternative locations for the proposed use have been evaluated and there are no reasonable alternative locations; c) adverse effects to the proposed sensitive land use are minimized and mitigated; and d) potential impacts to industrial, manufacturing or other uses are minimized and mitigated. 1.3 Employment 1.3.1 Planning authorities shall promote economic development and competitiveness by: a) providing for an appropriate mix and range of employment, institutional, and broader mixed uses to meet long-term needs; b) providing opportunities for a diversified economic base, including maintaining a range and choice of suitable sites for employment uses which support a wide range of economic activities and ancillary uses, and take into account the needs of existing and future businesses; c) facilitating the conditions for economic investment by identifying strategic sites for investment, monitoring the availability and suitability of employment sites, including market-ready sites, and seeking to address potential barriers to investment; d) encouraging compact, mixed-use development that incorporates compatible employment uses to support liveable and resilient communities, with consideration of housing policy 1.4; and e) ensuring the necessary infrastructure is provided to support current and projected needs. Page 199 of 353 15 | Provincial Policy Statement, 2020 1.3.2 Employment Areas 1.3.2.1 Planning authorities shall plan for, protect and preserve employment areas for current and future uses and ensure that the necessary infrastructure is provided to support current and projected needs. 1.3.2.2 At the time of the official plan review or update, planning authorities should assess employment areas identified in local official plans to ensure that this designation is appropriate to the planned function of the employment area. Employment areas planned for industrial and manufacturing uses shall provide for separation or mitigation from sensitive land uses to maintain the long-term operational and economic viability of the planned uses and function of these areas. 1.3.2.3 Within employment areas planned for industrial or manufacturing uses, planning authorities shall prohibit residential uses and prohibit or limit other sensitive land uses that are not ancillary to the primary employment uses in order to maintain land use compatibility. Employment areas planned for industrial or manufacturing uses should include an appropriate transition to adjacent non-employment areas. 1.3.2.4 Planning authorities may permit conversion of lands within employment areas to non-employment uses through a comprehensive review, only where it has been demonstrated that the land is not required for employment purposes over the long term and that there is a need for the conversion. 1.3.2.5 Notwithstanding policy 1.3.2.4, and until the official plan review or update in policy 1.3.2.4 is undertaken and completed, lands within existing employment areas may be converted to a designation that permits non-employment uses provided the area has not been identified as provincially significant through a provincial plan exercise or as regionally significant by a regional economic development corporation working together with affected upper and single-tier municipalities and subject to the following: a) there is an identified need for the conversion and the land is not required for employment purposes over the long term; b) the proposed uses would not adversely affect the overall viability of the employment area; and c) existing or planned infrastructure and public service facilities are available to accommodate the proposed uses. 1.3.2.6 Planning authorities shall protect employment areas in proximity to major goods movement facilities and corridors for employment uses that require those locations. 1.3.2.7 Planning authorities may plan beyond 25 years for the long-term protection of employment areas provided lands are not designated beyond the planning horizon identified in policy 1.1.2. Page 200 of 353 Provincial Policy Statement, 2020 | 16 1.4 Housing 1.4.1 To provide for an appropriate range and mix of housing options and densities required to meet projected requirements of current and future residents of the regional market area, planning authorities shall: a) maintain at all times the ability to accommodate residential growth for a minimum of 15 years through residential intensification and redevelopment and, if necessary, lands which are designated and available for residential development; and b) maintain at all times where new development is to occur, land with servicing capacity sufficient to provide at least a three-year supply of residential units available through lands suitably zoned to facilitate residential intensification and redevelopment, and land in draft approved and registered plans. Upper-tier and single-tier municipalities may choose to maintain land with servicing capacity sufficient to provide at least a five-year supply of residential units available through lands suitably zoned to facilitate residential intensification and redevelopment, and land in draft approved and registered plans. 1.4.2 Where planning is conducted by an upper-tier municipality: a) the land and unit supply maintained by the lower-tier municipality identified in policy 1.4.1 shall be based on and reflect the allocation of population and units by the upper-tier municipality; and b) the allocation of population and units by the upper-tier municipality shall be based on and reflect provincial plans where these exist. 1.4.3 Planning authorities shall provide for an appropriate range and mix of housing options and densities to meet projected market-based and affordable housing needs of current and future residents of the regional market area by: a) establishing and implementing minimum targets for the provision of housing which is affordable to low and moderate income households and which aligns with applicable housing and homelessness plans. However, where planning is conducted by an upper-tier municipality, the upper-tier municipality in consultation with the lower-tier municipalities may identify a higher target(s) which shall represent the minimum target(s) for these lower-tier municipalities; b) permitting and facilitating: 1. all housing options required to meet the social, health, economic and well-being requirements of current and future residents, including special needs requirements and needs arising from demographic changes and employment opportunities; and 2. all types of residential intensification, including additional residential units, and redevelopment in accordance with policy 1.1.3.3; Page 201 of 353 17 | Provincial Policy Statement, 2020 c) directing the development of new housing towards locations where appropriate levels of infrastructure and public service facilities are or will be available to support current and projected needs; d) promoting densities for new housing which efficiently use land, resources, infrastructure and public service facilities, and support the use of active transportation and transit in areas where it exists or is to be developed; e) requiring transit-supportive development and prioritizing intensification, including potential air rights development, in proximity to transit, including corridors and stations; and f) establishing development standards for residential intensification, redevelopment and new residential development which minimize the cost of housing and facilitate compact form, while maintaining appropriate levels of public health and safety. 1.5 Public Spaces, Recreation, Parks, Trails and Open Space 1.5.1 Healthy, active communities should be promoted by: a) planning public streets, spaces and facilities to be safe, meet the needs of pedestrians, foster social interaction and facilitate active transportation and community connectivity; b) planning and providing for a full range and equitable distribution of publicly- accessible built and natural settings for recreation, including facilities, parklands, public spaces, open space areas, trails and linkages, and, where practical, water-based resources; c) providing opportunities for public access to shorelines; and d) recognizing provincial parks, conservation reserves, and other protected areas, and minimizing negative impacts on these areas. 1.6 Infrastructure and Public Service Facilities 1.6.1 Infrastructure and public service facilities shall be provided in an efficient manner that prepares for the impacts of a changing climate while accommodating projected needs. Planning for infrastructure and public service facilities shall be coordinated and integrated with land use planning and growth management so that they are: a) financially viable over their life cycle, which may be demonstrated through asset management planning; and b) available to meet current and projected needs. 1.6.2 Planning authorities should promote green infrastructure to complement infrastructure. Page 202 of 353 Provincial Policy Statement, 2020 | 18 1.6.3 Before consideration is given to developing new infrastructure and public service facilities: a) the use of existing infrastructure and public service facilities should be optimized; and b) opportunities for adaptive re-use should be considered, wherever feasible. 1.6.4 Infrastructure and public service facilities should be strategically located to support the effective and efficient delivery of emergency management services, and to ensure the protection of public health and safety in accordance with the policies in Section 3.0: Protecting Public Health and Safety. 1.6.5 Public service facilities should be co-located in community hubs, where appropriate, to promote cost-effectiveness and facilitate service integration, access to transit and active transportation. 1.6.6 Sewage, Water and Stormwater 1.6.6.1 Planning for sewage and water services shall: a) accommodate forecasted growth in a manner that promotes the efficient use and optimization of existing: 1. municipal sewage services and municipal water services; and 2. private communal sewage services and private communal water services, where municipal sewage services and municipal water services are not available or feasible; b) ensure that these systems are provided in a manner that: 1. can be sustained by the water resources upon which such services rely; 2. prepares for the impacts of a changing climate; 3. is feasible and financially viable over their lifecycle; and 4. protects human health and safety, and the natural environment; c) promote water conservation and water use efficiency; d) integrate servicing and land use considerations at all stages of the planning process; and e) be in accordance with the servicing hierarchy outlined through policies 1.6.6.2, 1.6.6.3, 1.6.6.4 and 1.6.6.5. For clarity, where municipal sewage services and municipal water services are not available, planned or feasible, planning authorities have the ability to consider the use of the servicing options set out through policies 1.6.6.3, 1.6.6.4, and 1.6.6.5 provided that the specified conditions are met. 1.6.6.2 Municipal sewage services and municipal water services are the preferred form of servicing for settlement areas to support protection of the environment and minimize potential risks to human health and safety. Within settlement areas with existing municipal sewage services and municipal water services, intensification and redevelopment shall be promoted wherever feasible to optimize the use of the services. Page 203 of 353 19 | Provincial Policy Statement, 2020 1.6.6.3 Where municipal sewage services and municipal water services are not available, planned or feasible, private communal sewage services and private communal water services are the preferred form of servicing for multi-unit/lot development to support protection of the environment and minimize potential risks to human health and safety. 1.6.6.4 Where municipal sewage services and municipal water services or private communal sewage services and private communal water services are not available, planned or feasible, individual on-site sewage services and individual on-site water services may be used provided that site conditions are suitable for the long-term provision of such services with no negative impacts. In settlement areas, individual on-site sewage services and individual on-site water services may be used for infilling and minor rounding out of existing development. At the time of the official plan review or update, planning authorities should assess the long-term impacts of individual on-site sewage services and individual on-site water services on the environmental health and the character of rural settlement areas. Where planning is conducted by an upper-tier municipality, the upper-tier municipality should work with lower-tier municipalities at the time of the official plan review or update to assess the long-term impacts of individual on-site sewage services and individual on-site water services on the environmental health and the desired character of rural settlement areas and the feasibility of other forms of servicing set out in policies 1.6.6.2 and 1.6.6.3. 1.6.6.5 Partial services shall only be permitted in the following circumstances: a) where they are necessary to address failed individual on-site sewage services and individual on-site water services in existing development; or b) within settlement areas, to allow for infilling and minor rounding out of existing development on partial services provided that site conditions are suitable for the long-term provision of such services with no negative impacts. Where partial services have been provided to address failed services in accordance with subsection (a), infilling on existing lots of record in rural areas in municipalities may be permitted where this would represent a logical and financially viable connection to the existing partial service and provided that site conditions are suitable for the long-term provision of such services with no negative impacts. In accordance with subsection (a), the extension of partial services into rural areas is only permitted to address failed individual on-site sewage and individual on-site water services for existing development. 1.6.6.6 Subject to the hierarchy of services provided in policies 1.6.6.2, 1.6.6.3, 1.6.6.4 and 1.6.6.5, planning authorities may allow lot creation only if there is confirmation of sufficient reserve sewage system capacity and reserve water system capacity within municipal sewage services and municipal water services or private communal sewage services and private communal water services. The determination of Page 204 of 353 Provincial Policy Statement, 2020 | 20 sufficient reserve sewage system capacity shall include treatment capacity for hauled sewage from private communal sewage services and individual on-site sewage services. 1.6.6.7 Planning for stormwater management shall: a) be integrated with planning for sewage and water services and ensure that systems are optimized, feasible and financially viable over the long term; b) minimize, or, where possible, prevent increases in contaminant loads; c) minimize erosion and changes in water balance, and prepare for the impacts of a changing climate through the effective management of stormwater, including the use of green infrastructure; d) mitigate risks to human health, safety, property and the environment; e) maximize the extent and function of vegetative and pervious surfaces; and f) promote stormwater management best practices, including stormwater attenuation and re-use, water conservation and efficiency, and low impact development. 1.6.7 Transportation Systems 1.6.7.1 Transportation systems should be provided which are safe, energy efficient, facilitate the movement of people and goods, and are appropriate to address projected needs. 1.6.7.2 Efficient use should be made of existing and planned infrastructure, including through the use of transportation demand management strategies, where feasible. 1.6.7.3 As part of a multimodal transportation system, connectivity within and among transportation systems and modes should be maintained and, where possible, improved including connections which cross jurisdictional boundaries. 1.6.7.4 A land use pattern, density and mix of uses should be promoted that minimize the length and number of vehicle trips and support current and future use of transit and active transportation. 1.6.8 Transportation and Infrastructure Corridors 1.6.8.1 Planning authorities shall plan for and protect corridors and rights-of-way for infrastructure, including transportation, transit and electricity generation facilities and transmission systems to meet current and projected needs. 1.6.8.2 Major goods movement facilities and corridors shall be protected for the long term. 1.6.8.3 Planning authorities shall not permit development in planned corridors that could preclude or negatively affect the use of the corridor for the purpose(s) for which it was identified. Page 205 of 353 21 | Provincial Policy Statement, 2020 New development proposed on adjacent lands to existing or planned corridors and transportation facilities should be compatible with, and supportive of, the long-term purposes of the corridor and should be designed to avoid, mitigate or minimize negative impacts on and from the corridor and transportation facilities. 1.6.8.4 The preservation and reuse of abandoned corridors for purposes that maintain the corridor’s integrity and continuous linear characteristics should be encouraged, wherever feasible. 1.6.8.5 The co-location of linear infrastructure should be promoted, where appropriate. 1.6.8.6 When planning for corridors and rights-of-way for significant transportation, electricity transmission, and infrastructure facilities, consideration will be given to the significant resources in Section 2: Wise Use and Management of Resources. 1.6.9 Airports, Rail and Marine Facilities 1.6.9.1 Planning for land uses in the vicinity of airports, rail facilities and marine facilities shall be undertaken so that: a) their long-term operation and economic role is protected; and b) airports, rail facilities and marine facilities and sensitive land uses are appropriately designed, buffered and/or separated from each other, in accordance with policy 1.2.6. 1.6.9.2 Airports shall be protected from incompatible land uses and development by: a) prohibiting new residential development and other sensitive land uses in areas near airports above 30 NEF/NEP; b) considering redevelopment of existing residential uses and other sensitive land uses or infilling of residential and other sensitive land uses in areas above 30 NEF/NEP only if it has been demonstrated that there will be no negative impacts on the long-term function of the airport; and c) discouraging land uses which may cause a potential aviation safety hazard. 1.6.10 Waste Management 1.6.10.1 Waste management systems need to be provided that are of an appropriate size and type to accommodate present and future requirements, and facilitate, encourage and promote reduction, reuse and recycling objectives. Waste management systems shall be located and designed in accordance with provincial legislation and standards. Page 206 of 353 Provincial Policy Statement, 2020 | 22 1.6.11 Energy Supply 1.6.11.1 Planning authorities should provide opportunities for the development of energy supply including electricity generation facilities and transmission and distribution systems, district energy, and renewable energy systems and alternative energy systems, to accommodate current and projected needs. 1.7 Long-Term Economic Prosperity 1.7.1 Long-term economic prosperity should be supported by: a) promoting opportunities for economic development and community investment-readiness; b) encouraging residential uses to respond to dynamic market-based needs and provide necessary housing supply and range of housing options for a diverse workforce; c) optimizing the long-term availability and use of land, resources, infrastructure and public service facilities; d) maintaining and, where possible, enhancing the vitality and viability of downtowns and mainstreets; e) encouraging a sense of place, by promoting well-designed built form and cultural planning, and by conserving features that help define character, including built heritage resources and cultural heritage landscapes; f) promoting the redevelopment of brownfield sites; g) providing for an efficient, cost-effective, reliable multimodal transportation system that is integrated with adjacent systems and those of other jurisdictions, and is appropriate to address projected needs to support the movement of goods and people; h) providing opportunities for sustainable tourism development; i) sustaining and enhancing the viability of the agricultural system through protecting agricultural resources, minimizing land use conflicts, providing opportunities to support local food, and maintaining and improving the agri- food network; j) promoting energy conservation and providing opportunities for increased energy supply; k) minimizing negative impacts from a changing climate and considering the ecological benefits provided by nature; and l) encouraging efficient and coordinated communications and telecommunications infrastructure. 1.8 Energy Conservation, Air Quality and Climate Change 1.8.1 Planning authorities shall support energy conservation and efficiency, improved air quality, reduced greenhouse gas emissions, and preparing for the impacts of a changing climate through land use and development patterns which: Page 207 of 353 23 | Provincial Policy Statement, 2020 a) promote compact form and a structure of nodes and corridors; b) promote the use of active transportation and transit in and between residential, employment (including commercial and industrial) and institutional uses and other areas; c) focus major employment, commercial and other travel-intensive land uses on sites which are well served by transit where this exists or is to be developed, or designing these to facilitate the establishment of transit in the future; d) focus freight-intensive land uses to areas well served by major highways, airports, rail facilities and marine facilities; e) encourage transit-supportive development and intensification to improve the mix of employment and housing uses to shorten commute journeys and decrease transportation congestion; f) promote design and orientation which maximizes energy efficiency and conservation, and considers the mitigating effects of vegetation and green infrastructure; and g) maximize vegetation within settlement areas, where feasible. Page 208 of 353 Provincial Policy Statement, 2020 | 24 2.0 Wise Use and Management of Resources Ontario's long-term prosperity, environmental health, and social well-being depend on conserving biodiversity, protecting the health of the Great Lakes, and protecting natural heritage, water, agricultural, mineral and cultural heritage and archaeological resources for their economic, environmental and social benefits. Accordingly: 2.1 Natural Heritage 2.1.1 Natural features and areas shall be protected for the long term. 2.1.2 The diversity and connectivity of natural features in an area, and the long-term ecological function and biodiversity of natural heritage systems, should be maintained, restored or, where possible, improved, recognizing linkages between and among natural heritage features and areas, surface water features and ground water features. 2.1.3 Natural heritage systems shall be identified in Ecoregions 6E & 7E1, recognizing that natural heritage systems will vary in size and form in settlement areas, rural areas, and prime agricultural areas. 2.1.4 Development and site alteration shall not be permitted in: a) significant wetlands in Ecoregions 5E, 6E and 7E1; and b) significant coastal wetlands. 2.1.5 Development and site alteration shall not be permitted in: a) significant wetlands in the Canadian Shield north of Ecoregions 5E, 6E and 7E1; b) significant woodlands in Ecoregions 6E and 7E (excluding islands in Lake Huron and the St. Marys River)1; c) significant valleylands in Ecoregions 6E and 7E (excluding islands in Lake Huron and the St. Marys River)1; d) significant wildlife habitat; e) significant areas of natural and scientific interest; and f) coastal wetlands in Ecoregions 5E, 6E and 7E 1 that are not subject to policy 2.1.4(b) unless it has been demonstrated that there will be no negative impacts on the natural features or their ecological functions. 1 Ecoregions 5E, 6E and 7E are shown on Figure 1. Page 209 of 353 25 | Provincial Policy Statement, 2020 2.1.6 Development and site alteration shall not be permitted in fish habitat except in accordance with provincial and federal requirements. 2.1.7 Development and site alteration shall not be permitted in habitat of endangered species and threatened species, except in accordance with provincial and federal requirements. 2.1.8 Development and site alteration shall not be permitted on adjacent lands to the natural heritage features and areas identified in policies 2.1.4, 2.1.5, and 2.1.6 unless the ecological function of the adjacent lands has been evaluated and it has been demonstrated that there will be no negative impacts on the natural features or on their ecological functions. 2.1.9 Nothing in policy 2.1 is intended to limit the ability of agricultural uses to continue. 2.2 Water 2.2.1 Planning authorities shall protect, improve or restore the quality and quantity of water by: a) using the watershed as the ecologically meaningful scale for integrated and long-term planning, which can be a foundation for considering cumulative impacts of development; b) minimizing potential negative impacts, including cross-jurisdictional and cross-watershed impacts; c) evaluating and preparing for the impacts of a changing climate to water resource systems at the watershed level; d) identifying water resource systems consisting of ground water features, hydrologic functions, natural heritage features and areas, and surface water features including shoreline areas, which are necessary for the ecological and hydrological integrity of the watershed; e) maintaining linkages and related functions among ground water features, hydrologic functions, natural heritage features and areas, and surface water features including shoreline areas; f) implementing necessary restrictions on development and site alteration to: 1. protect all municipal drinking water supplies and designated vulnerable areas; and 2. protect, improve or restore vulnerable surface and ground water, sensitive surface water features and sensitive ground water features, and their hydrologic functions; g) planning for efficient and sustainable use of water resources, through practices for water conservation and sustaining water quality; h) ensuring consideration of environmental lake capacity, where applicable; and i) ensuring stormwater management practices minimize stormwater volumes and contaminant loads, and maintain or increase the extent of vegetative and pervious surfaces. Page 210 of 353 Provincial Policy Statement, 2020 | 26 2.2.2 Development and site alteration shall be restricted in or near sensitive surface water features and sensitive ground water features such that these features and their related hydrologic functions will be protected, improved or restored. Mitigative measures and/or alternative development approaches may be required in order to protect, improve or restore sensitive surface water features, sensitive ground water features, and their hydrologic functions. 2.3 Agriculture 2.3.1 Prime agricultural areas shall be protected for long-term use for agriculture. Prime agricultural areas are areas where prime agricultural lands predominate. Specialty crop areas shall be given the highest priority for protection, followed by Canada Land Inventory Class 1, 2, and 3 lands, and any associated Class 4 through 7 lands within the prime agricultural area, in this order of priority. 2.3.2 Planning authorities shall designate prime agricultural areas and specialty crop areas in accordance with guidelines developed by the Province, as amended from time to time. Planning authorities are encouraged to use an agricultural system approach to maintain and enhance the geographic continuity of the agricultural land base and the functional and economic connections to the agri-food network. 2.3.3 Permitted Uses 2.3.3.1 In prime agricultural areas, permitted uses and activities are: agricultural uses, agriculture-related uses and on-farm diversified uses. Proposed agriculture-related uses and on-farm diversified uses shall be compatible with, and shall not hinder, surrounding agricultural operations. Criteria for these uses may be based on guidelines developed by the Province or municipal approaches, as set out in municipal planning documents, which achieve the same objectives. 2.3.3.2 In prime agricultural areas, all types, sizes and intensities of agricultural uses and normal farm practices shall be promoted and protected in accordance with provincial standards. 2.3.3.3 New land uses in prime agricultural areas, including the creation of lots and new or expanding livestock facilities, shall comply with the minimum distance separation formulae. Page 211 of 353 27 | Provincial Policy Statement, 2020 2.3.4 Lot Creation and Lot Adjustments 2.3.4.1 Lot creation in prime agricultural areas is discouraged and may only be permitted for: a) agricultural uses, provided that the lots are of a size appropriate for the type of agricultural use(s) common in the area and are sufficiently large to maintain flexibility for future changes in the type or size of agricultural operations; b) agriculture-related uses, provided that any new lot will be limited to a minimum size needed to accommodate the use and appropriate sewage and water services; c) a residence surplus to a farming operation as a result of farm consolidation, provided that: 1. the new lot will be limited to a minimum size needed to accommodate the use and appropriate sewage and water services; and 2. the planning authority ensures that new residential dwellings are prohibited on any remnant parcel of farmland created by the severance. The approach used to ensure that no new residential dwellings are permitted on the remnant parcel may be recommended by the Province, or based on municipal approaches which achieve the same objective; and d) infrastructure, where the facility or corridor cannot be accommodated through the use of easements or rights-of-way. 2.3.4.2 Lot adjustments in prime agricultural areas may be permitted for legal or technical reasons. 2.3.4.3 The creation of new residential lots in prime agricultural areas shall not be permitted, except in accordance with policy 2.3.4.1(c). 2.3.5 Removal of Land from Prime Agricultural Areas 2.3.5.1 Planning authorities may only exclude land from prime agricultural areas for expansions of or identification of settlement areas in accordance with policy 1.1.3.8. 2.3.6 Non-Agricultural Uses in Prime Agricultural Areas 2.3.6.1 Planning authorities may only permit non-agricultural uses in prime agricultural areas for: a) extraction of minerals, petroleum resources and mineral aggregate resources; or b) limited non-residential uses, provided that all of the following are demonstrated: Page 212 of 353 Provincial Policy Statement, 2020 | 28 1. the land does not comprise a specialty crop area; 2. the proposed use complies with the minimum distance separation formulae; 3. there is an identified need within the planning horizon provided for in policy 1.1.2 for additional land to accommodate the proposed use; and 4. alternative locations have been evaluated, and i. there are no reasonable alternative locations which avoid prime agricultural areas; and ii. there are no reasonable alternative locations in prime agricultural areas with lower priority agricultural lands. 2.3.6.2 Impacts from any new or expanding non-agricultural uses on surrounding agricultural operations and lands are to be mitigated to the extent feasible. 2.4 Minerals and Petroleum 2.4.1 Minerals and petroleum resources shall be protected for long-term use. 2.4.2 Protection of Long-Term Resource Supply 2.4.2.1 Mineral mining operations and petroleum resource operations shall be identified and protected from development and activities that would preclude or hinder their expansion or continued use or which would be incompatible for reasons of public health, public safety or environmental impact. 2.4.2.2 Known mineral deposits, known petroleum resources and significant areas of mineral potential shall be identified and development and activities in these resources or on adjacent lands which would preclude or hinder the establishment of new operations or access to the resources shall only be permitted if: a) resource use would not be feasible; or b) the proposed land use or development serves a greater long-term public interest; and c) issues of public health, public safety and environmental impact are addressed. 2.4.3 Rehabilitation 2.4.3.1 Rehabilitation to accommodate subsequent land uses shall be required after extraction and other related activities have ceased. Progressive rehabilitation should be undertaken wherever feasible. Page 213 of 353 29 | Provincial Policy Statement, 2020 2.4.4 Extraction in Prime Agricultural Areas 2.4.4.1 Extraction of minerals and petroleum resources is permitted in prime agricultural areas provided that the site will be rehabilitated. 2.5 Mineral Aggregate Resources 2.5.1 Mineral aggregate resources shall be protected for long-term use and, where provincial information is available, deposits of mineral aggregate resources shall be identified. 2.5.2 Protection of Long-Term Resource Supply 2.5.2.1 As much of the mineral aggregate resources as is realistically possible shall be made available as close to markets as possible. Demonstration of need for mineral aggregate resources, including any type of supply/demand analysis, shall not be required, notwithstanding the availability, designation or licensing for extraction of mineral aggregate resources locally or elsewhere. 2.5.2.2 Extraction shall be undertaken in a manner which minimizes social, economic and environmental impacts. 2.5.2.3 Mineral aggregate resource conservation shall be undertaken, including through the use of accessory aggregate recycling facilities within operations, wherever feasible. 2.5.2.4 Mineral aggregate operations shall be protected from development and activities that would preclude or hinder their expansion or continued use or which would be incompatible for reasons of public health, public safety or environmental impact. Existing mineral aggregate operations shall be permitted to continue without the need for official plan amendment, rezoning or development permit under the Planning Act. Where the Aggregate Resources Act applies, only processes under the Aggregate Resources Act shall address the depth of extraction of new or existing mineral aggregate operations. When a license for extraction or operation ceases to exist, policy 2.5.2.5 continues to apply. 2.5.2.5 In known deposits of mineral aggregate resources and on adjacent lands, development and activities which would preclude or hinder the establishment of new operations or access to the resources shall only be permitted if: a) resource use would not be feasible; or b) the proposed land use or development serves a greater long-term public interest; and c) issues of public health, public safety and environmental impact are addressed. Page 214 of 353 Provincial Policy Statement, 2020 | 30 2.5.3 Rehabilitation 2.5.3.1 Progressive and final rehabilitation shall be required to accommodate subsequent land uses, to promote land use compatibility, to recognize the interim nature of extraction, and to mitigate negative impacts to the extent possible. Final rehabilitation shall take surrounding land use and approved land use designations into consideration. 2.5.3.2 Comprehensive rehabilitation planning is encouraged where there is a concentration of mineral aggregate operations. 2.5.3.3 In parts of the Province not designated under the Aggregate Resources Act, rehabilitation standards that are compatible with those under the Act should be adopted for extraction operations on private lands. 2.5.4 Extraction in Prime Agricultural Areas 2.5.4.1 In prime agricultural areas, on prime agricultural land, extraction of mineral aggregate resources is permitted as an interim use provided that the site will be rehabilitated back to an agricultural condition. Complete rehabilitation to an agricultural condition is not required if: a) outside of a specialty crop area, there is a substantial quantity of mineral aggregate resources below the water table warranting extraction, or the depth of planned extraction in a quarry makes restoration of pre-extraction agricultural capability unfeasible; b) in a specialty crop area, there is a substantial quantity of high quality mineral aggregate resources below the water table warranting extraction, and the depth of planned extraction makes restoration of pre-extraction agricultural capability unfeasible; c) other alternatives have been considered by the applicant and found unsuitable. The consideration of other alternatives shall include resources in areas of Canada Land Inventory Class 4 through 7 lands, resources on lands identified as designated growth areas, and resources on prime agricultural lands where rehabilitation is feasible. Where no other alternatives are found, prime agricultural lands shall be protected in this order of priority: specialty crop areas, Canada Land Inventory Class 1, 2 and 3 lands; and d) agricultural rehabilitation in remaining areas is maximized. 2.5.5 Wayside Pits and Quarries, Portable Asphalt Plants and Portable Concrete Plants 2.5.5.1 Wayside pits and quarries, portable asphalt plants and portable concrete plants used on public authority contracts shall be permitted, without the need for an official plan Page 215 of 353 31 | Provincial Policy Statement, 2020 amendment, rezoning, or development permit under the Planning Act in all areas, except those areas of existing development or particular environmental sensitivity which have been determined to be incompatible with extraction and associated activities. 2.6 Cultural Heritage and Archaeology 2.6.1 Significant built heritage resources and significant cultural heritage landscapes shall be conserved. 2.6.2 Development and site alteration shall not be permitted on lands containing archaeological resources or areas of archaeological potential unless significant archaeological resources have been conserved. 2.6.3 Planning authorities shall not permit development and site alteration on adjacent lands to protected heritage property except where the proposed development and site alteration has been evaluated and it has been demonstrated that the heritage attributes of the protected heritage property will be conserved. 2.6.4 Planning authorities should consider and promote archaeological management plans and cultural plans in conserving cultural heritage and archaeological resources. 2.6.5 Planning authorities shall engage with Indigenous communities and consider their interests when identifying, protecting and managing cultural heritage and archaeological resources. Page 216 of 353 Provincial Policy Statement, 2020 | 32 3.0 Protecting Public Health and Safety Ontario's long-term prosperity, environmental health and social well-being depend on reducing the potential for public cost or risk to Ontario’s residents from natural or human-made hazards. Development shall be directed away from areas of natural or human-made hazards where there is an unacceptable risk to public health or safety or of property damage, and not create new or aggravate existing hazards. Mitigating potential risk to public health or safety or of property damage from natural hazards, including the risks that may be associated with the impacts of a changing climate, will require the Province, planning authorities, and conservation authorities to work together. Accordingly: 3.1 Natural Hazards 3.1.1 Development shall generally be directed, in accordance with guidance developed by the Province (as amended from time to time), to areas outside of: a) hazardous lands adjacent to the shorelines of the Great Lakes - St. Lawrence River System and large inland lakes which are impacted by flooding hazards, erosion hazards and/or dynamic beach hazards; b) hazardous lands adjacent to river, stream and small inland lake systems which are impacted by flooding hazards and/or erosion hazards; and c) hazardous sites. 3.1.2 Development and site alteration shall not be permitted within: a) the dynamic beach hazard; b) defined portions of the flooding hazard along connecting channels (the St. Marys, St. Clair, Detroit, Niagara and St. Lawrence Rivers); c) areas that would be rendered inaccessible to people and vehicles during times of flooding hazards, erosion hazards and/or dynamic beach hazards, unless it has been demonstrated that the site has safe access appropriate for the nature of the development and the natural hazard; and d) a floodway regardless of whether the area of inundation contains high points of land not subject to flooding. 3.1.3 Planning authorities shall prepare for the impacts of a changing climate that may increase the risk associated with natural hazards. 3.1.4 Despite policy 3.1.2, development and site alteration may be permitted in certain areas associated with the flooding hazard along river, stream and small inland lake systems: Page 217 of 353 33 | Provincial Policy Statement, 2020 a) in those exceptional situations where a Special Policy Area has been approved. The designation of a Special Policy Area, and any change or modification to the official plan policies, land use designations or boundaries applying to Special Policy Area lands, must be approved by the Ministers of Municipal Affairs and Housing and Natural Resources and Forestry prior to the approval authority approving such changes or modifications; or b) where the development is limited to uses which by their nature must locate within the floodway, including flood and/or erosion control works or minor additions or passive non-structural uses which do not affect flood flows. 3.1.5 Development shall not be permitted to locate in hazardous lands and hazardous sites where the use is: a) an institutional use including hospitals, long-term care homes, retirement homes, pre-schools, school nurseries, day cares and schools; b) an essential emergency service such as that provided by fire, police and ambulance stations and electrical substations; or c) uses associated with the disposal, manufacture, treatment or storage of hazardous substances. 3.1.6 Where the two zone concept for flood plains is applied, development and site alteration may be permitted in the flood fringe, subject to appropriate floodproofing to the flooding hazard elevation or another flooding hazard standard approved by the Minister of Natural Resources and Forestry. 3.1.7 Further to policy 3.1.6, and except as prohibited in policies 3.1.2 and 3.1.5, development and site alteration may be permitted in those portions of hazardous lands and hazardous sites where the effects and risk to public safety are minor, could be mitigated in accordance with provincial standards, and where all of the following are demonstrated and achieved: a) development and site alteration is carried out in accordance with floodproofing standards, protection works standards, and access standards; b) vehicles and people have a way of safely entering and exiting the area during times of flooding, erosion and other emergencies; c) new hazards are not created and existing hazards are not aggravated; and d) no adverse environmental impacts will result. 3.1.8 Development shall generally be directed to areas outside of lands that are unsafe for development due to the presence of hazardous forest types for wildland fire. Development may however be permitted in lands with hazardous forest types for wildland fire where the risk is mitigated in accordance with wildland fire assessment and mitigation standards. Page 218 of 353 Provincial Policy Statement, 2020 | 34 3.2 Human-Made Hazards 3.2.1 Development on, abutting or adjacent to lands affected by mine hazards; oil, gas and salt hazards; or former mineral mining operations, mineral aggregate operations or petroleum resource operations may be permitted only if rehabilitation or other measures to address and mitigate known or suspected hazards are under way or have been completed. 3.2.2 Sites with contaminants in land or water shall be assessed and remediated as necessary prior to any activity on the site associated with the proposed use such that there will be no adverse effects. 3.2.3 Planning authorities should support, where feasible, on-site and local re-use of excess soil through planning and development approvals while protecting human health and the environment. Page 219 of 353 35 | Provincial Policy Statement, 2020 4.0 Implementation and Interpretation 4.1 This Provincial Policy Statement applies to all decisions in respect of the exercise of any authority that affects a planning matter made on or after May 1, 2020. 4.2 This Provincial Policy Statement shall be read in its entirety and all relevant policies are to be applied to each situation. 4.3 This Provincial Policy Statement shall be implemented in a manner that is consistent with the recognition and affirmation of existing Aboriginal and treaty rights in section 35 of the Constitution Act, 1982. 4.4 This Provincial Policy Statement shall be implemented in a manner that is consistent with Ontario Human Rights Code and the Canadian Charter of Rights and Freedoms. 4.5 In implementing the Provincial Policy Statement, the Minister of Municipal Affairs and Housing may take into account other considerations when making decisions to support strong communities, a clean and healthy environment and the economic vitality of the Province. 4.6 The official plan is the most important vehicle for implementation of this Provincial Policy Statement. Comprehensive, integrated and long-term planning is best achieved through official plans. Official plans shall identify provincial interests and set out appropriate land use designations and policies. To determine the significance of some natural heritage features and other resources, evaluation may be required. In order to protect provincial interests, planning authorities shall keep their official plans up-to-date with this Provincial Policy Statement. The policies of this Provincial Policy Statement continue to apply after adoption and approval of an official plan. 4.7 In addition to land use approvals under the Planning Act, infrastructure may also require approval under other legislation and regulations. An environmental assessment process may be required for new infrastructure and modifications to existing infrastructure under applicable legislation. Wherever possible and practical, approvals under the Planning Act and other legislation or regulations should be integrated provided the intent and requirements of both processes are met. 4.8 The Province, in consultation with municipalities, Indigenous communities, other public bodies and stakeholders shall identify performance indicators for measuring the effectiveness of some or all of the policies. The Province shall monitor their implementation, including reviewing performance indicators concurrent with any review of this Provincial Policy Statement. Page 220 of 353 Provincial Policy Statement, 2020 | 36 4.9 Municipalities are encouraged to monitor and report on the implementation of the policies in their official plans, in accordance with any reporting requirements, data standards and any other guidelines that may be issued by the Minister. 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OR O-ME DO NTE SPRIN G WATERCO LL IN GW OO D CLEAR VIEW NEWTECU MSETH ESSA IN NIS FIL BRAD FO RDWESTGWILLIMBU RY ADJALA-TOSOR ON TIO OWE NSOU ND GEO R GIANBLUFFS ME AF O RD T HE B LU EMO UN TAINS CHAT SWO RTH HAN OV ER GR EYHIG HLAN DS SOU THG ATE WESTGR EY NO RTH ERNBRU CEPENIN SU LA SOU THBRU CEPENIN SU LA SAUG EE NSHO RE S ARR AN-ELDER SLIE BRO CK TON KINC ARD INE HUR O N-KINLO SS SOU THBRU CE NO RTHHUR O NMO RR I S-TURN BER RY HO WICK ASHF IELD-CO LB OR NE -WAWAN OSH GO DE RICH CEN TRALHUR O N HUR O NEAST BLUEWAT ER SOU THHUR O N LU CA NBIDD ULPH NO RTHMID DLES EX THAMESCEN TRE MID DLES EXCEN TRE STRATH RO Y-CAR ADO C ADELA IDE-ME TCALFE SOU THW ESTMIDDLES EX NEWB UR Y WARWIC K LAMBTONSHO RE S PLY MPTON -WYOMIN GPOIN TEDWA RDSARN IA PETR OLIA OILSPRIN G S ENN ISKILLEN BRO O KE-ALV INSTO N DAWN -EUPH EMIA S T.CLAIR LA KESH O RE TECU MSEHLA SALLE AMHER STBU RG ESSE X KING SVILLELE AMINGTON WESTEL GIN DUTT ON /DUN WIC H SOU THW OLD CEN TRALEL GIN AYLMER MALAHIDE BAYH AM BLAND FO RD-BLENH EIM WOO DS TOC K EASTZOR RA-TAV ISTOC K ZOR RA IN G E R S OL L SOU TH-WESTOXFO R D TILLS ON BUR G NO RWIC H NO RTHPERT H WESTPERT H PERT HSOU TH PERT HEAST WOOLWICHWELLESLEY WILMOT WATERLO O KITCH ENE RCAM BR IDG E NO RTHDUM FR IES GR I MS BY LI N CO L N S T.CATH ARIN ES NIAG AR A-ON -THE -LA K E NIAG AR AFA L LS THO RO LD WELLAND PELHA M WESTLI N CO L N WAINFLEE T POR TCO LB OR NE FOR TERIE HALTO NHILLS MI L T O N BUR LING TON OAK VILLE MIN TO MA PLETO N WELLINGTONNO RTH ERINCEN TREWELLINGTON GU ELPH/E RAMO SA PUSLIN CH SHELB UR NE ME LA NC THO N MU L M UR OR ANG EV ILLE MO NO AM ARA NTH EAST LU T HE RGR ANDVALLEYEASTGAR AFR AXA CALED ON BRAMP TON MIS SISSA UG A GEO R GIN A EASTGWILLIMBU RY KING NEWM A RKE T AURORA WHITC HU RCH -STOU FFVILLE RICH M ON DHILLMA RKH AM VAUG HA N BRO CK UXBR IDG E SCU GO G CLAR ING TON OSH AWA WHITBY AJA X PICKE RIN G GALWAY-CAVE NDIS HAND HAR VEY NO RTHKAWAR THA HAVE LO C K-BELMON T-ME T HU EN DO UR O-DUM M ERSMITH-ENN ISMOR E-LA KEFIELD CAVAN -MO NA GH AN OTO NA BEE-SOU THMO NA GH AN ASPH OD EL-NO RWO O D TREN THILLS POR THO PE CO BO URG HAM IL TON ALNWIC K/HALD IMA ND CRA M AHE BRIGHTON HAST ING SHIG HLAN DS CAR L OW/MAY O BANC RO FT FA RAD AY WOL L AS TON LIMER ICK TUDO R ANDCASH EL MA RM O RAAND LAKE MA DO C TWEED CEN TREHAST ING SSTIRLIN G-RAWD ON DESE RO NTO TYEN DINA GA ADD ING TONHIG HLAN DS STON EMILLS GR EATERNAPA NEE LO YALIST NO RTHFRO NTEN AC CEN TRALFRO NTEN AC SOU THFRO NTEN AC FRO NTEN ACIS L A N D S LA NA R KHIG HLAN DS MIS SISSIP PIMILLS CAR LETO NPLACE BECK WITH PERT H TA YVALLEY DRU M M ON D/NO RTHELMS LEY MO NTA GU E NO RTHGR E NV I LL E ME RR IC KVILLE-WOLFORD ATHEN S WESTP OR T RIDE AULA KES LEEDS ANDTHE TH OU SAN DIS L A N D S FRONT OFYON G E ELIZABET HTO WN-KITLEY AUG US TA EDWA RDS BUR G H/CAR DIN AL RUS SELL CASS ELMAN CLAR ENC E-RO CKLAN D ALFRED ANDPLANTAG EN ET THENATION HAWK ESBU RY CHA MPLAIN EASTHAWK ESBU RY NO RTHGL EN GA RR Y NO RTHSTOR M ON T NO RTHDUN DA S SOU THDUN DA S SOU THSTOR M ON T SOU THGL EN GA RR Y NO RTH EASTE RNMA NITO ULIN AN DTHE ISLA ND S EVAN TUR EL HAR RIS !!!!!!!!!!!!!!!!!! !!!!!KENORA COCHRANE THUNDER BAY ALGOMA SUDBURY NIPISSING RAINY RIVER TEMISKAMING GREY PARRY SOUND HURON RENFREW BRUCE SIMCOE HASTINGS MUSKOKA LANARK HALIBURTON PERTH ELGIN YORK DURHAM LAMBTON FRONTENAC ESSEX MIDDLESEX PETERBOROUGH PEEL OXFORD NIAGARA MANITOULIN LEEDS AND GRENVILLE DUFFERIN WATERLOO HALTON L E N N O X AND ADD I N G TO N NORTHUMBERLAND PRESCOTT AND RUSSELL WELLINGTON STOR M O N T, D U N D A S AND GLE N G A R RY Figure 1. Natural Heritage Protection Line !!Northern limit of Ecoregions* 5E, 6E and 7E for the purposes of policies under 2.1 Notes: * "Crins, W.J. 2002. Ecozones, Ecoregions, and Ecodistricts of Ontario. Ontario Ministry of Natural Resources. Prepared for Ecological Land Classification Working Group." Northern limit of Ecoregions* 6E and 7E for the purposes of policies under 2.1 Ecoregions* 6E and 7E for the purposes of policies under 2.1 0 100 200 KmlN Page 222 of 353 Provincial Policy Statement, 2020 | 38 ! ! ! ! ! ! !! ! ! ! ! ! ! !! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !!! ! ! ! ! ! ! ! ! ! ! !! ! ! !! !! ! ! !! !! ! ! ! ! LENNO X A N D A D DI N G T O N Figure 1. (Enlarged Inset) Natural Heritage Protection Line ! ! Northern limit of Ecoregions* 5E, 6E and 7E for the purposes of policies under 2.1Northern limit of Ecoregions* 6E and 7E for the purposes of policies under 2.1 Ecoregions* 6E and 7E for the purposes of policies under 2.1 Notes: * "Crins, W.J. 2002. Ecozones, Ecoregions, and Ecodistricts of Ontario. Ontario Ministryof Natural Resources. Prepared for Ecological Land Classification Working Group." 0 50 100 Km lN CHAMBERLAIN WAWA ENGLEHART MATACHEWAN CHARLTON EVANTUREL CHAPLEAU AND DACK ARMSTRONGH BRETHOUR JAMES ILLIARD THORNLOE HARLEYCASEY KERNS HARRIS HUDSON TEMISKAMING SHORES ALGOMA TEMISKAMING SUDBURY COBALT COLEMAN LATCHFORD TEMAGAMI !SAULT STE.MARIE PRINCE MACDONALD, GREATERSUDBURY !MARKSTAY-WARREN MEREDITHAND ABERDEENADDITIONAL LAIRD TARBUTT JOHNSON PLUMMERADDITIONAL BLIND RIVER ELLIOTLAKE NI WEST MATTAWAN PISSING NORTHBAY MATTAWA NAIRN ANDHYMAN ST.-PAPINEAU-CHARLES CAMERON AND TARBUTTADDITIONAL ST.JOSEPH H BRUCEMINES BALDWIN EAST BONFIELD FERRIS CALVIN HEAD,CLARA AND MARIA ILTONBEACH THESSALON HURONSHORES THE NORTH SPANISH SHORE SABLES-CALLANDER SPANISH RIVERS NIPISSING ESPANOLA DEEPRIVER FRENCH CHISHOLM LAURENTIAN RIVER HILLS HILTON NIPISSING JOCELYN KILLARNEY POWASSAN PETAWAWA PEMBROKE LAURENTIAN MANITOULIN AND NORTHEASTERN MACHAR VALLEY GORE WHITEWATER THE ISLANDS BAY SOUTH REGION COCKBURN PARRY SOUND RIVER JOLY KILLALOE, ISLAND GORDON / BARRIE ISLAND BILLINGS SUNDRIDGE HAGARTY NORTH ALGONA STRONG AND WILBERFORCE RICHARDS HORTON BURPEE AND MILLS KEARNEYRENFREW ARMOUR MAGNETAWAN MCNAB-MANITOULIN WHITESTONE BURK'S BRAESIDE ARNPRIOR CENTRAL ASSIGINACK MADAWASKA BONNECHERE MANITOULIN THE FALLS SOUTH VALLEY VALLEY ADMASTON/ ARCHIPELAGO RYERSON ALGONQUIN BROMLEY TEHKUMMAH PERRY MISSISSIPPI OTTAWA RENFREW MCKELLAR MILLS MCMURRICH-MONTEITH ALGONQUIN GREATER NORTHEASTERN CARLING MCDOUGALL LAKE HIGHLANDS BRUDENELL, MADAWASKA MANITOULIN AND LYNDOCH CARLETON THE ISLANDS PARRY OF BAYS HASTINGS ANDRAGLAN LANARK PLACE HIGHLANDS SOUND SEGUIN HUNTSVILLE CARLOW/ LANARK BECKWITH MAYO HIGHLANDS ADDINGTON MONTAGUE NORTH DYSART ET AL HIGHLANDS DRUMMOND/ GRENVILLE THE NORTH ARCHIPELAGO NORTH ELMSLEY MUSKOKA FRONTENAC FALLS MUSKOKA HALIBURTON BANCROFT SMITHS LAKES FARADAY NORTHERN GEORGIAN BAY BRACEBRIDGE HIGHLANDSEAST MINDEN BRUCE HILLS WOLLASTON PENINSULA LIMERICK EDWAR MERRICKVILLE-CAR PERTH WOLFORD TAY AUGUSTA VALLEY FRONTENAC LEEDS GRAVENHURST NORTHKAWARTHA TUDOR GALWAY-SOUTH PENETANGUISHENE BRUCE CAVENDISH AND HARVEY ANDCASHELHASTI NGS CENTRALFRONTENAC WESTPORT PENINSULA MIDLANDNY TI TAY SEVERN HAVELOCK-BELMONT-METHUEN MARMORAAND LAKE RIDEAULAKES ELAND GRENV IZABETHTOWN-PR KITLEY ILLE ATHENS BROCKV ILLE MADOC TWEED RAMARA GEORGIAN ORILLIA BLUFFS MEAFORD ORO-PETERBOROUGH FRONT OFYONGE SOUTHFRONTENAC LEEDS ANDTHE THOUSAND ISLANDS KAWARTHA OWENSOUND COLLINGWOOD MEDONTE LAKES SMITH-WASAGA BEACH DOURO-DUMMER CENTREHASTINGS STONEMILLS STIRLING-GANANOQUE SAUGEENSHORES ARRAN-ELDERSLI THE BLUEMOUNTAINS E SIMCOE ENNISMORE-RAWDON LAKEFIELD ASPHODEL-LOYALIST NORWOOD SPRINGWATER TYENDINAGA GREATER TRENT NAPANEE KINGSTON CHATSWORTH CLEARVIEW BARRIE BROCK HILLS PETERBOROUGH BELLEVILLE FRONTENACISLANDS BRUCE GREY HI GREY INNISFIL GHLANDS GEORGINA CAVAN-MONAGHAN OTONABEE-DESERONTO SOUTHMONAGHAN QUINTEWEST BRIGHTON KINCARDINE BROCKTON HANOVER MULMUR WEST GREY MELANCTHON ADJALA-TOSORONT IO ESSA ALNWICK/ HALDIMAND CRAMAHENORTHUMBERLAND BRADFORD GW WEST ILLIMBURY GWI EASTLLIMBURY PRINCE UXBRIDGE SCUGOG EDWARDCOUNTY SOUTHGATE SHELBURNE MONO NEWTECUMSETH NEWMARKETWH HURON-KINLOSS SOUTHBRUCE AMARANTH EAST DUFFERIN DURHAM ITCHURCH-CLARINGTON STOUFFVILLE PORT HAMILTON HOPE WELLINGTON ASHFIELD-COLBORNE-WAWANOSH HURONNORTH HOWICK NORTH MINTO WELLINGTON LUTHERGRANDVALLEY KING AURORAYORK COBOURG PICKERING OSHAWA ORANGEVILLE EASTGARAFRAXA PEELCALEDON RICHMONDHILL MARKHAM WHITBY AJAX VAUGHAN HURONPage 223 of 353 39 | Provincial Policy Statement, 2020 6.0 Definitions Access standards: means methods or procedures to ensure safe vehicular and pedestrian movement, and access for the maintenance and repair of protection works, during times of flooding hazards, erosion hazards and/or other water-related hazards. Active transportation: means human-powered travel, including but not limited to, walking, cycling, inline skating and travel with the use of mobility aids, including motorized wheelchairs and other power-assisted devices moving at a comparable speed. Adjacent lands: means a) for the purposes of policy 1.6.8.3, those lands contiguous to existing or planned corridors and transportation facilities where development would have a negative impact on the corridor or facility. The extent of the adjacent lands may be recommended in guidelines developed by the Province or based on municipal approaches that achieve the same objectives; b) for the purposes of policy 2.1.8, those lands contiguous to a specific natural heritage feature or area where it is likely that development or site alteration would have a negative impact on the feature or area. The extent of the adjacent lands may be recommended by the Province or based on municipal approaches which achieve the same objectives; c) for the purposes of policies 2.4.2.2 and 2.5.2.5, those lands contiguous to lands on the surface of known petroleum resources, mineral deposits, or deposits of mineral aggregate resources where it is likely that development would constrain future access to the resources. The extent of the adjacent lands may be recommended by the Province; and d) for the purposes of policy 2.6.3, those lands contiguous to a protected heritage property or as otherwise defined in the municipal official plan. Adverse effects: as defined in the Environmental Protection Act, means one or more of: a) impairment of the quality of the natural environment for any use that can be made of it; b) injury or damage to property or plant or animal life; c) harm or material discomfort to any person; d) an adverse effect on the health of any person; e) impairment of the safety of any person; f) rendering any property or plant or animal life unfit for human use; g) loss of enjoyment of normal use of property; and h) interference with normal conduct of business. Affordable: means a) in the case of ownership housing, the least expensive of: 1. housing for which the purchase price results in annual accommodation costs which do not exceed 30 percent of gross annual household income for low and moderate income households; or 2. housing for which the purchase price is at least 10 percent below the average purchase price of a resale unit in the regional market area; b) in the case of rental housing, the least expensive of: 1. a unit for which the rent does not exceed 30 percent of gross annual household income for low and moderate income households; or 2. a unit for which the rent is at or below the average market rent of a unit in the regional market area. Agricultural condition: means a) in regard to specialty crop areas, a condition in which substantially the same areas and same average soil capability for agriculture are restored, the same range and productivity of specialty crops common in the area can be achieved, and, where Page 224 of 353 Provincial Policy Statement, 2020 | 40 applicable, the microclimate on which the site and surrounding area may be dependent for specialty crop production will be maintained or restored; and b) in regard to prime agricultural land outside of specialty crop areas, a condition in which substantially the same areas and same average soil capability for agriculture are restored. Agricultural System: A system comprised of a group of inter-connected elements that collectively create a viable, thriving agricultural sector. It has two components: a) An agricultural land base comprised of prime agricultural areas, including specialty crop areas, and rural lands that together create a continuous productive land base for agriculture; and b) An agri-food network which includes infrastructure, services, and assets important to the viability of the agri-food sector. Agricultural uses: means the growing of crops, including nursery, biomass, and horticultural crops; raising of livestock; raising of other animals for food, fur or fibre, including poultry and fish; aquaculture; apiaries; agro-forestry; maple syrup production; and associated on- farm buildings and structures, including, but not limited to livestock facilities, manure storages, value-retaining facilities, and accommodation for full-time farm labour when the size and nature of the operation requires additional employment. Agri-food network: Within the agricultural system, a network that includes elements important to the viability of the agri-food sector such as regional infrastructure and transportation networks; on-farm buildings and infrastructure; agricultural services, farm markets, distributors, and primary processing; and vibrant, agriculture-supportive communities. Agri-tourism uses: means those farm-related tourism uses, including limited accommodation such as a bed and breakfast, that promote the enjoyment, education or activities related to the farm operation. Agriculture-related uses: means those farm- related commercial and farm-related industrial uses that are directly related to farm operations in the area, support agriculture, benefit from being in close proximity to farm operations, and provide direct products and/or services to farm operations as a primary activity. Airports: means all Ontario airports, including designated lands for future airports, with Noise Exposure Forecast (NEF)/Noise Exposure Projection (NEP) mapping. Alternative energy system: means a system that uses sources of energy or energy conversion processes to produce power, heat and/or cooling that significantly reduces the amount of harmful emissions to the environment (air, earth and water) when compared to conventional energy systems. Archaeological resources: includes artifacts, archaeological sites, marine archaeological sites, as defined under the Ontario Heritage Act. The identification and evaluation of such resources are based upon archaeological fieldwork undertaken in accordance with the Ontario Heritage Act. Areas of archaeological potential: means areas with the likelihood to contain archaeological resources. Criteria to identify archaeological potential are established by the Province. The Ontario Heritage Act requires archaeological potential to be confirmed by a licensed archaeologist. Areas of mineral potential: means areas favourable to the discovery of mineral deposits due to geology, the presence of known mineral deposits or other technical evidence. Areas of natural and scientific interest (ANSI): means areas of land and water containing natural landscapes or features that have been identified as having life science or earth science values related to protection, scientific study or education. Brownfield sites: means undeveloped or previously developed properties that may be Page 225 of 353 41 | Provincial Policy Statement, 2020 contaminated. They are usually, but not exclusively, former industrial or commercial properties that may be underutilized, derelict or vacant. Built heritage resource: means a building, structure, monument, installation or any manufactured or constructed part or remnant that contributes to a property’s cultural heritage value or interest as identified by a community, including an Indigenous community. Built heritage resources are located on property that may be designated under Parts IV or V of the Ontario Heritage Act, or that may be included on local, provincial, federal and/or international registers. Coastal wetland: means a) any wetland that is located on one of the Great Lakes or their connecting channels (Lake St. Clair, St. Marys, St. Clair, Detroit, Niagara and St. Lawrence Rivers); or b) any other wetland that is on a tributary to any of the above-specified water bodies and lies, either wholly or in part, downstream of a line located 2 kilometres upstream of the 1:100 year floodline (plus wave run-up) of the large water body to which the tributary is connected. Comprehensive rehabilitation: means rehabilitation of land from which mineral aggregate resources have been extracted that is coordinated and complementary, to the extent possible, with the rehabilitation of other sites in an area where there is a high concentration of mineral aggregate operations. Comprehensive review: means a) for the purposes of policies 1.1.3.8, 1.1.3.9 and 1.3.2.4, an official plan review which is initiated by a planning authority, or an official plan amendment which is initiated or adopted by a planning authority, which: 1. is based on a review of population and employment projections and which reflect projections and allocations by upper-tier municipalities and provincial plans, where applicable; considers alternative directions for growth or development; and determines how best to accommodate the development while protecting provincial interests; 2. utilizes opportunities to accommodate projected growth or development through intensification and redevelopment; and considers physical constraints to accommodating the proposed development within existing settlement area boundaries; 3. is integrated with planning for infrastructure and public service facilities, and considers financial viability over the life cycle of these assets, which may be demonstrated through asset management planning; 4. confirms sufficient water quality, quantity and assimilative capacity of receiving water are available to accommodate the proposed development; 5. confirms that sewage and water services can be provided in accordance with policy 1.6.6; and 6. considers cross-jurisdictional issues. b) for the purposes of policy 1.1.6, means a review undertaken by a planning authority or comparable body which: 1. addresses long-term population projections, infrastructure requirements and related matters; 2. confirms that the lands to be developed do not comprise specialty crop areas in accordance with policy 2.3.2; and 3. considers cross-jurisdictional issues. In undertaking a comprehensive review the level of detail of the assessment should correspond with the complexity and scale of the settlement boundary or development proposal. Conserved: means the identification, protection, management and use of built heritage resources, cultural heritage landscapes and archaeological resources in a manner that ensures their cultural heritage value or interest is retained. This may be achieved by the implementation of recommendations set out in a conservation plan, archaeological assessment, and/or heritage impact assessment that has been approved, accepted or adopted by the relevant planning authority and/or decision- Page 226 of 353 Provincial Policy Statement, 2020 | 42 maker. Mitigative measures and/or alternative development approaches can be included in these plans and assessments. Cultural heritage landscape: means a defined geographical area that may have been modified by human activity and is identified as having cultural heritage value or interest by a community, including an Indigenous community. The area may include features such as buildings, structures, spaces, views, archaeological sites or natural elements that are valued together for their interrelationship, meaning or association. Cultural heritage landscapes may be properties that have been determined to have cultural heritage value or interest under the Ontario Heritage Act, or have been included on federal and/or international registers, and/or protected through official plan, zoning by-law, or other land use planning mechanisms. Defined portions of the flooding hazard along connecting channels: means those areas which are critical to the conveyance of the flows associated with the one hundred year flood level along the St. Marys, St. Clair, Detroit, Niagara and St. Lawrence Rivers, where development or site alteration will create flooding hazards, cause updrift and/or downdrift impacts and/or cause adverse environmental impacts. Deposits of mineral aggregate resources: means an area of identified mineral aggregate resources, as delineated in Aggregate Resource Inventory Papers or comprehensive studies prepared using evaluation procedures established by the Province for surficial and bedrock resources, as amended from time to time, that has a sufficient quantity and quality to warrant present or future extraction. Designated and available: means lands designated in the official plan for urban residential use. For municipalities where more detailed official plan policies (e.g. secondary plans) are required before development applications can be considered for approval, only lands that have commenced the more detailed planning process are considered to be designated and available for the purposes of this definition. Designated growth areas: means lands within settlement areas designated in an official plan for growth over the long-term planning horizon provided in policy 1.1.2, but which have not yet been fully developed. Designated growth areas include lands which are designated and available for residential growth in accordance with policy 1.4.1(a), as well as lands required for employment and other uses. Designated vulnerable area: means areas defined as vulnerable, in accordance with provincial standards, by virtue of their importance as a drinking water source. Development: means the creation of a new lot, a change in land use, or the construction of buildings and structures requiring approval under the Planning Act, but does not include: a) activities that create or maintain infrastructure authorized under an environmental assessment process; b) works subject to the Drainage Act; or c) for the purposes of policy 2.1.4(a), underground or surface mining of minerals or advanced exploration on mining lands in significant areas of mineral potential in Ecoregion 5E, where advanced exploration has the same meaning as under the Mining Act. Instead, those matters shall be subject to policy 2.1.5(a). Dynamic beach hazard: means areas of inherently unstable accumulations of shoreline sediments along the Great Lakes - St. Lawrence River System and large inland lakes, as identified by provincial standards, as amended from time to time. The dynamic beach hazard limit consists of the flooding hazard limit plus a dynamic beach allowance. Ecological function: means the natural processes, products or services that living and non-living environments provide or perform within or between species, ecosystems and landscapes. These may include biological, physical and socio-economic interactions. Page 227 of 353 43 | Provincial Policy Statement, 2020 Employment area: means those areas designated in an official plan for clusters of business and economic activities including, but not limited to, manufacturing, warehousing, offices, and associated retail and ancillary facilities. Endangered species: means a species that is classified as “Endangered Species” on the Species at Risk in Ontario List, as updated and amended from time to time. Erosion hazard: means the loss of land, due to human or natural processes, that poses a threat to life and property. The erosion hazard limit is determined using considerations that include the 100 year erosion rate (the average annual rate of recession extended over a one hundred year time span), an allowance for slope stability, and an erosion/erosion access allowance. Essential emergency service: means services which would be impaired during an emergency as a result of flooding, the failure of floodproofing measures and/or protection works, and/or erosion. Fish: means fish, which as defined in the Fisheries Act, includes fish, shellfish, crustaceans, and marine animals, at all stages of their life cycles. Fish habitat: as defined in the Fisheries Act, means spawning grounds and any other areas, including nursery, rearing, food supply, and migration areas on which fish depend directly or indirectly in order to carry out their life processes. Flood fringe: for river, stream and small inland lake systems, means the outer portion of the flood plain between the floodway and the flooding hazard limit. Depths and velocities of flooding are generally less severe in the flood fringe than those experienced in the floodway. Flood plain: for river, stream and small inland lake systems, means the area, usually low lands adjoining a watercourse, which has been or may be subject to flooding hazards. Flooding hazard: means the inundation, under the conditions specified below, of areas adjacent to a shoreline or a river or stream system and not ordinarily covered by water: a) along the shorelines of the Great Lakes - St. Lawrence River System and large inland lakes, the flooding hazard limit is based on the one hundred year flood level plus an allowance for wave uprush and other water- related hazards; b) along river, stream and small inland lake systems, the flooding hazard limit is the greater of: 1. the flood resulting from the rainfall actually experienced during a major storm such as the Hurricane Hazel storm (1954) or the Timmins storm (1961), transposed over a specific watershed and combined with the local conditions, where evidence suggests that the storm event could have potentially occurred over watersheds in the general area; 2. the one hundred year flood; and 3. a flood which is greater than 1. or 2. which was actually experienced in a particular watershed or portion thereof as a result of ice jams and which has been approved as the standard for that specific area by the Minister of Natural Resources and Forestry; except where the use of the one hundred year flood or the actually experienced event has been approved by the Minister of Natural Resources and Forestry as the standard for a specific watershed (where the past history of flooding supports the lowering of the standard). Floodproofing standard: means the combination of measures incorporated into the basic design and/or construction of buildings, structures, or properties to reduce or eliminate flooding hazards, wave uprush and other water- related hazards along the shorelines of the Great Lakes - St. Lawrence River System and large inland lakes, and flooding hazards along river, stream and small inland lake systems. Floodway: for river, stream and small inland lake systems, means the portion of the flood Page 228 of 353 Provincial Policy Statement, 2020 | 44 plain where development and site alteration would cause a danger to public health and safety or property damage. Where the one zone concept is applied, the floodway is the entire contiguous flood plain. Where the two zone concept is applied, the floodway is the contiguous inner portion of the flood plain, representing that area required for the safe passage of flood flow and/or that area where flood depths and/or velocities are considered to be such that they pose a potential threat to life and/or property damage. Where the two zone concept applies, the outer portion of the flood plain is called the flood fringe. Freight-supportive: in regard to land use patterns, means transportation systems and facilities that facilitate the movement of goods. This includes policies or programs intended to support efficient freight movement through the planning, design and operation of land use and transportation systems. Approaches may be recommended in guidelines developed by the Province or based on municipal approaches that achieve the same objectives. Great Lakes - St. Lawrence River System: means the major water system consisting of Lakes Superior, Huron, St. Clair, Erie and Ontario and their connecting channels, and the St. Lawrence River within the boundaries of the Province of Ontario. Green infrastructure: means natural and human-made elements that provide ecological and hydrological functions and processes. Green infrastructure can include components such as natural heritage features and systems, parklands, stormwater management systems, street trees, urban forests, natural channels, permeable surfaces, and green roofs. Ground water feature: means water-related features in the earth’s subsurface, including recharge/discharge areas, water tables, aquifers and unsaturated zones that can be defined by surface and subsurface hydrogeologic investigations. Habitat of endangered species and threatened species: means habitat within the meaning of Section 2 of the Endangered Species Act, 2007. Hazardous forest types for wildland fire: means forest types assessed as being associated with the risk of high to extreme wildland fire using risk assessment tools established by the Ontario Ministry of Natural Resources and Forestry, as amended from time to time. Hazardous lands: means property or lands that could be unsafe for development due to naturally occurring processes. Along the shorelines of the Great Lakes - St. Lawrence River System, this means the land, including that covered by water, between the international boundary, where applicable, and the furthest landward limit of the flooding hazard, erosion hazard or dynamic beach hazard limits. Along the shorelines of large inland lakes, this means the land, including that covered by water, between a defined offshore distance or depth and the furthest landward limit of the flooding hazard, erosion hazard or dynamic beach hazard limits. Along river, stream and small inland lake systems, this means the land, including that covered by water, to the furthest landward limit of the flooding hazard or erosion hazard limits. Hazardous sites: means property or lands that could be unsafe for development and site alteration due to naturally occurring hazards. These may include unstable soils (sensitive marine clays [leda], organic soils) or unstable bedrock (karst topography). Hazardous substances: means substances which, individually, or in combination with other substances, are normally considered to pose a danger to public health, safety and the environment. These substances generally include a wide array of materials that are toxic, ignitable, corrosive, reactive, radioactive or pathological. Heritage attributes: means the principal features or elements that contribute to a protected heritage property’s cultural heritage value or interest, and may include the Page 229 of 353 45 | Provincial Policy Statement, 2020 property’s built, constructed, or manufactured elements, as well as natural landforms, vegetation, water features, and its visual setting (e.g. significant views or vistas to or from a protected heritage property). High quality: means primary and secondary sand and gravel resources and bedrock resources as defined in the Aggregate Resource Inventory Papers (ARIP). Housing options: means a range of housing types such as, but not limited to single- detached, semi-detached, rowhouses, townhouses, stacked townhouses, multiplexes, additional residential units, tiny homes, multi- residential buildings. The term can also refer to a variety of housing arrangements and forms such as, but not limited to life lease housing, co- ownership housing, co-operative housing, community land trusts, land lease community homes, affordable housing, housing for people with special needs, and housing related to employment, institutional or educational uses. Hydrologic function: means the functions of the hydrological cycle that include the occurrence, circulation, distribution and chemical and physical properties of water on the surface of the land, in the soil and underlying rocks, and in the atmosphere, and water’s interaction with the environment including its relation to living things. Impacts of a changing climate: means the present and future consequences from changes in weather patterns at local and regional levels including extreme weather events and increased climate variability. Individual on-site sewage services: means sewage systems, as defined in O. Reg. 332/12 under the Building Code Act, 1992, that are owned, operated and managed by the owner of the property upon which the system is located. Individual on-site water services: means individual, autonomous water supply systems that are owned, operated and managed by the owner of the property upon which the system is located. Infrastructure: means physical structures (facilities and corridors) that form the foundation for development. Infrastructure includes: sewage and water systems, septage treatment systems, stormwater management systems, waste management systems, electricity generation facilities, electricity transmission and distribution systems, communications/telecommunications, transit and transportation corridors and facilities, oil and gas pipelines and associated facilities. Institutional use: for the purposes of policy 3.1.5, means land uses where there is a threat to the safe evacuation of vulnerable populations such as older persons, persons with disabilities, and those who are sick or young, during an emergency as a result of flooding, failure of floodproofing measures or protection works, or erosion. Intensification: means the development of a property, site or area at a higher density than currently exists through: a) redevelopment, including the reuse of brownfield sites; b) the development of vacant and/or underutilized lots within previously developed areas; c) infill development; and d) the expansion or conversion of existing buildings. Large inland lakes: means those waterbodies having a surface area of equal to or greater than 100 square kilometres where there is not a measurable or predictable response to a single runoff event. Legal or technical reasons: means severances for purposes such as easements, corrections of deeds, quit claims, and minor boundary adjustments, which do not result in the creation of a new lot. Low and moderate income households: means a) in the case of ownership housing, households with incomes in the lowest 60 percent of the income distribution for the regional market area; or Page 230 of 353 Provincial Policy Statement, 2020 | 46 b) in the case of rental housing, households with incomes in the lowest 60 percent of the income distribution for renter households for the regional market area. Major facilities: means facilities which may require separation from sensitive land uses, including but not limited to airports, manufacturing uses, transportation infrastructure and corridors, rail facilities, marine facilities, sewage treatment facilities, waste management systems, oil and gas pipelines, industries, energy generation facilities and transmission systems, and resource extraction activities. Major goods movement facilities and corridors: means transportation facilities and corridors associated with the inter- and intra- provincial movement of goods. Examples include: inter-modal facilities, ports, airports, rail facilities, truck terminals, freight corridors, freight facilities, and haul routes and primary transportation corridors used for the movement of goods. Approaches that are freight- supportive may be recommended in guidelines developed by the Province or based on municipal approaches that achieve the same objectives. Marine facilities: means ferries, harbours, ports, ferry terminals, canals and associated uses, including designated lands for future marine facilities. Mine hazard: means any feature of a mine as defined under the Mining Act, or any related disturbance of the ground that has not been rehabilitated. Minerals: means metallic minerals and non- metallic minerals as herein defined, but does not include mineral aggregate resources or petroleum resources. Metallic minerals means those minerals from which metals (e.g. copper, nickel, gold) are derived. Non-metallic minerals means those minerals that are of value for intrinsic properties of the minerals themselves and not as a source of metal. They are generally synonymous with industrial minerals (e.g. asbestos, graphite, kyanite, mica, nepheline syenite, salt, talc, and wollastonite). Mineral aggregate operation: means a) lands under license or permit, other than for wayside pits and quarries, issued in accordance with the Aggregate Resources Act; b) for lands not designated under the Aggregate Resources Act, established pits and quarries that are not in contravention of municipal zoning by-laws and including adjacent land under agreement with or owned by the operator, to permit continuation of the operation; and c) associated facilities used in extraction, transport, beneficiation, processing or recycling of mineral aggregate resources and derived products such as asphalt and concrete, or the production of secondary related products. Mineral aggregate resources: means gravel, sand, clay, earth, shale, stone, limestone, dolostone, sandstone, marble, granite, rock or other material prescribed under the Aggregate Resources Act suitable for construction, industrial, manufacturing and maintenance purposes but does not include metallic ores, asbestos, graphite, kyanite, mica, nepheline syenite, salt, talc, wollastonite, mine tailings or other material prescribed under the Mining Act. Mineral aggregate resource conservation: means a) the recovery and recycling of manufactured materials derived from mineral aggregates (e.g. glass, porcelain, brick, concrete, asphalt, slag, etc.), for re-use in construction, manufacturing, industrial or maintenance projects as a substitute for new mineral aggregates; and b) the wise use of mineral aggregates including utilization or extraction of on-site mineral aggregate resources prior to development occurring. Page 231 of 353 47 | Provincial Policy Statement, 2020 Mineral deposits: means areas of identified minerals that have sufficient quantity and quality based on specific geological evidence to warrant present or future extraction. Mineral mining operation: means mining operations and associated facilities, or, past producing mines with remaining mineral development potential that have not been permanently rehabilitated to another use. Minimum distance separation formulae: means formulae and guidelines developed by the Province, as amended from time to time, to separate uses so as to reduce incompatibility concerns about odour from livestock facilities. Multimodal transportation system: means a transportation system which may include several forms of transportation such as automobiles, walking, trucks, cycling, buses, rapid transit, rail (such as commuter and freight), air and marine. Municipal sewage services: means a sewage works within the meaning of section 1 of the Ontario Water Resources Act that is owned or operated by a municipality, including centralized and decentralized systems. Municipal water services: means a municipal drinking-water system within the meaning of section 2 of the Safe Drinking Water Act, 2002, including centralized and decentralized systems. Natural heritage features and areas: means features and areas, including significant wetlands, significant coastal wetlands, other coastal wetlands in Ecoregions 5E, 6E and 7E, fish habitat, significant woodlands and significant valleylands in Ecoregions 6E and 7E (excluding islands in Lake Huron and the St. Marys River), habitat of endangered species and threatened species, significant wildlife habitat, and significant areas of natural and scientific interest, which are important for their environmental and social values as a legacy of the natural landscapes of an area. Natural heritage system: means a system made up of natural heritage features and areas, and linkages intended to provide connectivity (at the regional or site level) and support natural processes which are necessary to maintain biological and geological diversity, natural functions, viable populations of indigenous species, and ecosystems. These systems can include natural heritage features and areas, federal and provincial parks and conservation reserves, other natural heritage features, lands that have been restored or have the potential to be restored to a natural state, areas that support hydrologic functions, and working landscapes that enable ecological functions to continue. The Province has a recommended approach for identifying natural heritage systems, but municipal approaches that achieve or exceed the same objective may also be used. Negative impacts: means a) in regard to policy 1.6.6.4 and 1.6.6.5, potential risks to human health and safety and degradation to the quality and quantity of water, sensitive surface water features and sensitive ground water features, and their related hydrologic functions, due to single, multiple or successive development. Negative impacts should be assessed through environmental studies including hydrogeological or water quality impact assessments, in accordance with provincial standards; b) in regard to policy 2.2, degradation to the quality and quantity of water, sensitive surface water features and sensitive ground water features, and their related hydrologic functions, due to single, multiple or successive development or site alteration activities; c) in regard to fish habitat, any permanent alteration to, or destruction of fish habitat, except where, in conjunction with the appropriate authorities, it has been authorized under the Fisheries Act; and d) in regard to other natural heritage features and areas, degradation that threatens the health and integrity of the natural features or ecological functions for which an area is identified due to single, multiple or successive development or site alteration activities. Page 232 of 353 Provincial Policy Statement, 2020 | 48 Normal farm practices: means a practice, as defined in the Farming and Food Production Protection Act, 1998, that is conducted in a manner consistent with proper and acceptable customs and standards as established and followed by similar agricultural operations under similar circumstances; or makes use of innovative technology in a manner consistent with proper advanced farm management practices. Normal farm practices shall be consistent with the Nutrient Management Act, 2002 and regulations made under that Act. Oil, gas and salt hazards: means any feature of a well or work as defined under the Oil, Gas and Salt Resources Act, or any related disturbance of the ground that has not been rehabilitated. On-farm diversified uses: means uses that are secondary to the principal agricultural use of the property, and are limited in area. On-farm diversified uses include, but are not limited to, home occupations, home industries, agri- tourism uses, and uses that produce value- added agricultural products. Ground-mounted solar facilities are permitted in prime agricultural areas, including specialty crop areas, only as on-farm diversified uses. One hundred year flood: for river, stream and small inland lake systems, means that flood, based on an analysis of precipitation, snow melt, or a combination thereof, having a return period of 100 years on average, or having a 1% chance of occurring or being exceeded in any given year. One hundred year flood level: means a) for the shorelines of the Great Lakes, the peak instantaneous stillwater level, resulting from combinations of mean monthly lake levels and wind setups, which has a 1% chance of being equalled or exceeded in any given year; b) in the connecting channels (St. Marys, St. Clair, Detroit, Niagara and St. Lawrence Rivers), the peak instantaneous stillwater level which has a 1% chance of being equalled or exceeded in any given year; and c) for large inland lakes, lake levels and wind setups that have a 1% chance of being equalled or exceeded in any given year, except that, where sufficient water level records do not exist, the one hundred year flood level is based on the highest known water level and wind setups. Other water-related hazards: means water- associated phenomena other than flooding hazards and wave uprush which act on shorelines. This includes, but is not limited to ship-generated waves, ice piling and ice jamming. Partial services: means a) municipal sewage services or private communal sewage services combined with individual on-site water services; or b) municipal water services or private communal water services combined with individual on-site sewage services. Petroleum resource operations: means oil, gas and salt wells and associated facilities and other drilling operations, oil field fluid disposal wells and associated facilities, and wells and facilities for the underground storage of natural gas and other hydrocarbons. Petroleum resources: means oil, gas, and salt (extracted by solution mining method) and formation water resources which have been identified through exploration and verified by preliminary drilling or other forms of investigation. This may include sites of former operations where resources are still present or former sites that may be converted to underground storage for natural gas or other hydrocarbons. Planned corridors: means corridors or future corridors which are required to meet projected needs, and are identified through provincial plans, preferred alignment(s) determined through the Environmental Assessment Act process, or identified through planning studies where the Ontario Ministry of Transportation, Metrolinx, Ontario Ministry of Energy, Northern Development and Mines or Independent Electricity System Operator (IESO) or any successor to those ministries or entities is actively pursuing the identification of a corridor. Page 233 of 353 49 | Provincial Policy Statement, 2020 Approaches for the protection of planned corridors may be recommended in guidelines developed by the Province. Portable asphalt plant: means a facility a) with equipment designed to heat and dry aggregate and to mix aggregate with bituminous asphalt to produce asphalt paving material, and includes stockpiling and storage of bulk materials used in the process; and b) which is not of permanent construction, but which is to be dismantled at the completion of the construction project. Portable concrete plant: means a building or structure a) with equipment designed to mix cementing materials, aggregate, water and admixtures to produce concrete, and includes stockpiling and storage of bulk materials used in the process; and b) which is not of permanent construction, but which is designed to be dismantled at the completion of the construction project. Prime agricultural area: means areas where prime agricultural lands predominate. This includes areas of prime agricultural lands and associated Canada Land Inventory Class 4 through 7 lands, and additional areas where there is a local concentration of farms which exhibit characteristics of ongoing agriculture. Prime agricultural areas may be identified by the Ontario Ministry of Agriculture and Food using guidelines developed by the Province as amended from time to time. A prime agricultural area may also be identified through an alternative agricultural land evaluation system approved by the Province. Prime agricultural land: means specialty crop areas and/or Canada Land Inventory Class 1, 2, and 3 lands, as amended from time to time, in this order of priority for protection. Private communal sewage services: means a sewage works within the meaning of section 1 of the Ontario Water Resources Act that serves six or more lots or private residences and is not owned by a municipality. Private communal water services: means a non-municipal drinking-water system within the meaning of section 2 of the Safe Drinking Water Act, 2002 that serves six or more lots or private residences. Protected heritage property: means property designated under Parts IV, V or VI of the Ontario Heritage Act; property subject to a heritage conservation easement under Parts II or IV of the Ontario Heritage Act; property identified by the Province and prescribed public bodies as provincial heritage property under the Standards and Guidelines for Conservation of Provincial Heritage Properties; property protected under federal legislation, and UNESCO World Heritage Sites. Protection works standards: means the combination of non-structural or structural works and allowances for slope stability and flooding/erosion to reduce the damage caused by flooding hazards, erosion hazards and other water-related hazards, and to allow access for their maintenance and repair. Provincial and federal requirements: means a) in regard to policy 2.1.6, legislation and policies administered by the federal or provincial governments for the purpose of fisheries protection (including fish and fish habitat), and related, scientifically established standards such as water quality criteria for protecting lake trout populations; and b) in regard to policy 2.1.7, legislation and policies administered by the provincial government or federal government, where applicable, for the purpose of protecting species at risk and their habitat. Provincial plan: means a provincial plan within the meaning of section 1 of the Planning Act. Public service facilities: means land, buildings and structures for the provision of programs and services provided or subsidized by a government or other body, such as social assistance, recreation, police and fire protection, health and educational programs, long-term care services, and cultural services. Page 234 of 353 Provincial Policy Statement, 2020 | 50 Public service facilities do not include infrastructure. Quality and quantity of water: is measured by indicators associated with hydrologic function such as minimum base flow, depth to water table, aquifer pressure, oxygen levels, suspended solids, temperature, bacteria, nutrients and hazardous contaminants, and hydrologic regime. Rail facilities: means rail corridors, rail sidings, train stations, inter-modal facilities, rail yards and associated uses, including designated lands for future rail facilities. Recreation: means leisure time activity undertaken in built or natural settings for purposes of physical activity, health benefits, sport participation and skill development, personal enjoyment, positive social interaction and the achievement of human potential. Redevelopment: means the creation of new units, uses or lots on previously developed land in existing communities, including brownfield sites. Regional market area: refers to an area that has a high degree of social and economic interaction. The upper or single-tier municipality, or planning area, will normally serve as the regional market area. However, where a regional market area extends significantly beyond these boundaries, then the regional market area may be based on the larger market area. Where regional market areas are very large and sparsely populated, a smaller area, if defined in an official plan, may be utilized. Renewable energy source: means an energy source that is renewed by natural processes and includes wind, water, biomass, biogas, biofuel, solar energy, geothermal energy and tidal forces. Renewable energy system: means a system that generates electricity, heat and/or cooling from a renewable energy source. Reserve sewage system capacity: means design or planned capacity in a centralized waste water treatment facility which is not yet committed to existing or approved development. For the purposes of policy 1.6.6.6, reserve capacity for private communal sewage services and individual on-site sewage services is considered sufficient if the hauled sewage from the development can be treated and land-applied on agricultural land under the Nutrient Management Act, or disposed of at sites approved under the Environmental Protection Act or the Ontario Water Resources Act, but not by land-applying untreated, hauled sewage. Reserve water system capacity: means design or planned capacity in a centralized water treatment facility which is not yet committed to existing or approved development. Residence surplus to a farming operation: means an existing habitable farm residence that is rendered surplus as a result of farm consolidation (the acquisition of additional farm parcels to be operated as one farm operation). Residential intensification: means intensification of a property, site or area which results in a net increase in residential units or accommodation and includes: a) redevelopment, including the redevelopment of brownfield sites; b) the development of vacant or underutilized lots within previously developed areas; c) infill development; d) development and introduction of new housing options within previously developed areas; e) the conversion or expansion of existing industrial, commercial and institutional buildings for residential use; and f) the conversion or expansion of existing residential buildings to create new residential units or accommodation, including accessory apartments, additional residential units, rooming houses, and other housing options. River, stream and small inland lake systems: means all watercourses, rivers, streams, and Page 235 of 353 51 | Provincial Policy Statement, 2020 small inland lakes or waterbodies that have a measurable or predictable response to a single runoff event. Rural areas: means a system of lands within municipalities that may include rural settlement areas, rural lands, prime agricultural areas, natural heritage features and areas, and resource areas. Rural lands: means lands which are located outside settlement areas and which are outside prime agricultural areas. Sensitive: in regard to surface water features and ground water features, means areas that are particularly susceptible to impacts from activities or events including, but not limited to, water withdrawals, and additions of pollutants. Sensitive land uses: means buildings, amenity areas, or outdoor spaces where routine or normal activities occurring at reasonably expected times would experience one or more adverse effects from contaminant discharges generated by a nearby major facility. Sensitive land uses may be a part of the natural or built environment. Examples may include, but are not limited to: residences, day care centres, and educational and health facilities. Settlement areas: means urban areas and rural settlement areas within municipalities (such as cities, towns, villages and hamlets) that are: a) built-up areas where development is concentrated and which have a mix of land uses; and b) lands which have been designated in an official plan for development over the long- term planning horizon provided for in policy 1.1.2. In cases where land in designated growth areas is not available, the settlement area may be no larger than the area where development is concentrated. Sewage and water services: includes municipal sewage services and municipal water services, private communal sewage services and private communal water services, individual on-site sewage services and individual on-site water services, and partial services. Significant: means a) in regard to wetlands, coastal wetlands and areas of natural and scientific interest, an area identified as provincially significant by the Ontario Ministry of Natural Resources and Forestry using evaluation procedures established by the Province, as amended from time to time; b) in regard to woodlands, an area which is ecologically important in terms of features such as species composition, age of trees and stand history; functionally important due to its contribution to the broader landscape because of its location, size or due to the amount of forest cover in the planning area; or economically important due to site quality, species composition, or past management history. These are to be identified using criteria established by the Ontario Ministry of Natural Resources and Forestry; c) in regard to other features and areas in policy 2.1, ecologically important in terms of features, functions, representation or amount, and contributing to the quality and diversity of an identifiable geographic area or natural heritage system; d) in regard to mineral potential, an area identified as provincially significant through evaluation procedures developed by the Province, as amended from time to time, such as the Provincially Significant Mineral Potential Index; and e) in regard to cultural heritage and archaeology, resources that have been determined to have cultural heritage value or interest. Processes and criteria for determining cultural heritage value or interest are established by the Province under the authority of the Ontario Heritage Act. Criteria for determining significance for the resources identified in sections (c)-(d) are recommended by the Province, but municipal approaches that achieve or exceed the same objective may also be used. While some significant resources may already be identified and inventoried by official sources, Page 236 of 353 Provincial Policy Statement, 2020 | 52 the significance of others can only be determined after evaluation. Site alteration: means activities, such as grading, excavation and the placement of fill that would change the landform and natural vegetative characteristics of a site. For the purposes of policy 2.1.4(a), site alteration does not include underground or surface mining of minerals or advanced exploration on mining lands in significant areas of mineral potential in Ecoregion 5E, where advanced exploration has the same meaning as in the Mining Act. Instead, those matters shall be subject to policy 2.1.5(a). Special needs: means any housing, including dedicated facilities, in whole or in part, that is used by people who have specific needs beyond economic needs, including but not limited to, needs such as mobility requirements or support functions required for daily living. Examples of special needs housing may include, but are not limited to long-term care homes, adaptable and accessible housing, and housing for persons with disabilities such as physical, sensory or mental health disabilities, and housing for older persons. Special Policy Area: means an area within a community that has historically existed in the flood plain and where site-specific policies, approved by both the Ministers of Natural Resources and Forestry and Municipal Affairs and Housing, are intended to provide for the continued viability of existing uses (which are generally on a small scale) and address the significant social and economic hardships to the community that would result from strict adherence to provincial policies concerning development. The criteria and procedures for approval are established by the Province. A Special Policy Area is not intended to allow for new or intensified development and site alteration, if a community has feasible opportunities for development outside the flood plain. Specialty crop area: means areas designated using guidelines developed by the Province, as amended from time to time. In these areas, specialty crops are predominantly grown such as tender fruits (peaches, cherries, plums), grapes, other fruit crops, vegetable crops, greenhouse crops, and crops from agriculturally developed organic soil, usually resulting from: a) soils that have suitability to produce specialty crops, or lands that are subject to special climatic conditions, or a combination of both; b) farmers skilled in the production of specialty crops; and c) a long-term investment of capital in areas such as crops, drainage, infrastructure and related facilities and services to produce, store, or process specialty crops. Surface water feature: means water-related features on the earth’s surface, including headwaters, rivers, stream channels, inland lakes, seepage areas, recharge/discharge areas, springs, wetlands, and associated riparian lands that can be defined by their soil moisture, soil type, vegetation or topographic characteristics. Threatened species: means a species that is classified as “Threatened Species” on the Species at Risk in Ontario List, as updated and amended from time to time. Transit-supportive: in regard to land use patterns, means development that makes transit viable, optimizes investments in transit infrastructure, and improves the quality of the experience of using transit. It often refers to compact, mixed-use development that has a high level of employment and residential densities, including air rights development, in proximity to transit stations, corridors and associated elements within the transportation system. Approaches may be recommended in guidelines developed by the Province or based on municipal approaches that achieve the same objectives. Transportation demand management: means a set of strategies that result in more efficient use of the transportation system by influencing travel behaviour by mode, time of day, Page 237 of 353 53 | Provincial Policy Statement, 2020 frequency, trip length, regulation, route, or cost. Transportation system: means a system consisting of facilities, corridors and rights-of- way for the movement of people and goods, and associated transportation facilities including transit stops and stations, sidewalks, cycle lanes, bus lanes, high occupancy vehicle lanes, rail facilities, parking facilities, park’n’ride lots, service centres, rest stops, vehicle inspection stations, inter-modal facilities, harbours, airports, marine facilities, ferries, canals and associated facilities such as storage and maintenance. Two zone concept: means an approach to flood plain management where the flood plain is differentiated in two parts: the floodway and the flood fringe. Valleylands: means a natural area that occurs in a valley or other landform depression that has water flowing through or standing for some period of the year. Vulnerable: means surface and/or ground water that can be easily changed or impacted. Waste management system: means sites and facilities to accommodate solid waste from one or more municipalities and includes recycling facilities, transfer stations, processing sites and disposal sites. Watershed: means an area that is drained by a river and its tributaries. Wave uprush: means the rush of water up onto a shoreline or structure following the breaking of a wave; the limit of wave uprush is the point of furthest landward rush of water onto the shoreline. Wayside pits and quarries: means a temporary pit or quarry opened and used by or for a public authority solely for the purpose of a particular project or contract of road construction and not located on the road right-of-way. Wetlands: means lands that are seasonally or permanently covered by shallow water, as well as lands where the water table is close to or at the surface. In either case the presence of abundant water has caused the formation of hydric soils and has favoured the dominance of either hydrophytic plants or water tolerant plants. The four major types of wetlands are swamps, marshes, bogs and fens. Periodically soaked or wet lands being used for agricultural purposes which no longer exhibit wetland characteristics are not considered to be wetlands for the purposes of this definition. Wildland fire assessment and mitigation standards: means the combination of risk assessment tools and environmentally appropriate mitigation measures identified by the Ontario Ministry of Natural Resources and Forestry to be incorporated into the design, construction and/or modification of buildings, structures, properties and/or communities to reduce the risk to public safety, infrastructure and property from wildland fire. Wildlife habitat: means areas where plants, animals and other organisms live, and find adequate amounts of food, water, shelter and space needed to sustain their populations. Specific wildlife habitats of concern may include areas where species concentrate at a vulnerable point in their annual or life cycle; and areas which are important to migratory or non- migratory species. Woodlands: means treed areas that provide environmental and economic benefits to both the private landowner and the general public, such as erosion prevention, hydrological and nutrient cycling, provision of clean air and the long-term storage of carbon, provision of wildlife habitat, outdoor recreational opportunities, and the sustainable harvest of a wide range of woodland products. Woodlands include treed areas, woodlots or forested areas and vary in their level of significance at the local, regional and provincial levels. Woodlands may be delineated according to the Forestry Act definition or the Province’s Ecological Land Classification system definition for “forest”. Page 238 of 353 Ministry of Municipal Affairs and Housing © Queen’s Printer for Ontario, 2020 ISBN 978-1-4868-4229-2 (Print) ISBN 978-1-4868-4230-8 (HTML) ISBN 978-1-4868-4231-5 (PDF) 370/02/20 Disponible en français Page 239 of 353 1 / 9 BRIEFING NOTE: COMMUNITY PLANNING OFFICE New 2020 Provincial Policy Statement (PPS) April 17, 2020 This briefing memo provides an overview of the key changes contained in the recently enacted 2020 Provincial Policy Statement (PPS), which comes into effect on May 1st, 2020, and outlines the potential implications for Oxford municipalities. Background The PPS is the primary provincial policy document guiding municipal decision-making on land use planning matters. All decisions, comments, submissions or advice that affect a planning matter that are provided by the council of a municipality, a local board, a planning board, a ministry or minister, board, commission or agency of the government (including an appeal tribunal) must be consistent with the PPS. On February 28th, 2020, the Province released a new Provincial Policy Statement (PPS), 2020, which comes into effect on May 1, 2020. The policy updates in the 2020 PPS are focused on the following themes:  Increasing housing supply and mix;  protecting the environment and public safety;  reducing barriers and costs;  supporting rural, northern and Indigenous communities; and  supporting certainty and economic growth. The release of the 2020 PPS follows a Provincial consultation process which was initiated on July 22, 2019. In response to that consultation process, the Community Planning Office circulated a memo to all the Area Municipalities providing an overview of the key proposed PPS policy changes and associated comments and concerns that were identified through an initial review by planning staff. Based on the feedback received and further review by Planning staff, report CP 2019-306 was subsequently prepared and presented to County Council at their meeting of October 9, 2019. The report provided an overview of the proposed PPS updates and potential implications and considerations for the County and Area Municipalities, together with proposed comments for submission to the Province. The recommendations of the report were adopted and the proposed comments forwarded to the Province, which primarily consistent of:  identifying a number of potential concerns with the proposed policy changes and requesting that further clarification and/or refinement be provided; Page 240 of 353 2 / 9  identifying a number of additional policy areas of local interest that the County and Area Municipalities felt would benefit from review and update as part of the process;  requesting that the Province provide further clarification with respect to the policy intent (e.g. an accompanying rationale document, together with an outline or draft of any new or amended Provincial guidelines or standards being referenced in the policies); and  that a revised draft of the PPS be released for further municipal review and comment once initial feedback on the proposed changes had been reviewed and considered. Despite the above noted comments, no further information or communication from the Province was provided prior to the release of the final 2020 PPS document. Further, there do not appear to have been many significant changes to the final document in response to the comments submitted. That said, in the few instances, where a substantive change has occurred between the draft and final versions, such change has been noted in the related discussion below. Overview of Key Changes The following is a summary of the key PPS policy changes by topic area, together with any significant implications and considerations identified by Planning staff. General There have been a number of structural and organizational changes (e.g. moving certain policies from the Implementation section to the Preamble and Legislative Authority sections). Section III of the PPS (how to read the PPS) has also been amended to provide more specific direction as to how the policies of the PPS and Provincial Plans (e.g. Growth Plan for the Greater Golden Horseshoe) are to be applied where they address the same, similar, related or overlapping matters. Further, the wording of policy 4.9 (Implementation) has been amended to identify additional reporting requirements, data standards and other guidelines that may be issued by the Minister with respect to monitoring and reporting. However, it is difficult to determine the potential implications of this policy change without seeing a draft of the requirements that may be issued by the Minister. To date, there has been no indication of the expected timing and process for the release of any such requirements, as requested in the County’s previous comments. Increasing Housing Supply & Mix The Province has indicated that a number of the PPS changes are intended to encourage the development of more and different types of housing and to better recognize local decision-making in this regard. These proposed changes are generally as follows:  Residential land and housing supply:  Policy 1.1.2 - increasing the maximum permitted land use planning time horizon (e.g. to provide sufficient land to accommodate projected growth) from 20 to 25 years;  Policy 1.4.1 (a) – requiring that municipalities maintain at all times the ability to accommodate housing growth for a minimum of 15 years (note: was 12 years in proposed draft) instead of the current 10 years; and  Policy 1.4.1 – allowing municipalities to maintain a 5 year supply of serviced residential land (e.g. go beyond the minimum 3 year requirement currently in the PPS). Review/Comments: Planning staff have been urging the Province to extend the overall planning time horizon for many years, and strongly support this change. Given the more moderate growth in Page 241 of 353 3 / 9 many of Oxford’s communities, this should provide greater flexibility to undertak e the comprehensive planning necessary to achieve more complete and sustainable communities and better address land availability constraints (e.g. ownership).  Policy 1.1.2 and 1.2.4 (a) – now specifically indicates that the determination of land need to accommodate an appropriate range and mix of land uses to meet projected growth will be informed by Provincial guidelines. Review/Comments: Generally support the development of updated Provincial guidelines to reduce the potential for challenge and ensure greater consistency across municipalities. However, it will be critical that municipalities are closely consulted in the development of such guidelines to ensure they will allow for reasonable and appropriate implementation in each local context.  Policy 1.1.3.9 (adjustment of settlement area boundary) – would allow for adjustments to a settlement boundary outside of a comprehensive review process, provided there is no net increase in land within the settlement and a number of other criteria are met (e.g. it is for the purposes of meeting intensification and re-development targets, there is adequate servicing etc.). Review/Comments: Planning staff have long requested that the Province consider providing additional flexibility for minor settlement adjustments in certain, specific circumstances where it would facilitate ‘good planning’. However, the additional flexibility that this new policy would appear to provide is quite limited and certainly does not provide the level of flexibility that was requested in the County’s comments.  Policy 1.1.3.3 (intensification) and a number of the housing policies (e.g. 1.4.1 & 1.4.3) now make reference to a new term “housing options”. The draft policies indicate that a range of ‘housing options’ and densities are to be planned for in order to meet projected housing demand. The proposed definition of ‘housing options’ references a range of housing forms (e.g. single detached, townhouses, additional residential units, tiny homes etc.) and ownership structures (e.g. life lease housing, co-ownership housing, community land trust etc.). Review/Comments: No major concerns. However, the proposed new term and definition raise some implementation questions (e.g. why ownership structure is referenced in a land use policy and why certain specific housing forms are included and not others), which will need to be further examined through the implementation process.  Policies 1.1.1 b), 1.1.3.8, 1.4.3, 1.7.1 b) (housing need) – added references to the term ‘affordable and market-based/market demand’ with respect to the determination of housing need. Review/Comments: Current growth forecasting/housing need methodology already incorporates a market-based assessment to determine future housing need. As such, Planning staff had previously raised some concern that the addition of this reference may increase the potential for challenges to local land use planning decisions on the basis of market demand, while downplaying other key planning considerations (e.g. compatibility, efficient use of land and services, affordability etc.). It is hoped that the Provincial guidance on identifying and allocating forecasted growth that is now referenced in the PPS will provide sufficient clarity to address these concerns, once released.  Policy 1.4.3 a) (co-ordination) – revised to better support municipalities in achieving affordable housing targets by requiring alignment with Housing and Homelessness Plans. Review/Comments: Generally supportive of this clarification. However, given the challenges in determining specific local housing affordability needs/gaps, further provincial guidance/assistance Page 242 of 353 4 / 9 with respect to identifying, tracking and forecasting specific needs and establishment of targets would be beneficial.  Policy 1.4.3 b) (range and mix of housing) and the definitions of ‘special needs’ and ‘public service facilities’ are proposed to be revised to recognize the importance of long-term care facilities in terms of addressing community need. Review/Comments: Generally support an increased focus on long term care. However, given that such facilities are not exclusively owned/operated by public interests, some concern that including them in the definition of a ‘public service facility’ could create unnecessary confusion and implementation questions.  Policy 1.4.3 (range and mix of housing) and other references to ‘second units’ – the term ‘second units’ has been changed to ‘additional residential units’, which is not currently defined. This terminology change reflects the recent change to the provisions for second/additional residential units in the Planning Act. Review/Comments: No specific concerns with the change in terminology. However, the Province should consider establishing a definition in future Provincial guidelines to clarify that the intent of such dwelling units is to increase the supply of affordable rental housing. Indicating that such units are to be clearly secondary to the primary dwelling unit on the property would assist in this regard. Protecting the Environment & Public Safety The Made-in-Ontario Environmental Plan included a commitment to review land use policies that are critical to managing the impacts of a changing climate. A number of the PPS policies have been amended to address this area of Provincial interest, as well as a number of other considerations related to the natural environment and public health and safety:  Various references to ‘preparing for the impacts of a changing climate’ have been added to the PPS and the Province has indicated that they intend to release future guidance to support municipalities in the implementation of the policies pertaining to climate change. Review/Comments: No immediate concerns. The PPS already contains numerous references to ‘considering the impact of climate change’. The Province has indicated that the intent of the proposed changes is to provide clarity and scope to these policies. Planning staff will monitor the release of any future guidance in this regard and identify any significant implications for the County or Area Municipalities.  Section 3.1 (Protecting Public Health and Safety) – These policies are currently unchanged with the exception of added references to guidance to be developed by the Province and the need for municipalities to work together with the Province and Conservation Authorities to mitigate the potential risk to public health or safety, or property damage from natural hazards, including impacts associated with a changing climate. Review/Comments: Planning staff will monitor the release of any future guidance in this regard and identify any significant implications for the County or Area Municipalities.  Policy 2.1.10 (wetlands) – the previous draft had proposed a new, voluntary approach for managing local or regionally-significant wetlands (i.e. non-provincially significant wetlands) in accordance with new guidelines to be developed by the Province. This proposed policy was not included in the final PPS document. Page 243 of 353 5 / 9 Review/Comments: Planning staff will be following up with the Province and Conservation Authorities to determine what, if any, implications the removal of this policy may have on the continued management of these features. Reducing Barriers & Costs A number of changes to the PPS policies were introduced with the aim of streamlining the development review process, while still protecting provincial interests. These policy changes are summarized as follows:  Policy 4.7 – the previous draft had proposed new policy that would have required municipalities to take action to support increased housing supply and facilitate a timely and streamlined approval process by identifying and fast-tracking priority applications (i.e. those supporting housing and job-related growth) and reducing the time needed to process residential and priority applications to the extent practical. This policy had not been included in the final PPS document. Review/Comments: The elimination of this proposed policy was requested in the County’s comments on the proposed draft. Planning staff agree with the elimination of this proposed policy, as there was no need for, or benefit from, the policy and the ambiguous wording could have created confusion and pressure to ‘fast track’ applications that are not a municipal priority (e.g. arguing every application supports housing or job-related growth).  Policy 2.5.2.2 (Mineral Aggregates – social, economic and environmental impacts) – the previous draft proposed added wording to clarify that mineral aggregate extraction may be permitted in certain natural heritage features (e.g. other than provincially significant wetlands) provided that the long term rehabilitation plan can demonstrate that there will be ‘no negative impacts’ on the natural heritage features (e.g. woodlands, non-provincially significant wetlands) or their ecological functions. Review/Comments: No significant concerns with the removal of this policy. This was essentially the same policy test already set out in the natural heritage policies of the PPS (Section 2.1), so it was unclear why this specific policy reference was proposed, other than perhaps to clarify that rehabilitation can be used to satisfy the ‘no negative impact’ test. However, it is noted that the County’s comments on the draft PPS had encouraged the Province to require that rehabilitation enhance the natural heritage system and ecological functions, wherever possible, which do not appear to have been addressed.  Policy 2.5.2.4 (Mineral aggregate operations) – added wording to clarify that where the Aggregate Resources Act (ARA) applies, processes under that act shall address the depth of extraction of new or existing mineral aggregate operations or their expansions. Review/Comments: The province has indicated that the intent of this change is to avoid potential duplication with the ARA processes by clarifying that local policies and by-laws cannot be used to regulate the depth of extraction. This was generally already the understanding in Oxford.  Definitions of ‘cultural heritage landscape’ and ‘significant’ have changed to align the cultural heritage policies and definitions with recent changes to the Ontario Heritage Act. Review/Comments: No specific concerns.  The definition of ‘on-farm diversified use’ has been updated to indicate that ground- mounted solar facilities in a prime agricultural area are only permitted as such a use. Page 244 of 353 6 / 9 Review/Comments: With the repeal of the Green Energy Act, such systems are no longer exempted from land use planning approvals. Therefore, it appears that this change is intended to clarify the Provincial intent with respect to solar facilities in Prime Agricultural Areas (e.g. must be secondary to the principal agricultural use of the property and limited in area). The County has requested that the Province update their Permitted Uses in Prime Agricultural Areas guideline to provide specific direction on the land use impacts that need to be considered when establishing such facilities on a farm. Further, it is noted that the County and Area Municipalities will now need to consider policies and zoning standards for such facilities. Supporting Rural, Northern & Indigenous Communities The Province has indicated that a number of the PPS changes are intended to recognize that rural, northern and Indigenous communities are vital to Ontario’s continued prosperity and overall well-being. The changes that are relevant in Oxford (e.g. rural and Indigenous communities) are summarized as follows:  Section 1.6.6 (planning for sewage, water and stormwater) – there are a number of policy changes that are intended to clarify sewage and water servicing requirements for lot creation and development in rural settlements, as follows: o Policy 1.6.6.1 (planning for sewage and water services) - clarifying that planning authorities have the ability to consider the use of private communal, private on site and partial services where municipal sewage and water services are not available, planned or feasible, provided specific conditions are met; o Policy 1.6.6.3 (private communal services) - identify private communal sewage and water services as the preferred form of servicing for multi-lot/unit development where municipal services are not available, planned or feasible; o Policy 1.6.6.4 (individual on-site water/sewage services) - require municipalities to assess the long-term impacts of individual on-site services (wells and septic) on the environmental health and desired character of rural settlements and the feasibility of other forms or servicing (e.g. municipal or private communal); o Policy 1.6.6.5 (partial services) – where partial services (e.g. municipal water only) have been provided to address failed services, infilling on existing lots of record may be permitted subject to certain conditions; and o Policy 1.6.6.7 (stormwater management) – require that planning for stormwater management be integrated with planning for sewage and water services, prepare for the impacts of a changing climate and mitigate risk to human health and the environment. Review/Comments: The County had previously requested that the Province confirm the intent of these proposed changes (e.g. to ensure there will be no potential negative implications for Oxford) and ensure the policy wording clearly reflects that intent (e.g. not be misinterpreted). No such confirmation has been provided to date. As such, Planning staff will monitor the release of any new or updated guidance in this regard and inform County Council and the Area Municipalities of any significant updates and potential implications.  Policies 1.2.2. (coordination) and 2.6.5 (cultural heritage and archaeology) now require municipal engagement and coordination with Indigenous communities on land use planning matters. Before engaging and coordinating with Indigenous communities was encouraged, but not required by the PPS. Review/Comments: The County currently strives to engage with Indigenous communities on many larger scale planning and infrastructure projects. However, it is not clear what will now be required with respect to coordination (e.g. all planning matters, or only those that may directly Page 245 of 353 7 / 9 impact indigenous communities). Therefore, it is hoped that clear Provincial direction on expectations in this regard will be provided.  Revisions to policies 1.7.1 (i), 2.3.2, 2.3.6.2 (agricultural resources) and new definitions for ‘agricultural system’ and ‘agri-food network’ are proposed to encourage the use of a systems based approach to maintaining and enhancing the geographic continuity of the agricultural land base and the functional and economic connections to the agri-food network. Review/Comments: The use of such a systems-based approach is already required for municipalities within the Greater Golden Horseshoe (GGH) growth plan, however, the Province has indicated it is intended to be ‘voluntary’ for those outside the GGH. At this point, it is uncertain as to whether there would be any potential benefits to implementing such a system in Oxford, however, it is something that would likely benefit from further investigation if the PPS policies are approved. It is expected that the procedures for developing and implementing such an approach will be largely based on those set out in the Implementation Procedures for the Agricultural System in Ontario’s Greater Golden Horseshoe, produced by Ontario Ministry of Agriculture, Food and Rural Affairs.  Policies 1.1.3.8 e) (settlement expansions) and 2.3.6.2 (non-agricultural uses) – In the previous draft, the requirement for evaluating the impacts of settlement expansions and non-agricultural uses on agricultural operations was strengthened from impacts being ‘mitigated to the extent feasible’ to being ‘avoided, and where avoidance is not possible, impacts are minimized and mitigated to the extent feasible, in accordance with provincial guidelines.’ However, these proposed policy changes were not included in the final PPS document. Review/Comments – This stronger policy test may have been helpful for ensuring new non- agricultural uses did not have a negative impact on agricultural operations. However, ‘not possible’ could have been an overly onerous test for settlement expansions in some cases (e.g. avoidance may be possible, but not reasonable/practical), particularly in areas like Oxford (where virtually all lands outside settlements are in agricultural use). Supporting Economy & Job Creation The Province has indicated that economic opportunities and continued investment are vital to supporting jobs and the continued economic well-being of all Ontarians and have made a number of changes to the PPS policies in this regard:  Policies 1.2.6.1 and 1.2.6.2 (land use compatibility) and definition of ‘major facilities’ have been revised to provide stronger direction for the appropriate location of ‘major facilities’ (e.g. industrial uses, major transportation corridors, sewage treatment facilities, resource extraction activities, etc.) and stronger protection for such ‘major facilities’ where sensitive lands uses (e.g. residential and institutional uses) are being planned nearby. The policies also now make specific reference to applicable Provincial guidelines, standards and procedures. Review/Comments: For the most part, it appears that the proposed changes are simply intended to provide further clarity that new development is to be consistent with current Provincial guidance in this regard. However, to determine if any potential new implications may result from the above noted policy changes, Planning staff will continue to monitor for any new of updated provincial guidelines, standards and procedures in this regard and advise County Council and the Area Municipalities as necessary.  Policies 1.3.1 (c), 1.3.2.2 and 1.3.2.3 (employment) – new policies to encourage municipalities to facilitate conditions for economic investment, assess employment areas to ensure Page 246 of 353 8 / 9 designations are appropriate for their planned function, and protect employment areas from the introduction of incompatible uses (e.g. prohibit residential and institutional uses not ancillary to the primary employment uses). Review/Comment: Generally supportive of the stronger focus on employment. However, further direction from the Province with respect to assessing the appropriateness of employment areas (e.g. through the proposed updates to the land needs guideline) would be beneficial.  Policy 1.3.2.5 (conversion of employment areas) – a new policy that would allow for the conversion of existing employment areas to non-employment uses outside of a comprehensive review process, provided they have not been deemed to be ‘provincially significant’ or ‘regionally significant’ and satisfy a number of other assessment criteria (e.g. need, adequate servicing, no negative impacts etc.). The policy indicates that ‘provincially significant’ will be identified through a provincial planning exercise and ‘regionally significant’ by a regional economic development corporation. Review/Comments: Additional flexibility to convert employment areas to non-employment uses without a full comprehensive review (where deemed appropriate by the applicable municipality), is something Planning staff have been requesting the Province to consider for some time. However, this policy appears to be overly directive (e.g. requires that ‘regionally significant’ lands be identified by a regional economic development corporation, which does not exist in Oxford). As such, Planning staff will be seeking further clarification from the Province on the intent and application of this policy to determine what implications it may have for future implementation in Oxford. Other Potential PPS Changes Identified by Planning Staff In addition to submitting comments to the Province in response to the above noted policy area changes, planning staff had also identified a number of other potential amendments for consideration by the Province as part of the current PPS review process. The potential amendments related to matters such as: • Allowing for minor rounding out of rural settlements in certain specific situations; • Clarifying Provincial expectations with respect to the PPS requirement to establish intensification and redevelopment targets, particularly for smaller settlements; • Providing increased flexibility with respect to the severance of lands consisting exclusively of natural heritage features and areas within prime agricultural areas; • Requiring that the cumulative impacts of multiple aggregate operations be considered (e.g. to better support the policy direction currently contained in the Official Plan); • Clarifying the policies for farm consolidations to ensure a more standardized and effective approach for surplus farm dwelling severances across jurisdictions; and • Providing flexibility to split existing rural residential lots (e.g. <2.5 acres in area and residentially zoned) outside of designated rural settlements in very specific circumstances. None of these considerations appear to have been addressed through the policy changes incorporated into the final 2020 PPS document. Summary The policy direction in the 2014 Provincial Policy Statement (PPS) is largely consistent with local planning goals and objectives and has generally been supportive of ‘good planning’ in Oxford. Therefore, it is reassuring to see that the changes in the 2020 PPS primarily consist of minor Page 247 of 353 9 / 9 refinements, clarification and/or re-structuring of existing policies, as opposed to substantial changes in Provincial direction. That said, there are a few policy changes that would benefit from further clarification and/or Provincial guidance, as well as a number of policy areas of particular local interest that the Province was asked to review and update as part of the PPS review process that were not addressed. When the policies of the 2020 PPS come into effect on May 1, 2020, all decisions, comments, submissions and/or advice that affect a planning matter ‘shall be consistent with’ those policies. Planning staff, in consultation with the Province, Conservation Authorities and Area Municipalities, will also need to begin considering whether any revisions to the Official Plan policies and other local planning documents and/or processes will be necessary or advisable to ensure consistency with the policies in the new PPS. Planning staff will also continue to monitor the release of any associated new or updated Provincial guidance to identify any further implications and implementation considerations for the County and/or Area Municipalities that may arise. Prepared by: Paul Michiels Manager of Planning Policy Circulated to: Area Municipal CAOs, Clerks and Planners Further information: Any questions related to the 2020 PPS can be directed to your Area Planner. Page 248 of 353 Page 1 of 3 Subject: Appointment of Acting Fire Chief and Acting Deputy Fire Chief Report Number: CAO 20-03 Author: Kyle Pratt, Chief Administrative Office Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receives Report CAO 20-03, as information; AND THAT a By-Law to appoint an Acting Fire Chief and an Acting Deputy Fire Chief for the Town of Tillsonburg, be brought forward for Council’s consideration. BACKGROUND The Town of Tillsonburg is currently in the process of recruiting a Fire Chief. The Town issued a competition for the position of Fire Chief and received applications up to the deadline of November 29, 2019. Subsequently, the competition was placed on hold until the Town filled the position of Chief Administrative Officer (CAO) to allow the new CAO to participate in the recruitment process. The first round of interviews took place in early February and the process has been ongoing and the competition is nearing completion. The Selection Committee is hopeful that an applicant will be recommended to Council shortly. At the same time, current Acting Fire Chief Terry Saelens has submitted his retirement notice effective days end on Thursday, April 30. Chief Saelens has served the Fire Department and Town well during his 47 years on the fire department and during his leadership role as Acting Fire Chief. DISCUSSION Given that the Town is currently not in a position to appoint a permanent Fire Chief prior to Chief Saelens retirement date, it is important that the Town appoint an Acting Fire Chief and Acting Deputy Fire Chief until the appointment of the permanent Fire Chief. CONSULTATION The Chief Administrative Officer and Manager of Human Resources have discussed the temporary appointments of Acting Fire Chief and Acting Deputy Fire Chief with current Acting Fire Chief Terry Sealens, current Acting Deputy Chief Gord Roesch, and current Acting Manager of Fire Communications Vanessa Devolin. Page 249 of 353 CAO 20-03 Page 2 of 3 FINANCIAL IMPACT/FUNDING SOURCE The positions of Fire Chief and Deputy Fire Chief have been allocated in the 2020 budget. The rates of pay for the appointments of Acting Fire Chief and Acting Deputy Fire Chief are within the 2020 budget. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☐ Make Tillsonburg an attractive place to live for youth and young professionals ☐ Provide opportunities for families to thrive ☐ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☐ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living ATTACHMENTS Appendix A – By-Law to appoint an Acting Fire Chief and Acting Deputy Fire Chief for the Town of Tillsonburg. Appendix B – Fire Chief – Job Description Appendix C – Deputy Fire Chief – Job Description Page 250 of 353 CAO 20-03 Page 3 of 3 Page 251 of 353 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-0## BEING A BY-LAW to appoint an Acting Fire Chief for the Town of Tillsonburg and to repeal By-Law 4302, To Appoint the previous Acting Fire Chief, and to appoint an Acting Deputy Fire Chief for the Town of Tillsonburg and to repeal By-Law 3502, To Appoint a previous Deputy Fire Chief. WHEREAS the Fire Protection and Prevention Act, S.O. 1997, ch.4, provides that if a Fire Department is established for the whole or a part of a municipality or for more than one municipality, the Council of the municipality may appoint a Fire Chief for the Fire Department who is ultimately responsible for the delivery of fire protection services within the municipality; AND WHEREAS the Fire Protection and Prevention Act, S.O. 1997 provides that a municipality may appoint an officer to enter upon land and into structures at any reasonable time to inspect the land and structures to determ ine whether by-laws enacted in accordance with this section are being complied with; AND WHEREAS The Council of the Corporation of the Town of Tillsonburg deems it is necessary and expedient to appoint an Acting Fire Chief, and that the Acting Fire Chief is also designated as the Community Emergency Management Coordinator (CEMC) for the Corporation of the Town of Tillsonburg; AND WHEREAS The Council of the Corporation of the Town of Tillsonburg deems it is necessary and expedient to appoint an Acting Deputy Fire Chief, and that the Acting Deputy Fire Chief is also designated as the Deputy Community Emergency Management Coordinator (CEMC) for the Corporation of the Town of Tillsonburg; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT _________ be and is hereby appointed as an Acting Fire Chief and Community Emergency Management Coordinator for the Corporation of the Town of Tillsonburg to carry out the duties and responsibilities as set out in By- law 3190. 2. THAT __________ be and is hereby appointed as an Acting Deputy Fire Chief and Deputy Community Emergency Management Coordinator for the Corporation of the Town of Tillsonburg to carry out the duties and responsibilities as set out in By-law 3190. 3. Any previously enacted By-Laws which are inconsistent with the purpose and intent of this By-Law are hereby amended/repealed. 4. That By-Law 4302 is hereby repealed in its entirety. Page 252 of 353 By-Law 2020-0## Page 2 of 2 5. That By-Law 3502 is hereby repealed in its entirety. 6. This By-Law shall come into full force and effect on the day of passing. READ A FIRST AND SECOND TIME THIS 27th day of APRIL, 2020. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of APRIL, 2020. ___________________________ MAYOR – Stephen Molnar ______________________________ TOWN CLERK – Michelle Smibert Page 253 of 353 Deputy Fire Chief Department: Fire & Rescue Services Division: Fire & Rescue Services Group: Manager Reports To: Fire Chief Grade: 12 Last Update: October 10, 2017 Summary of Position The Deputy Fire Chief is responsible for the smooth and safe operation of the department both on and off the emergency ground as outlined in the Establishing & Regulating By-Law. He/she may take charge as Incident Commander in the absence of the Fire Chief. He/she may take direct charge of emergency ground safety and ensure that all safety procedures are in place during emergency ground operations. Qualifications  Minimum Grade 12, Post Secondary education preferred  NFPA 1001 – Firefighter I & II  NFPA 1021 – Fire Officer I & II  NFPA 1041 – Fire Instructor I & II  NFPA 1521 – Fire Safety Officer  10 years of progressive firefighting experience. Minimum 5 years of experience as an officer.  DZ driver’s license.  Qualified as a Certified Fire & Explosion Investigator (CFEI) (NFPA 1033)  Must possess excellent communication skills for contact with the public, other Employees and government agencies.  Proficient in data processing including experience in a Windows operating system environment and Microsoft Office. Responsibilities  Work is performed under the direction of the Fire Chief. The Deputy Chief will perform the role of the Fire Chief in his/her absence.  Holds a leadership and administrative role in the department. Page 254 of 353  As part of the Officer’s Committee the Deputy Chief will be involved in decision making as well as provide input into the general administration of the department.  As an Assistant to the Fire Marshal, he/she will carry out the duties as regulated by the Fire Protection and Prevention Act and other related legislation.  Will promote fire safety within the community through public education and fire prevention programs.  Assists in the coordination and delivery of the department’s training program.  Is the Alternate Community Emergency Management Coordinator (CEMC), and acts as the CEMC in the absence of the Fire Chief/CEMC.  He/she will perform the duties of a Fire Prevention and Public Education officer.  This rank allows for independent judgment in accordance with established policies, procedure, guidelines and objectives of the department.  Supervision of Fire Communicators and Fire Fighters.  Through the Officer’s Committee provides input on department polic ies, guidelines, goals and objectives, as well as the annual budget.  Willing to be on call and carry a paging device to ensure immediate response to an emergency 24 hours per day, in rotation with the Fire Chief.  Responds to alarms and participates in all phases of firefighting and emergency operation as authorized under the fire department’s Establishing and Regulating By-Law.  Responsible for the development and implementation of the department’s training program.  Participates in delivery of the fire department’s Public Education and Fire Prevention programs as required by the Fire Protection and Prevention Act and related legislation.  Maintains certification in first aid, CPR and defibrillator.  Coordinates, prepares and conducts training sessions for the f irefighters and the public.  Assists in determining fire cause and point of origin, estimates damage and compiles internal and external reports.  Assists in maintaining the discipline and morale of the department. Enforces the rules and regulations and mediates problems, referring them to the Fire Chief as necessary.  Coordinates meetings and organizes work schedules as required.  Inspects buildings as per fire department policies. Enforces the Fire Protection and Prevention Act and related regulations as well as municipal by-laws. Fire Prevention duties would also include preparing reports and attending court as required.  Attends conferences and seminars, when approved, to keep abreast of changes in equipment and methods of operation in order to ensure that the department will maintain, and, where appropriate, improve the level of service to the community.  Assists in the preparation of specifications for the purchase of major equipment. Page 255 of 353  Assists in the preparation of reports as required.  Ensures that records pertaining to staff attendance at training and emergencies are maintained.  Provides public tours, demonstrations and seminars as requested by the Fire Chief.  Attends training sessions, meeting and functions as required.  Assists in the recruitment process.  Adheres to all departmental Operating Guidelines.  Performs other duties as required by the Fire Chief. Page 256 of 353 Fire Chief Department: Fire & Rescue Services Division: Fire & Rescue Services Group: Senior Leadership Reports To: Chief Administrative Officer Grade: 14 Last Update: October 20, 2011 Summary of Position The Fire Chief is responsible for the overall operation of the fire department as outlined in the establishing By-Law and the Fire Protection and Prevention Act. The Fire Chief’s is the manager responsible for the the planning, coordinating, operating and efficiency of the fire department requiring exercise of independent judgment in accordance with established policies and objectives. The Fire Department of Tillsonburg also delivers fee-for-service fire communications. He/she is responsible for the development and managing of the department’s Qualifications  Post-secondary education preferably at the university level or an equivalent.  Achieved the Ontario Fire Service Standard for Fire Chief.  Ontario Fire Service Standard for Training Officer and Fire Prevention Officer would be an asset.  A minimum of 5 years in the capacity of Fire Chief or equivalent experience.  Must possess excellent oral and written communication skills.  Valid DZ driver’s licence.  Working knowledge of the Occupation Health and Safety Act.  Proficient in a computerized office environment. Responsibilities  Develops and implements the departmental planning process by assessing the community’s needs, consulting with stakeholders, establishing goals, objectives and performance measures, developing action plans, and monitoring the status of fire department plans.  Provides leadership to the department by developing a competent emergency response and management team, using current management techniques and incorporating measurable performance indicators so that the fire department can Page 257 of 353 meet the performance expectations of the community and demonstrate an economical, efficient and effective use of resources.  Contributes to the formulation of fire related municipal policies, programs, and services by giving and receiving information to and from senior management, coordinates the municipality’s emergency plan, drafts fire department related by- laws, prepares reports and maintains a broad perspective of the issues facing the municipality.  Ensures the development of fire department personnel through training and educational programs, through the supervision of the fire service team, the development of formal and informal communication networks.  Conducts long and short term financial planning for the development of capital and operational budgets by reviewing current and previous years budgets, planning, prioritizing and costing of capital initiatives and operating requirement so that departmental budgets are presented to senior management and approved by council.  Ensures appropriate interpretation and application of legislation, codes and by- laws by establishing policies and operating guidelines, monitoring performance of staff and reviewing and modifying fire department plans so that staff are aware of requirements of legislation, regulation, standard, codes and by-laws and reasonable and diligent application of the legislative intent is accomplished.  Promotes and facilitates public education by making presentations, participa ting in special events, demonstrating professionalism and leadership abilities, demonstrating commitment to public education and ensuring the involvement of staff in community initiatives and media relation so that the goals of educating the public in fire safety is met and public confidence in the fire department is maintained.  Ensures that fire department systems and programs are developed and implemented by assessing community and departmental needs, developing networks, partnerships and collaborative relationships and establishing information, accountability and evaluation systems so that the loss of life, property and damage to the environment is minimized, the level of risk is acceptable to the community and an economical, efficient and effective use of resources is demonstrated.  Be willing to be on call and carry a paging device.  Supervises the recruitment process and training standards for firefighters.  Co-ordinates and maintains the municipal emergency plan.  Performs other duties as assigned. Page 258 of 353 Page 1 of 3 Subject: Committee Appointments Report Number: CLK 20-13 Author: Laura Pickersgill, Legislative Services Coordinator Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receives Report CLK 20-13 Committee Appointments; AND THAT a By-Law to Amend Schedule A of By-Law 4247, be brought forward for Council’s consideration. DISCUSSION The Office of the Clerk received two resignation notices from members of the Economic Development Advisory Committee. At the March 10, 2020 Economic Development Advisory Committee meeting, the Committee passed the following resolution: Moved by: Steve Spanjers Seconded by: Randy Thornton THAT the Economic Development Advisory Committee receives and accepts resignation of Committee Members, Jim Hayes and Ashton Nembhard, with regret. Carried. Furthermore, when Council adopted the original Committee Appointment By -Law 4247 at the Council Meeting of January 13, 2019, Lindsay Tribble was nominated by the Chamber of Commerce Board and was subsequently appointed by Town Council as the Chamber of Commerce Representative on the Economic Development Committee. Since then, Ms. Tribble’s appointment on the Chamber of Commerce board has come to an end therefore a replacement for the Chamber of Commerce Representation is required. Temporarily, Suzanne Renken, Executive Director of the Tillsonburg Chamber of Commerce, is being recommended to fill this vacancy. Du e to the COVID- 19 Pandemic, the Tillsonburg Chamber of Commerce has been unable to meet recently, therefore, the Board has been unable to nominate a new representative for the Committee. Ms. Renken has indicated she will fill the vacancy until the Board can meet again and provide a nomination. Page 259 of 353 CLK 20-13 Page 2 of 3 The attached By-Law 2020-028, Schedule A, includes the updated version of appointments with these members removed. According to the Terms of Reference endorsed by Council, the minimum number of members required on this Committee is seven (7). This Committee will have eleven (11) members following these resignations. Staff do not recommend advertising vacancies for member positions on this Committee at this time as there are currently no issues with meeting quorum on a regular basis. FINANCIAL IMPACT/FUNDING SOURCE None. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability ATTACHMENTS Appendix A – By-Law Schedule A Page 260 of 353 CLK 20-13 Page 3 of 3 Report Approval Details Document Title: CLK 20-13 Committee Appointments.docx Attachments: - By-Law Schedule A.pdf Final Approval Date: Apr 20, 2020 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Apr 14, 2020 - 2:26 PM Kyle Pratt - Apr 20, 2020 - 2:12 PM Michelle Smibert - Apr 20, 2020 - 2:30 PM Page 261 of 353 By-Law 2020-__ Schedule A Board/Committees Citizen Appointments Mandate Accessibility Advisory Committee Cindy Allen Erin Getty Jeff Huber Margaret McCrimmon Mark Dickson Mike Cerna Michael Kadey Peter Staley Pete Luciani To advise and make recommendations to Council on all matters with respect to the accessibility for persons with disabilities to a municipal building, structure or premises. Cultural, Heritage and Special Awards Advisory Committee Collette Takacs Erin Getty Carrie Lewis Vern Fleming Terry Fleming Rosemary Dean Penny Esseltine Mark Dickson Tabitha Verbuyst James Murphy To advise and make recommendations to Council on all matters with respect to tourism and culture in the Town of Tillsonburg. To advise and make recommendations to Council on all matters related to properties of architectural and historical significance. To receive nominations and make recommendations to Council for the Citizen of the Year and monthly awards. To provide commemorative naming options to Council. Economic Development Advisory Committee Jesse Goossens Collette Takacs Jeff VanRybroeck Randy Thornton Lindsay Morgan-Jacko Andrew Burns Cedric Tomico Steve Spanjers Lisa Gilvesy Kirby Heckford Deb Gilvesy To advise on initiatives to attract and retain investment within the community. To provide advice on: •The Economic Development Strategy •The Community Strategic Plan •Annual Departmental Business Plan To support the development of alliances and partnerships to advance the Town’s strategic plan and that assists in the overall growth of the Town. Page 262 of 353 By-Law 2020-__ Schedule A To provide advice regarding existing and new bylaws that relate to/impact development within the community. Memorial Park Revitalization Advisory Committee Joan Weston Scott Vitias Eugene Todd Terry Smith Kim Sage Chris Rosehart Mike Cerna Sharon Howard Ken Patterson Jane Ann McLean Mel Getty Rosemary Dean To advise and make recommendations and provide regular updates to Council on all matters with respect to the Memorial Park Revitalization Project. Museum Advisory Committee Bob Marsden Rosemary Dean Joan Weston Donna Scanlan Dianne MacKeigan John Lessif Sherry Hamilton Chris Rosehart To make recommendations to Council on policies and procedures pertaining to the Museum. To participate in strategic planning activities, initiate and participate in fundraising activities when and as needed, act as ambassadors for the museum within the community. To work with the Tillsonburg and District Historical Society regarding trust for artifact purchases and to act as trustees for the restoration trust. Parks, Beautification and Cemeteries Advisory Committee Christine Nagy Sue Saelens Donna Scanlan Mike Dean Ken Butcher Penny Esseltine Bob Marsden Marian Smith Paul DeCloet To advise and make recommendations to Council on all matters with respect to the utilization and beautification of public parks, trails, trees, green space and Tillsonburg cemeteries. Page 263 of 353 By-Law 2020-__ Schedule A Paul Wareing Maurice Verhoeve Recreation and Sports Advisory Committee Chris Parker Don Baxter Susie Wray Eugene Todd Carrie Lewis Jeff VanRybroeck Kim Sage Dace Zvanitajs To advise and make recommendations to Council on matters related to the programming and utilization of Tillsonburg’s recreational facilities. To advise and make recommendations to Council on implementation of the Community Parks, Recreation and Cultural Strategic Master Plan. Tillsonburg Airport Advisory Committee Euclid Benoit Deb Gilvesy Geoffrey Lee Mark Renaud Jeremy Stockmans David Brandon Dan Cameron John Prno Valerie Durston Jeff Dean Jeffrey Miller To advise and make recommendations to Council on matters related to the Tillsonburg Regional Airport. To provide a forum for receiving input and advice from aviation stakeholder groups and the community with respect to the Airport Master Plan and strategic initiatives and to provide a forum for dialogue and communication. Day to day operations of the airport is the responsibility of Town staff. Tillsonburg Dog Park Advisory Committee Wayne Beard Pete Luciani Kelly Luciani Connie Porter Brad Holden Marcie Walters-Turcotte Doris Koepke Roseanne Fillion Mark Cheron The objective of the Tillsonburg Dog Park Advisory Committee (TDPAC) is to oversee and advise Town Council on the governance of the Dave Johnson Memorial Dog Park with representation from all affected groups in the community. Page 264 of 353 By-Law 2020-__ Schedule A Tillsonburg Transit Advisory Committee Sherry Hamilton Kathryn Leatherland Cindy Allen Carolijn Verbakel John Verbakel Lynn Temoin Pete Luciani The objective of the Tillsonburg Transit Advisory Committee (TTAC) is to oversee and advise Town Council on the governance oversite of the Town's service providers contract for transit and specifically the policies and procedures related to service delivery of transit. The TTAC will provide a forum for input, exchange of ideas and debate on conventional and mobility transit related issues with representation from all affected groups in the community. The committee should use the Mandate to set out a clear plan for the term of the Committee. Create a high level work plan to define the scope and establish the framework and overall approach for transit. Set out goals the committee will work towards accomplishing. Page 265 of 353 Page 1 of 3 Subject: County Council Composition and Election of Head of Council (Warden) Review Report Number: CLK 20-18 Author: Michelle Smibert, Clerk Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receives Report CLK 20-18, as information. BACKGROUND Attached please find a report from the County of Oxford and their current review of council composition. Each municipality is required to review and comment on or before May 15, 2020. DISCUSSION The report is being circulated to Council at this time to gather your direction in terms of any additional information required by Council or if staff can assist in a review and providing options for Council consideration. Alternatively, perhaps Council has no comments to provide to the County. It appears that there may be two options for Council to pursue: 1) Provide notice to the County that Tillsonburg Council has no comment; or 2) Provide the following questions/concerns to staff for a report back to the May Council meeting for review. CONSULTATION Mayor Molnar FINANCIAL IMPACT/FUNDING SOURCE N/A Page 266 of 353 CLK 20-18 Page 2 of 3 COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☐ Make Tillsonburg an attractive place to live for youth and young professionals ☐ Provide opportunities for families to thrive ☐ Support the aging population and an active senior citizenship 4. Culture and Community ☐ Promote Tillsonburg as a unique and welcoming community ☐ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living ATTACHMENTS Appendix A – Oxford County Staff Report CS 2020-11 Page 267 of 353 CLK 20-18 Page 3 of 3 Report Approval Details Document Title: County Council Composition and Election of Head of Council Review.docx Attachments: - Oxford County Staff Report CS 2020-11.pdf Final Approval Date: Apr 20, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Apr 20, 2020 - 6:14 PM Page 268 of 353 Report No: CS 2020-11 CORPORATE SERVICES Council Date: March 11, 2020 To: Warden and Members of County Council From: Director of Corporate Services County Council Composition and Election of Head of Council (Warden) Review RECOMMENDATIONS 1. That County Council adopt the process and timelines to review the County of Oxford council composition and election of the head of council as set out in Report No. CS 2020-11 entitled “County Council Composition and Election of Head of Council (Warden) Review "; 2. And further, that a copy of this report be circulated to the Councils of the Area Municipalities for review and comment on or before May 15, 2020. REPORT HIGHLIGHTS  Outlines a process and timelines to meet the legislative requirement that Oxford County undertake a council composition review by December 1, 2020, to take effect at the beginning of the 2023-2027 term of council  Informs Council of options with respect to:  number of representatives which comprise Oxford County Council  election of the head of council (warden) and/or the term of the warden Implementation Points Upon conclusion of the legislated review of the County’s council composition, the Minister of Municipal Affairs and Housing will be notified accordingly and, if any changes are approved, the necessary steps as outlined in this report will be taken. Financial Impact This report has no financial implications beyond that approved within the 2020 Business Plan and Budget. The Treasurer has reviewed this report and agrees with the financial impact information. Page 1 of 8 Page 269 of 353 Report No: CS 2020-11 CORPORATE SERVICES Council Date: March 11, 2020 Risks/Implications The Province of Ontario, through the Modernizing Ontario’s Municipal Legislation Act, 2017, (Bill 68), requires all upper-tier municipalities to periodically undertake a review of the composition of their councils. The Ministry of Municipal Affairs and Housing has set a deadline of December 1, 2020 for the County of Oxford’s review. Failure to either initiate a change in council composition or affirm the existing council composition by December 1, 2020, may result in the Minister of Municipal Affairs and Housing intervening by imposing regulation to unilaterally change the composition of the upper-tier council. Strategic Plan (2015-2018) County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions: 3. i. A County that Thinks Ahead and Wisely Shapes the Future – Influence federal and provincial policy with implications for the County by: - Advocating for fairness for rural and small urban communities - Advocating for federal and provincial initiatives that are appropriate to our county 4. i. A County that Informs and Engages - Harness the power of the community through conversation and dialogue by: - Providing multiple opportunities for public participation and a meaningful voice in civic affairs - Understanding and addressing public aspirations for a more livable community DISCUSSION Background The Municipal Act states that a key principle of fair representation is ensuring that local representation at the regional level keeps up with changing demographics over time. To ensure council composition continues to reflect local and demographic needs, the Municipal Act requires all regional municipalities to review their council composition. This requirement began after the 2018 municipal election and must be done within two years after every second regular municipal election. At its meeting of February 13, 2019, Oxford County Council received correspondence from the Minister of Municipal Affairs and Housing (Attachment 1), asking that work be paused with respect to a review of council composition as Oxford County was involved in the Regional Government Review at the time. Page 2 of 8 Page 270 of 353 Report No: CS 2020-11 CORPORATE SERVICES Council Date: March 11, 2020 At its January 22, 2020 meeting, Oxford County Council received correspondence from the Minister of Municipal Affairs and Housing (Attachment 2) requesting that Council continue its work to review its composition with a goal to adjust or reaffirm its composition by December 1, 2020. Although review of the election of the head of council for the County of Oxford is not a legislated requirement, County Council has expressed an interest in carrying out a concurrent review at this time to ensure the election process continues to effectively serve the County’s constituents. Comments Requirements and Considerations As indicated above, being a regional government the County is required by the Province of Ontario, through the Modernizing Ontario’s Municipal Legislation Act, 2017, (Bill 68), to undertake a review of its council composition by December 1, 2020. Options which can be considered with respect to council composition include the following:  Maintain the status quo of ten members of council (50% Urban, 50% Rural); or  Increase or decrease the number of representatives on County council effective with the next term of council. Options which can be considered with respect to the election of the Head of Council (Warden) include the following: Election from within:  Continue with council’s current process for electing a warden as outlined in the Procedure By-law which includes the election of a sitting member of County council for the entire term of council; or  Continue with the County’s current process for electing a warden as outlined in the Procedure By-law which includes the election of a sitting member of County council for the period of one year; or  Continue with the County’s current process for electing a warden as outlined in the Procedure By-law which includes the election of a sitting member of County council for the period of two years. Election at large:  In addition to electing a mayor and councillors at the local level, residents would be asked to elect a warden from ‘at large’ (without specificity to an area municipal ward or jurisdictional boundaries) on October 24, 2022 for the four year term of council.  Depending on the recommendations made with respect to the number of council representatives on council, election of a warden at large could potentially increase the number of members of County council by one. Page 3 of 8 Page 271 of 353 Report No: CS 2020-11 CORPORATE SERVICES Council Date: March 11, 2020 Public Meeting In accordance with section 218 subsection 173(3) of the Municipal Act with respect to restructuring, “Council shall consult with the public by giving notice of, and by holding, at least one public meeting”. It is proposed that a public meeting be held at the June 24, 2020 meeting of Council in regards to Council’s recommendations with respect to both the composition of County council and election of the warden. The manner and timing of notice of the public meeting will be in accordance with the County’s Public Notice Policy No. 6.13. Triple Majority Support Regional municipalities can either change their council composition by passing a by-law or affirm their council composition by adopting a resolution. If the regional municipality does not receive “triple majority” support for either by the deadline, the Minister of Municipal Affairs and Housing has the authority to make a regulation to change the regional municipality’s composition. Triple Majority Support is defined in the Municipal Act as follows: • “A majority of all votes on upper tier council”: o A majority of the members of County of Oxford Council is defined in subsection 237(1) of the Municipal Act as “a majority of members representing at least one- half of the lower-tier municipalities is necessary to form a quorum” • “A majority of all the lower-tier councils have passed resolutions consenting to the by- law” o Five Area Municipal Councils must be in support of the proposed by-law • “The total number of electors in the lower-tier municipalities that have passed resolutions consenting to the proposal form a majority of the electors of the upper-tier municipality” o The sum of the electors in the Area Municipalities who have passed resolutions in support of the proposed by-law must add up to a minimum of 40,934 electors (one half plus one) In the event that a regional government does not submit a position with respect to its council composition, the Minister can make regulation under subsection 14(7) of the Act to change the composition of council, which may include anything that could be included in a by-law of the upper-tier municipality under sections (1) to (5), having regard for the principle of representation by population. Table 1 below sets out the number of electors by Area Municipality for the purposes of meeting the triple majority requirements to constitute a change in council composition and for assessing the appropriateness of the County’s council representation based on the 2018 electorate listing and forecasted population growth figures presented in Table 2. Page 4 of 8 Page 272 of 353 Report No: CS 2020-11 CORPORATE SERVICES Council Date: March 11, 2020 Table 1 – Number of Electors by Area Municipality – 2018 Election Municipality Electors (2018) Township of Blandford-Blenheim 5,940 Township of East Zorra-Tavistock 5,157 Town of Ingersoll 9,264 Township of Norwich 7,711 Township of South-West Oxford 5,367 Town of Tillsonburg 12,583 City of Woodstock 29,669 Township of Zorra 6,174 Total Eligible Voters Oxford County (2018) 81,865 Majority 40,934 Table 2 – Population Growth Projections by Area Municipality Population1 Location 2016 20182 2021 20222 Oxford County 113,940 117,520 122,890 124,680 Woodstock 42,040 43,870 46,620 47,540 Ingersoll 13,110 13,560 14,240 14,470 Tillsonburg 16,310 16,740 17,380 17,590 Blandford-Blenheim 7,600 7,750 7,980 8,060 East Zorra-Tavistock 7,330 7,570 7,940 8,060 Norwich 11,310 11,530 11,850 11,960 South-West Oxford 7,880 7,980 8,140 8,190 Zorra 8,360 8,510 8,740 8,820 Source: 2019 growth forecasts (Hemson) 1. Forecasted population includes a net Census undercount of approximately 2.8%. 2. Annualized forecast estimates for 2018 and 2022 were derived from the Hemson five year interval forecasts, assuming straight line growth between intervals. 3. Numbers are rounded. Page 5 of 8 Page 273 of 353 Report No: CS 2020-11 CORPORATE SERVICES Council Date: March 11, 2020 The following table presents the population in each Area Municipality that is represented by council using the population from the year of the current term’s election compared to the population representation for councillor complement using the 2022 forecasted population figures. Table 3 – Representation by Population Comparison Municipality No. of Council Reps County Councillor Representation per Resident (2018) County Councillor Representation per Resident (2022)1 % Change Township of Blandford- Blenheim 1 7,750 8,060 4.0% Township of East Zorra- Tavistock 1 7,570 8,060 6.5% Township of Norwich 1 11,530 11,960 3.7% Township of South-West Oxford 1 7,980 8,190 2.6% Township of Zorra 1 8,510 8,820 3.6% Town of Ingersoll 1 13,560 14,470 6.7% Town of Tillsonburg 1 16,740 17,590 5.1% City of Woodstock 3 14,623 15,847 8.4% Total Oxford County 10 Note 1 – based on status quo council composition for next election year Page 6 of 8 Page 274 of 353 Report No: CS 2020-11 CORPORATE SERVICES Council Date: March 11, 2020 Proposed Timelines Staff recommends the following timelines in order to ensure the December 1, 2020 deadline for providing a response to the Province is met: Item Date Receive Area Municipal Input May 15, 2020 County Council consider input and draft position May 27, 2020 Public Meeting to consider Council’s draft position June 24, 2020 Set Final Position July 8, 2020 Receive Area Municipal Council consideration and formal position October 2, 2020 Consider Resolutions from Area Municipalities October 14, 2020 Adoption of By-law supporting Council’s position October 28, 2020 Conclusions The recommendations as contained within this report are in response to the January 9, 2020 correspondence from the Minister of Municipal Affairs and Housing outlining the County’s requirement to undertake a review of the County’s council composition. Failure to undertake a review by either proposing change or confirming status quo by December 1, 2020 may result in the Minister of Municipal Affairs and Housing intervening by imposing regulation to unilaterally change the County’s council composition. Page 7 of 8 Page 275 of 353 Report No: CS 2020-11 CORPORATE SERVICES Council Date: March 11, 2020 Including review of the County’s election of warden process concurrent with the legislated requirement for a council composition review will ensure our regional governance model effectively meets the needs of constituents of Oxford County in the future. SIGNATURES Report Author: Original signed by Chloé J. Senior Clerk Departmental Approval: Original signed by Lynn S. Buchner, CPA, CGA Director of Corporate Services Approved for submission: Original signed by Peter M. Crockett, P.Eng. Chief Administrative Officer ATTACHMENTS Attachment 1 – Correspondence received by Council February 13, 2019 Attachment 2 – Correspondence received by Council January 22, 2020 Page 8 of 8 Page 276 of 353 February 8, 2019 Dear Warden Martin: As I mentioned in my letter dated January 15, 2019, I have taken steps to move forward on the government’s commitment to review regional government that will focus on governance, service delivery and decision making. Indicated in the letter was the appointment of two special advisors, Michael Fenn and Ken Seiling, to conduct the review and provide me with recommendations. As you look forward to the year ahead in the course of this review, I wanted to acknowledge the legislative requirements for regional municipalities to undertake regular reviews of regional council composition after the 2018 municipal election. While not all municipalities are immediately impacted by this requirement, all regional municipalities may determine and change their composition. I encourage you to consider the context of the province’s regional government review when determining whether to begin an evaluation of regional council composition at this time, as the results of the province’s review may help inform your local actions. You may wish to consider an interim pause on any action towards evaluating your regional council composition while the early stages of the province’s review are in progress. If you have completed work or are planning to move forward with work on a review of regional council composition during the province’s review, I would encourage you to ensure that the special advisors have the benefit of that work and advice throughout your local process. Both Michael (Michael.Fenn2@ontario.ca) and Ken (Ken.Seiling@ontario.ca) are eager to get work underway to help the government deliver on the important commitment to ensure that municipal governments continue to work for the people and business community. Sincerely, Steve Clark Minister Ministry of Municipal Affairs and Housing Office of the Minister 777 Bay Street, 17th Floor Toronto ON M5G 2E5 Tel.: 416 585-7000 Fax: 416 585-6470 Ministère des Affaires municipales et du Logement Bureau du ministre 777, rue Bay, 17e étage Toronto ON M5G 2E5 Tél. : 416 585-7000 Téléc. : 416 585-6470 Report No. CS 2020-11 Attachment No. 1 Page 277 of 353 Report No. CS 2020-11 Attachment No. 2Page 278 of 353 Page 279 of 353 Page 1 of 3 Subject: Self-Contained Breathing Apparatus (SCBA) Replacement Report Number: FRS 20-02 Author: Gord Roesch, Acting Deputy Fire Chief Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receives Report FRS 20-02 SCBA Replacement, as information; AND THAT Council approves purchase MSA G-1 Self-Contained Breathing Apparatus (SCBA); AND FURTHER THAT Council approve AJ Stone Company Limited as sole source vendor for this equipment as awarded through the Township of Wilmot cooperative RFP. BACKGROUND The current MSA SCBA used by the Tillsonburg Fire and Rescue service reaches its end of life in Q4 of 2020. DISCUSSION In January 2019, the seven fire departments in Waterloo Region established a joint committee consisting of administrative, training and equipment staff from all departments to investigate the purchase of firefighting self -contained breathing apparatus (SCBA). A detailed evaluation process was established that included presentations, demonstrations and wear trials. Each SCBA manufacturer was scored based on specific criteria established by this committee. As a result of these extensive evaluations, the model MSA G-1 was selected as the best SCBA platform to meet the needs of their firefighters. AJ Stone Company Limited was awarded the contract. All Waterloo Region fire departments (Wilmot, Cambridge, Waterloo, Kitchener, Woolwich, North Dumfries and Wellesley) were part of this evaluation and cooperative purchasing process. Subsequently, the Town of Milton and the City of St. Thomas have joined in the Township of Wilmot cooperative RFP. Page 280 of 353 FRS 20-02 Page 2 of 3 The Township of Wilmot RFP required that the proponent (AJ Stone Company) hold its 2019 bid pricing until the end of December 2020 for the original Waterloo Region fire departments. Unfortunately due to COVID-19 and the CDN to US dollar, the purchase price for new departments joining the Township of Wilmot cooperative RFP can’t be guaranteed past June 1, 2020. MSA and AJ Stone Company Limited have both approved the participation of the Town of Tillsonburg in this cooperative RFP pricing through June 1, 2020. In February 2020, a committee made up of Tillsonburg firefighters completed their own evaluation of SCBA from MSA and SCOTT. The committee recommended MSA. Since AJ Stone Company was awarded the contract to supply SCBAs to the Township of Wilmot, the Town of Tillsonburg Fire Service would have to use this supplier through the cooperative RFP purchasing process and take advantage of the pricing. Furthermore, AJ Stone Company is the only “prestige dealer” listed by MSA in Ontario. Tillsonburg Fire and Rescue Services have been using MSA SCBA with service and maintenance provided by AJ Stone Company for over 30 years. We are pleased with the service and maintenance provided by AJ Stone Company and we are confident in their demonstrated ability to continue to service and maintain our equipment moving forward. FINANCIAL IMPACT/FUNDING SOURCE During the 2020 budget process, Tillsonburg Council approved a Capital Budget program for $250,000 to purchase new SCBA for the Tillsonburg Fire and Rescue Service in Q2. The total cost of the SCBA replacement program as quoted by AJ Stone Company is $247,956.64 inclusive of net HST. There is a price differential of approximately $50,000 between the Wilmot RFP awarded price and the current listed price. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability Page 281 of 353 FRS 20-02 Page 3 of 3 Report Approval Details Document Title: FRS 20-02 SCBA Purchase.docx Attachments: Final Approval Date: Apr 21, 2020 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Apr 15, 2020 - 4:26 PM Kyle Pratt - Apr 20, 2020 - 2:35 PM Michelle Smibert - Apr 21, 2020 - 11:18 AM Page 282 of 353 Page 1 of 4 Subject: Results for RFP 2020-003 Engineering Consulting Services for the Reconstruction of Concession Street West Report Number: OPS 20-18 Author: Shayne Reitsma, P.Eng., Manager of Engineering Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receive Report OPS 20-18 Results for RFP 2020-003 Engineering Consulting Services for the Reconstruction of Concession Street West; AND THAT Council award RFP 2020-003 to GM Blue Plan of London, ON at a cost of $156,934.27 (net HST included), the highest scoring proposal received. BACKGROUND A Request for Proposal (RFP) was issued on March 6th 2020 for the provision of Engineering Consulting Services for the Reconstruction of Concession Street West with sixteen (16) plan takers and a total of eleven (11) bids received by the closing date of March 27th 2020 with the highest scoring proposal from GM Blue Plan of London, ON a cost of $156,934.27(net HST included). DISCUSSION The scope of Engineering Consulting work for the reconstruction of Concession Street West from Charlotte Avenue to Rolph Street consists of conducting a topographic survey and geotechnical investigation, preparation of base plans and preliminary design, completing detailed design and construction cost estimates, securing permits and approvals, preparing tender documents, providing contract administration and construction inspection, warranty administration, and providing record drawings and documentation. The RFP was advertised on the Tillsonburg website, the Tillsonburg News, Ebid Solutions and on Biddingo. Town staff reviewed and scored the proposals based on the scoring tool that was included in the RFP. The scoring tool is as follows: Page 283 of 353 OPS 20-18 Page 2 of 4 Corporate Qualifications & Experience 15 pts Project Team 10 pts Approach, Methodology and Value Added 30 pts Schedule and Work Plan 15 pts Proposed Fee 30 pts Total Score 100 pts The proposed fees of qualified proposals received varied from $313,776.96 to $126,662.71 (net HST included). The scoring results from the Evaluation Committee are summarized below. Proponent Total Score 1. GM Blue Plan 92 2. MTE Engineering 90 3. Planmac Engineering Inc. 88 4. RJ Burnside 87 5. G. Douglas Vallee Limited 85 6. WT Infrastructure 84 7. CJDL 82 8. Strik Baldinelli Moniz 81 9. IBI Group Professional Services 77 10. Dillon Consulting Limited 74 11. Ambashi Engineering & Management Inc. DSQ* * Disqualified While the bid from GM Blue Plan is not the lowest price received, it is the highest scoring proposal offering the most value based on the requirements outlined in the RFP. In addition GM Blue Plan have strong background and experience relative to the enti re scope of work for this assignment. Reference checks for GM Blue Plan also returned satisfactory. Therefore, it is staff’s recommendation that GM Blue Plan be retained for this assignment. CONSULTATION The Evaluation Committee comprised of the Director of Operations, Manager of Engineering and Manager of Public Works reviewed and scored the proposals received. FINANCIAL IMPACT/FUNDING SOURCE The recommended project fee of $156,934.27 (net HST included) is within the 2020 project budget of $200,100 funded through $163,900 of Investing in Canada Infrastructure Program (ICIP) funding ($98,300 Federal, $65,600 Provincial), $24,700 form DC Reserves and $11,500 from Asset Management Reserves. Page 284 of 353 OPS 20-18 Page 3 of 4 COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonbur g’s economy 3. Demographic Balance ☐ Make Tillsonburg an attractive place to live for youth and young professionals ☐ Provide opportunities for families to thrive ☐ Support the aging population and an active senior citizenship 4. Culture and Community ☐ Promote Tillsonburg as a unique and welcoming community ☐ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living Page 285 of 353 OPS 20-18 Page 4 of 4 Report Approval Details Document Title: OPS 20-18 Results for RFP 2020-003 Engineering Consulting Services for the Reconstruction of Concession Street West.docx Attachments: Final Approval Date: Apr 20, 2020 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Apr 16, 2020 - 3:31 PM Kyle Pratt - Apr 20, 2020 - 2:45 PM Michelle Smibert - Apr 20, 2020 - 3:09 PM Page 286 of 353 Page 1 of 3 Subject: Results for RFP 2020-004 Engineering Consulting Services for Retaining Wall Replacements Report Number: OPS 20-19 Author: Shayne Reitsma, P.Eng., Manager of Engineering Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receive Report OPS 20-19 Results for RFP 2020-004 Engineering Consulting Services for Retaining Wall Replacements; AND THAT Council award RFP 2020-004 to Planmac Engineering Inc. of Toronto, ON at a cost of $97,402.64 (net HST included), the highest scoring proposal received. BACKGROUND A Request for Proposal (RFP) was issued on March 6th 2020 for the provision of Engineering Consulting Services for retaining wall replacements with thirteen (13) plan takers and a total of five (5) bids received by the closing date of March 27th 2020 with the highest scoring proposal from Planmac Engineering Inc. of Toronto, ON a cost of $97,402.64 (net HST included). DISCUSSION The scope of Engineering Consulting work for the replacement of the retaining wall along Quarter Town Line at Beech Boulevard and the retaining wall at Quarter Town Line and Stoney Creek culvert consists of conducting a topographic survey and geotechnical investigations, preparation of base plans and preliminary designs, completing detailed design and construction cost estimates, securing permits and approvals, preparing tender documents, providing contract administration and construction inspe ction, warranty administration, and providing record drawings and documentation. The RFP was advertised on the Tillsonburg website, the Tillsonburg News, Ebid Solutions and on Biddingo. Town staff reviewed and scored the proposals based on the scoring tool that was included in the RFP. The scoring tool is as follows: Page 287 of 353 OPS 20-1 Page 2 of 3 Corporate Qualifications & Experience 15 pts Project Team 10 pts Approach, Methodology and Added Valve 30 pts Schedule and Work Plan 15 pts Proposed Fee 30 pts Total Score 100 pts The proposed fees of qualified proposals received varied from $127,780.54 to $83,549.03 (net HST included). The scoring results from the Evaluation Committee are summarized below. Proponent Total Score 1. Planmac Engineering Inc. 88 2. G. Douglas Vallee Limited 86 3. Ambashi Engineering & Management Inc. 84 4. Matrix Solutions Inc. 81 5. ART Engineering Inc. 77 While the bid from Planmac Engineering is not the lowest price received, it is the highest scoring proposal offering the most value based on the requirements outlined in the RFP. In addition Planmac Engineering have strong background and experience relative to the entire scope of work for this assignment. Reference checks for PlanMac Engineering also returned satisfactory. Therefore, it is staff’s recommendation that Planmac Engineering be retained for this assignment. CONSULTATION The Evaluation Committee comprised of the Director of Operations, Manager of Engineering and Manager of Public Works reviewed and scored the proposals received. FINANCIAL IMPACT/FUNDING SOURCE The recommended project fee of $97,402.64 (net HST included) is within the total combined budget for this project of $115,000 funded from Asset Management Reserves ($85,000 for Quarter Town Line & Beech Blvd Retaining Wall Replacement Design and $30,000 for Quarter Town Line at Stoney Creek Culvert Wall Replacement Design). COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability Page 288 of 353 OPS 20-1 Page 3 of 3 Report Approval Details Document Title: OPS 20-19 Results for RFP 2020-004 Engineering Consulting Services for Retaining Wall Replacements.docx Attachments: Final Approval Date: Apr 20, 2020 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Apr 16, 2020 - 3:38 PM Kyle Pratt - Apr 20, 2020 - 2:52 PM Michelle Smibert - Apr 20, 2020 - 3:10 PM Page 289 of 353 Page 1 of 5 Subject: Tillsonburg Regional Airport Hydro Load Capacity Assessment Report Number: OPS 20-20 Author: Dan Locke, C.E.T., Manager of Public Works Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receives Report OPS 20-20 Tillsonburg Regional Airport Hydro Load Capacity Assessment; AND THAT the results of the Airport Hydro Load Capacity Assessment inform the Airport Master Plan as it relates to current and future growth capacity of hydro infrastructure at the Airport. BACKGROUND Previous staff correspondence with Hydro One indicated that the Tillsonburg Regional Airport had exceeded the amount of transformation permitted on a site for a single - phase feeder (167 kVa) and that any additional transformation would require the installation of primary metering or the installation of three-phase power from Highway 19 all at the Town’s expense. At its meeting on May 27th 2019 Council amended the 2019 Operations Business Plan to include the investigation of hydro capacity at the Tillsonbu rg Regional Airport. Staff subsequently retained a Consultant to perform a load capacity assessment and to enter into discussions with Hydro One, advocating on the Town’s behalf, to better inform Hydro One of what the actual request for additional service s means in terms of actual hydro loading. DISCUSSION Using industry terminology the Consultant was able to convey the results of the load capacity assessment and assisted Hydro One to better understand the actual demand for hydro at the Airport. As a result of these discussions it was determined that additional hydro services is available through the existing hydro infrastructure. The hydro load capacity assessment for the General Aviation area was completed as an initial priority to help keep the development of new general aviation hangars moving Page 290 of 353 OPS 20-20 Page 2 of 5 forward. The hydro load capacity assessment for the Commercial Aviation area was completed in late 2019. The results of the hydro load capacity assessment and potential additional services are summarized in Table 1. Table 1: Existing and Available Hydro Services Transformer Designation Existing Services Potential Available Services General Aviation Area TX-3 7 7 TX-4 2 12 Total Potential Services Available 19 Commercial Aviation Area TX-1 3 11 TX-2 3 11 Total Potential Services Available 22 Depending on actual hydro demand there is the potential to provide an additional 19 hydro services within the General Aviation area before the existing hydro transformers would be at capacity. Similarly, depending on actual hydro demand there is the potential to provide an additional 22 hydro services within the Commercial Avi ation area before the existing hydro transformers that service this area would be at capacity. Should additional hydro capacity at the Airport be required there are three (3) scenarios to consider: Scenario 1 – Primary Metering with Existing Infrastructure Under this Scenario a primary metering unit would be installed at the Airport entrance and the existing hydro infrastructure within the Airport property would become the Town’s responsibility to maintain. The cost of the primary metering unit and the equivalent remaining service life cost of the existing hydro infrastructure within the Airport property would be invoiced to the Town by Hydro One estimated at approximately $95,000. This scenario provides the Town the ability to add additional transformation (i.e. additional hangar hydro services), but is limited to the same 167 kVa capacity that currently exists. With this scenario the Town would also become a hydro distributor meaning that the Town would receive one bill from Hydro One and would need to subsequently meter the hydro at each hangar and bill the individual hangar owners. With the operational issues associated with becoming a hydro distributor (i.e. ESA and OEB regulations, loading calculations, installation of additional protective equipment and associated equipment maintenance) combined with the long-term Page 291 of 353 OPS 20-20 Page 3 of 5 financial impacts of maintaining aging hydro infrastructure, Scenario 1 is not recommended as a means to increase the hydro capacity at the Airport. Scenario 2 – Primary Metering with Three Phase on Airport Lands from Hwy 19 Under this Scenario three phase power would be installed along Airport Lands from Highway 19 including new transformers that would be tied into the existing hydro infrastructure at the Airport. This scenario would provide 501 kVa from the existing 167 kVa providing enough additional capacity to reach the maximum potential hydro growth of the Airport. A high level cost is estimated between $375,000 and $450,000. Similar to Scenario 1 the Town would become a hydro distributor receiving one bill from Hydro One and would need to sub-meter and bill individual hangar owners. The same operational issues of the Town becoming a hydro distributer as described in Scenario 1 would apply and thus Scenario 2 is not recommended as a means to increase the hydro capacity at the Airport. Scenario 3 – Three Phase along Airport Road from Hwy 19 Under this scenario three phase power would be installed along Airport Road from Highway 19 and brought into the Airport property by Hydro One, including new transformers. This scenario would also provide 501 kVa from the existing 167 kVa providing enough additional capacity to reach the maximum potential hydro growth of the Airport. A high level cost is estimated between $600,000 and $775,000. Unlike the previous scenarios the Town would not become the owner or distributor of hydro or be responsible for ongoing maintenance costs associated with owning the equipment. Despite the high initial upfront cost Scenario 3 provides the best long- term alternative to increase hydro capacity at the Airport. In summary the combined potentially available hydro services between the General Aviation area and Commercial Aviation area totals 41 additional hydro services without the need to upgrade the existing hydro infrastructure at the Airport . This current available hydro servicing should satisfy additional development at the Airport in the near to medium term, however any long-term strategy or planning document should take into consideration the hydro servicing scenarios presented in this Report. CONSULTATION On behalf of staff, ERTH Corp. conducted a presentation to the Tillsonburg Airport Advisory Committee in 2019 explaining the existing and potential Hydro Servicing expansion options. FINANCIAL IMPACT/FUNDING SOURCE Given the current additional hangar hydro servicing capacity there are no direct financial impacts at this time. The cost of providing hydro servicing to a hangar is the Page 292 of 353 OPS 20-20 Page 4 of 5 responsibility of the Tenant. It should be noted that some recent hangar developments have implemented solar power as means to provide hydro servicing to their hangar. This practice will also help extend the availability of current hydro servicing capacity. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☐ Make Tillsonburg an attractive place to live for youth and young professionals ☐ Provide opportunities for families to thrive ☐ Support the aging population and an active senior citizenship 4. Culture and Community ☐ Promote Tillsonburg as a unique and welcoming community ☐ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living Page 293 of 353 OPS 20-20 Page 5 of 5 Report Approval Details Document Title: OPS 20-20 Tillsonburg Regional Airport Hydro Load Capacity Assessment.docx Attachments: Final Approval Date: Apr 20, 2020 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Apr 16, 2020 - 3:41 PM Kyle Pratt - Apr 20, 2020 - 3:14 PM Michelle Smibert - Apr 20, 2020 - 5:02 PM Page 294 of 353 Page 1 of 4 Subject: 45 Hardy Ave. Fire Alarm Panel Replacement Update Report Number: RCP 20-16 Author: Corey Hill, Parks & Facilities Manager Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 Recommendation: THAT Council receives Report RCP 20-16 45 Hardy Ave. Fire Alarm Panel Replacement Update; AND THAT the project budget is increased by an additional $18,000 with the additional funding coming from the Facility Infrastructure Reserve. Background: The existing fire alarm panels at the Tillsonburg Community Centre are original to the building and have surpassed their life expectancy. The replacement single panel will integrate all zones of the building into one panel that meets all current code requirements, makes it simpler and quicker for emergency responders to identify and locate alarms by zone and enables moving from a zone system to an addressable system in the future. Council awarded the contract to install the replacement at their meeting on January 27, 2020 (see Report RCP 20-03 - attached). Some additional work beyond the tendered contract is required to bring the system into compliance. Discussion: Work on this project commenced on March 30, 2020. Once the installation began there were two deficiencies found that were not known, nor could have been identified as a part of the development of the tender specifications. Specifically, the deficiencies are i) missing components in the kitchen hood suppression systems in the Senior Centre’s kitchen and the Lion’s Den kitchen, and ii) heat detectors that were recently recalled by Health Canada. The hood suppressions systems were identified as needing to be connected into the localized zones of the fire alarm system (FAS) and this work was part of the tender. When work commenced and the hood systems were disassembled to connect into the FAS, it was determined that some additional interior components are required to be compliant. These hood systems would have met the required codes and standards at the time they were originally installed, however they do not conform to current requirements. The cost to supply and install the missing components is $3,888 at each location for a total of $7,776 (plus applicable taxes). This work cannot be avoided as it Page 295 of 353 RCP 20-16 Page 2 of 4 is a requirement of the Building & Fire Codes to bring these hood systems into current compliance. During the device verification phase of the project, it was found that 60 of the existing heat detectors within the facility had been recalled in late 2019. This recall took place after the project specifications had been developed and the tender had been advertised. As such, this was an unforeseen impact to the project scope. The recalled detectors must be replaced for the FAS to be verified as complete and compliant. The impacted detectors are approximately 15 years old and were recalled by Health Canada, not the manufacturer. There is no rebate or credit program available for these replacements. The cost for the supply and installation of the 60 heat dete ctors is $7,890 (plus applicable taxes). This work cannot be avoided as the system cannot be certified as compliant without replacing these devices. It should be noted that the recalled devices would have been identified as a deficiency during the annual 2020 FAS inspection & testing process and replacement would have been required at that time. The new single FAS annunciator panel was to be installed at the same location as the two existing annunciator panels. Unfortunately, the new annunciator panel is too wide for that location and would protrude beyond the wall’s edge creating safety concerns for pedestrian traffic. The cost to relocate annunciator panel around the corner so it doesn’t stick out into the path of passers-by is $1,989 (plus applicable taxes). The total cost of the required change orders (hood suppression system components, replacement heat detectors and the annunciator panel relocation) is $17,655 (plus applicable taxes). Financial Impact/Funding Source: Staff recommends that the additional work is funded by using an allocation of $18,000 drawn from the Facility Infrastructure Reserve to accommodate the required change orders and to ensure the FAC is compliant with applicable codes. This work is mandatory in order to meet code compliance and the contractors were already on site so the change orders were approved. This report seeks approval to fund the work from reserves rather than impact the operational budget. Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☒ Demonstrate accountability 2. Economic Sustainability ☒ Support new and existing businesses and provide a variety of employment opportunities ☒ Provide appropriate education and training opportunities in line with Tillsonburg’s economy Page 296 of 353 RCP 20-16 Page 3 of 4 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive ☒ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living ATTACHMENTS Appendix A – RCP 20-03 - Awarding RFT 2019-019 - 45 Hardy Ave Fire Panel Replacement Page 297 of 353 RCP 20-16 Page 4 of 4 Report Approval Details Document Title: RCP 20-16 - 45 Hardy Ave Fire Panel Replacement Update.docx Attachments: - RCP 20-03 Awarding RFT 2019-019 - 45 Hardy Ave Fire Panel Replacement.pdf Final Approval Date: Apr 23, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Apr 23, 2020 - 11:19 AM Page 298 of 353 Page 1 of 3 Subject: Awarding RFT 2019-019 45 Hardy Ave. Fire Alarm Panel Replacement Report Number: RCP 20-03 Author: Corey Hill, Parks & Facilities Manager Meeting Type: Council Meeting Meeting Date: Monday, January 27, 2020 RECOMMENDATION THAT Council receives Report RCP 20-03 Awarding RFT 2019-019 45 Hardy Ave. Fire Alarm Panel Replacement; AND THAT the Town of Tillsonburg awards RFT 2019-019 to Motion Electrical Contracting Ltd. (Fergus) at their submitted price of $33,499 plus applicable taxes; AND THAT the project budget be augmented by $20,500 to a total of $40,500 with the additional funding coming from the Facility Infrastructure Reserve. BACKGROUND The existing fire alarm panels at the Tillsonburg Community Centre are original to the building and have surpassed their life expectancy. The replacement single panel will integrate all zones of the building into one panel that meets all current code requirements, makes it simpler and quicker for emergency responders to identify and locate alarms by zone and enables moving from a zone system to an addressable system in the future. DISCUSSION As part of the 2018 capital project workplan, RCP staff secured a consulting firm (WSP Ltd.) to prepare the specification for the panel replacement. The initial specification was revised after the annual fire prevention inspection in August 2019 identified that the kitchen hood fire suppression systems are not connected into the fire alarm system, a deficiency which must be addressed. The $20,000 project budget established for the 2018 budget year did not reflect this requirement. A tender was issued in November 2019. Six vendors attended the mandatory site visit and two vendors submitted bids. The consultant performed a technical review of the bids and confirmed that both submissions were compliant and met the requirements of the project. Staff recommends awarding the contract to Motion Electrical Contracting Ltd. (Fergus) at their submitted price of $34,499 plus applicable taxes, the lowest compliant bid. Page 299 of 353 RCP 20-03 Page 2 of 3 FINANCIAL IMPACT/FUNDING SOURCE The 2018 capital budget included an allocation of $20,000 for replacing the fire panel. The project was carried forward into 2019 while the specifications were developed. The preparation of the specification and subsequent revisions to include the required additional work to achieve code compliance has consumed $5,232.03 to date, leaving a balance of $14,764.92. An additional allocation of $20,500 drawn from the Facility Infrastructure Reserve will increase the available project budget to $40,500 to accommodate the required level of funding for completing the project. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate accountability 2. Economic Sustainability ☒ Support new and existing businesses and provide a variety of employment opportunities ☒ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive ☒ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living Vendor City/Province Submitted Bid Motion Electrical Contracting Ltd Fergus, Ontario $34,499.00 Current Technologies Ltd. Toronto, Ontario $34,550.00 Page 300 of 353 RCP 20-03 Page 3 of 3 Report Approval Details Document Title: RCP 20-03 - Awarding RFT 2019-019 - 45 Hardy Ave Fire Panel Replacement.docx Attachments: Final Approval Date: Jan 22, 2020 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Jan 20, 2020 - 11:18 AM Kyle Pratt - Jan 21, 2020 - 9:18 AM Donna Wilson - Jan 22, 2020 - 8:07 AM Page 301 of 353 Page 1 of 4 Subject: Sports Facilities Allocation Policy Report Number: RCP 20-17 Author: Andrea Brown, Recreation Programs and Services Manager Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receives Report RCP 20-17 Sports Facilities Allocation Policy; AND THAT Council approves and adopts the Sports Facilities Allocation Policy for the Town of Tillsonburg. BACKGROUND The Sports Facilities Allocation Policy is intended to formalize how the Town of Tillsonburg allocates facility time in order to ensure the process is equitable and transparent. DISCUSSION The Town of Tillsonburg is committed to the effective management, allocation and distribution of sports facilities within the municipality. This policy will serve as a guide for the sports facilities allocation process. It will guide all facility allocations requiring advanced bookings; such as arenas and ball diamonds. The policy ensures that the allocation process is transparent and uniformly applied. Priority will be given to user groups using the following criteria: 1. Priority – User Type criteria The following criteria shall be used for the allocation of sports facilities: 1. Town of Tillsonburg sponsored programs and events 2. Minor Sport/Children and Youth Programs 3. Adult Sport Groups 4. Occasional Groups 2. Priority – Allocation criteria 1. User Type Priority ranking 2. Number of registered participants for groups within the same category, if applicable 3. Historical use 4. Intended facility usage 5. Seasonal requirements Page 302 of 353 RCP 20-17 Page 2 of 4 The goal of this policy is to promote and encourage participation in sports and activities to the overall benefit of the community and to provide clear guidelines for the allocation of facilities. The Town encourages community members to use municipal faci lities that enhance community enjoyment, health and wellness and participation in recreation experiences. The policy will balance the needs of the Town, user groups and casual participants in a fair and equitable manner. CONSULTATION The Recreation & Sports Advisory Committee was presented with a draft policy at the September 11th, 2019 meeting. The committee passed a resolution for staff to provide the draft policy to user groups for comment and feedback. At the October 9 th committee meeting the feedback was reviewed and the draft was modified to reflect feedback provided where applicable. The committee passed the following resolution: THAT the Sports Facilities Allocation Policy as presented to the Recreation & Sports advisory committee be approved a nd endorsed by the committee and THAT this policy be sent to Town Council for final approval. The committee would like to see the Sports Facilities Allocation Policy approved so that there is transparency and consistency in the process of allocating time to user groups. An annual review of the policy will be completed by the Recreation & Sports Advisory Committee and any recommendations will be provided to Council for approval. FINANCIAL IMPACT/FUNDING SOURCE There is no financial impact related to this report. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE: 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonbur g’s economy 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive Page 303 of 353 RCP 20-17 Page 3 of 4 ☒ Support the aging population and an active senior citizenship 4. Culture and Community ☐ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living Attachments: Appendix A – Sports Facilities Allocation Policy Page 304 of 353 RCP 20-17 Page 4 of 4 Report Approval Details Document Title: RCP 20-17 - Sports Facilities Allocation Policy.docx Attachments: - RCP 20-17 - A - Sports Facilities Allocation Policy - Final.docx Final Approval Date: Apr 20, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Apr 20, 2020 - 5:43 PM Page 305 of 353 9-010 Page 1 of 14 RECREATION, HERITAGE AND PARKS Policy 9 -010: Sports Allocation Policy Approval Date: April 27, 2020 Approval Authority: Council Resolution Effective Date: April 27, 2020 Next Scheduled Review Year: Department: Recreation, Culture and Parks Last reviewed: Month, DD, YYYY Revision Date/s: Schedules: Schedule A: Arena Request Application Schedule B: Ball Diamond Request Application POLICY STATEMENT This policy is intended to establish guidelines for the fair and effective allocation of the Recreation, Culture and Parks indoor and outdoor sports facilities for the Town of Tillsonburg. The policy applies to facilities that user groups are required to book in advance such as arenas and ball diamonds but does not apply to public spaces that do not require facility bookings such as tennis courts or the outdoor pad. PURPOSE The purpose of this policy is to clearly define and communicate how indoor and out door sports facilities in the Town of Tillsonburg will be allocated and distributed in a consistent and equitable manner. The Town of Tillsonburg Recreation, Culture and Parks Department is committed to fair allocation of sports facilities and will adhere to the following guiding principles:  Maximize utilization of sports facilities by participants, clubs, organizations and guests;  Consider the needs of youth in the community  Have age appropriate times available to user groups.  Strive to ensure fair access to fields and recreational amenities  Allow flexibility to meet the needs of sports associations and other users  Establish uniform criteria and procedures for the reservation and use of sports facilities  Facilitate scheduling that will support proper and sufficient maintenance and repair of sports facilities and ensuring long term quality of these Page 306 of 353 9-010 Page 2 of 14  Permit the planning and implementation of special sport events and programs in which a large number of people are expected to participate;  Ensure that the town’s sports facilities are used for the benefit of the entire community;  Balance the needs of user groups, casual participants and the town.  Promote and encourage participation in sports to the overall benefit of the community.  Guide user groups through the process of booking sports facilities. SCOPE This policy outlines the criteria used to determine how the community will share facilities that are scheduled by the Town of Tillsonburg. The policy ensures that procedures to reserve a specific space and time slot will be simple, transparent, and uniformly applied. The Sports Facilities Allocation Policy applies to all sports facilities that are available for booking in the Recreation, Culture & Parks department for the purpose of recreational, educational, athletic or social activities. This policy does not establish fees. Fees and any applicable discounts are established through the Rates & Fees by-law subject to Council approval. AUTHORITY The Director of Recreation, Culture and Parks or designate shall be responsible for administering this policy. DEFINITIONS 1. Town of Tillsonburg sponsored programs and events Town of Tillsonburg sponsored programs and events are either drop-in programs (i.e.: public skating), instructional programs which are open to the public or a targeted group, and Town events that are in which a large number of people are expected to participate and that benefit the community. 2. Minor Sport/Children and Youth Programs Children and youth programming includes minor sports activities and school programs organization primarily for children less than 19 yrs of age to qualify as a youth group. 3. Adult Sport Groups Adult sport groups are groups with members over the age of 19 years or groups which participate in adult sport leagues. 4. Occasional Groups Rental groups which book occasionally & payment is due at the time of booking Page 307 of 353 9-010 Page 3 of 14 IMPLEMENTATION PROCEDURE The Recreation, Culture and Parks Department offers programs and activities to Town of Tillsonburg residents. Once the needs of the Town have be en satisfied the remaining sports facilities available time slots will be made available to groups and individuals. Should there be more demand than supply for the remaining time it shall be allocated in accordance with the Sports Facilities Allocation Policy and the formulas/guidelines described in this section. 1. Priority – User Type criteria The following criteria shall be used for the allocation of sports facilities: 1. Town of Tillsonburg sponsored programs and events 2. Minor Sport/Children and Youth Programs 3. Adult Sport Groups 4. Occasional Groups 2. Priority – Allocation criteria 1. User Type Priority ranking 2. Number of registered participants for groups within the same category, if applicable 3. Historical use 4. Intended facility usage 5. Seasonal requirements 3. New User Groups New user groups may be included in the allocation once the conditions and criteria of this policy are met and if existing affiliated users will not be adversely affected. Given that new groups have the potential of reducing the number of hours available to existing users, new user groups will only be considered in cases where a program provides a service to previously un-serviced segments of population or where a new program is being introduced. 4. Bookings and Communication Communication is a vital component of the bookings and allocations process. The booking process will be communicated to user groups by the Programs and Facilities Registrar in the Recreation, Culture and Parks department with clear timelines of allocation request deadlines and contract issue date as well as when schedules will be finalized. See attached Schedule A for ice allocation timelines and Schedule B for ball diamond allocation timelines. Late submissions received following the deadline for allocation requests will be held until all other applicants have been accommodated. The Recreation, Culture & Parks Department reserves the right to cancel bookings at any time for the purpose of repairs to indoor or outdoor facilities, for Departmental or Town wide events as required, or for any other reasonable Page 308 of 353 9-010 Page 4 of 14 circumstances. In the event of such cancellation, the affected groups will be provided as much notice as possible. 5. Outstanding Accounts No user group or independent user will be allocated sports facilities during the seasonal booking/scheduling process if there is an outstanding account from the previous season. User groups with outstanding accounts will be denied booking privileges until outstanding accounts past 60 days are paid in full. 6. Allocation of Time On an annual basis the Programs and Facilities Registrar will develop Allocation Matrices for sports facilities which best reflects the expressed needs of the users and application of this Policy’s directives and guides. The Town of Tillsonburg reserves the right to reassign sports facilities annually as required. No user group is guaranteed the same time slots from a prior season. 7. Use of Allocated Time Once time has been allocated by the town, each user group is responsible to distribute its allocation amongst its various teams in accordance with established rules of its organization and in keeping with the principles of this policy. 8. Sports Facilities Maintenance  It is the responsibility of user groups to provide schedules for each of the facilities that they are allocated so that appropriate maintenance may be performed. If no schedules are provided the Town may discontinue maintenance of these facilities.  The Town does attempt to be flexible in accommodating user groups but ultimately the health and safety of the user and the condition and playability of the facilities takes priority. This may require closure, denial of use and/or suggested alternate sites.  Sports facilities may be closed at the discretion of the Town. Closures are kept to a minimum when conditions remain usable. Priority is given to maintenance needs and rest and regeneration periods for all sports facilities.  The Town may close all or part of a park, sports field or facility for any of the following reasons: o Town engages in work involving any of the facility o When the health and safety of participants is threatened due to impending conditions, including but not limited to rain, poor surface conditions, damage to fields and weather alerts.  Requests to modify or improve any town sports fa cility shall be submitted in writing to the Program and Facilities Registrar for review and if approved by Town staff, will be submitted to Council for consideration.  Town staff will review facility conditions and maintenance schedules will be communicated to user groups annually.  INCLEMENT WEATHER/POOR FIELD CONDITIONS: The town reserves the right to cancel or suspend permits for games, practices or other uses Page 309 of 353 9-010 Page 5 of 14 whenever facility conditions could result in damage to the sports fields or injury to players.  The Parks & Facilities Manager, or designate, shall have the authority to close any or all facilities whenever weather or field conditions dictate. Assessment results will be emailed to user groups upon release.  During inclement weather, it is the responsibility of user groups to check the email accounts provided in their application before every game or by calling the Community Centre at 519-688-9011. Facility closure information will also be posted on the Town’s website.  Rain Out Procedures- In an effort to help reduce personal injury and unnecessary and expensive repairs and maintenance to Town of Tillsonburg owned sports fields, rain out procedures were created to determine when Sports Fields are unplayable due to rain. Sports Fields will be consider ed unplayable if the following conditions exist: Visual ponding of water on the surface of the field/diamond; and Water sponging up around your feet when walking on the field/diamond. If either of the above conditions exists, then the event, practice and/or game will be cancelled or rescheduled until such time as the Sports Field is deemed playable. When/if the Sports Field is deemed unplayable by the designated Town staff and/or the Event/League Permit Holder, all activity/play on the Sports Field will cease immediately until such time as the field/diamond is re-evaluated and deemed playable by designated Town staff and/or the Event/League Permit Holder.  User groups cannot play on sports facilities that have been closed. If play does take place the Town may bill the user for damages.  The contract holder will be responsible for all damages to the sports facility.  Only authorized Town staff is permitted to re‐open a previously closed sports facility. 9. Code of Conduct The RZone – Responsible Behaviour in Recreation Spaces Policy is a code of conduct policy, which enforces a set of expectations to address inappropriate behaviours, violence and vandalism that negatively affects the experience of individuals or creates unsafe conditions. The RZone policy identifies how these behaviours will be addressed when it occurs within any Town facility. The Town encourages and supports all organizations using sports facilities to take primary responsibility for developing, implementing and managing their specific behaviour management policies to align with the Town’s RZone Policy. Organizations and users of Recreation, Culture and Parks sports facilities or properties are responsible for the behaviour of everyone associated with them, including participants, officials, spectators, patrons, parents, guests, etc. 10. Responsibilities The Town of Tillsonburg Recreation, Culture and Parks Department shall be responsible for managing, allocating and distributing sports facilities on an annual Page 310 of 353 9-010 Page 6 of 14 basis to reflect the guiding principles in the Sports Facilities Allocation Policy in addition to applying municipal, provincial and federal directives where required. Page 311 of 353 9-010 Page 7 of 14 Schedule A SEASONAL ARENA FACILITY REQUEST APPLICATION Please include preferred ice times including day of week, time and arena. This will enable staff to begin to map out the upcoming seasonal arena schedule. It should not be assumed that previous year's ice time is automatically your organizations. Every effort will be made to accommodate your requests; however, your first choice may not be always available. When contracts are signed by organization representative and town staff, ice time is then confirmed. Complete form entirely and please print clearly. Dates to Remember: Season Application Due Date TCC will confirm request Spring/Summer (Apr-Aug) January 15 February 28 Fall/ Winter (Sept-Mar) May 31 July 31 APPLICATION INFORMATION Group/League Name Applicant’s Name (primary contact) E-Mail Address Mailing Address Postal Code Resident Telephone # Daytime Telephone # Fax # Secondary Contact Name E-Mail Address Daytime Telephone # AGE CATEGORY TYPE OF ACTIVITY REQUEST TYPE  Youth (19 years & under)  Minor Hockey  Figure Skating  Renewal  Adult (20 years & over)  Ringette  Adult League  New Request  Hockey Schools  Youth Page 312 of 353 9-010 Page 8 of 14 INSURANCE REQUIREMENTS All users are required to obtain and maintain insurance coverage in the amount of $5,000,000 for public and general commercial liability insurance and must name the Town of Tillsonburg as additional insured. If you have your own insurance, you will be required to supply a Certificate of Insurance to the Town prior to the issuance of a rental contract.  Will provide Certificate of Insurance  Requests Tillsonburg Community Centre to purchase insurance Game Day Insurance and billed organization. FACILITY REQUEST: Day(s) of Week # of Arenas Required Time(s) Type G = Game P = Practice Duration Contract Start Date Contract End Date Tournament/Special Event Facility Request Date # of Arenas Start Time End Time Additional Requests Rooms, Mic, TV, VCR Page 313 of 353 9-010 Page 9 of 14 ARENA RENTAL - CONTRACT CONDITIONS 1. Any individuals, groups or organization (tenants) renting the facilities and equipment will be held responsible for any and all damages that occur while they are renting the above referenced facilities and equipment. The Town of Tillsonburg and its staff will not be held responsible for any lost, stolen or damaged articles. 2. A rental contract is not considered valid until the required payment/deposit and signed contract is received. 3. Arena users will be issued contracts for all ice time booked. Read through the dates and times on your contract carefully. If ice time is not on your contract, ice time is NOT booked for you. 4. In signing your Facility Contract, you agree to comply with the requirements, procedures and policies as outlined in these Terms & Conditions, Municipal Alcohol Policy and Alcohol & Gaming Commission regulations. 5. Rates are established annually and subject to change. (Year of actual event will have that year's rental rate applied, regardless of booking date.) 6. At least 72 hours (3 days) WRITTEN cancellation notice is required. Cancellation notice may be delivered as follows: Fax 842-4120, email staff or in person to the Tillsonburg Community Centre Customer Service Desk during regular business hours. Notice of less than 72 hours (3 days) will result in charges being levied for ice not re-booked at its resale value; i.e. prime-time or non prime-time rates. 7. Payment is to be made at the Community Centre Main Office during business hours. We accept cash, Visa, MasterCard, Debit or a personal cheque. (Please note a $35.00 NSF cheque fee will be applied) 8. Seasonal Ice Users will be billed monthly. In the event the account falls in arrears, the balance of scheduled ice bookings will be in jeopardy. Seasonal Ice Users who have failed to settle their account promptly at season's end will be required to settle their account before any additional ice bookings can be made. ANY DISCREPANCIES IN ACCOUNT INVOICING MUST BE REPORTED AND RECONCILED WITHIN 30 DAYS OF THE BILLING DATE. 9. Occasional Ice Users must be 18 years of age or older to reserve the facilities. This must be paid at the time booking. Receipt of payment must be presented to the Facility Operator upon request, to gain entrance to the ice. 10. Alcohol and smoking in both arenas and all dressing rooms are strictly prohibited. Alcohol beverages are NOT permitted on the premises without a Special Occasion Permit. We have a Municipal Alcohol Policy stating ZERO tolerance for alcohol consumption without proper permits. 11. The operators of this recreation facility strongly recommend that CSA approved safety equipment including head, eye and face protection, are worn by all participants. The Town of Tillsonburg, through the Director of Recreation, Culture Page 314 of 353 9-010 Page 10 of 14 and Parks, reserves the right to cancel and/or alter dates and/or times on this contract, as it deems necessary. Under no circumstances will the Town of Tillsonburg and/or its employees be responsible for any damages, financially or otherwise, which may be incurred by the contract holder and/or participants. 12. At the time of contract signing, a complete Seasonal Arena Terms & Condition will be reviewed and signed at the representative of the organization.  I hereby certify that I have read and agree to be bound by the contract and the terms and conditions listed herein, and hereby warrant and represent that I have authority to execute this contract and have authority to bind the Licensee. Print Name:_____________________________ Signature:_______________________________ Please return the form to: Tillsonburg Community Centre 45 Hardy Ave, Tillsonburg, ON N4G 3W9 Page 315 of 353 9-010 Page 11 of 14 Schedule B SEASONAL BALL DIAMOND REQUEST APPLICATION Please include preferred diamond times including day of week, time and Ball Diamond. This will enable staff to begin to map out the upcoming seasonal Ball Diamond schedule. It should not be assumed that previous year's diamond time is automatically your organizations. Every effort will be made to accommodate your requests; however, your first choice may not be always available. When contracts are signed by organization representative and town staff, diamond time is then confirmed. Complete form entirely and please print clearly. Dates to Remember: Season Application Due Date TCC will confirm request Spring/Summer (Apr-Sept) December 15 February 1 APPLICATION INFORMATION Group/League Name Applicant’s Name (primary contact) E-Mail Address Mailing Address Postal Code Resident Telephone # Daytime Telephone # Fax # Secondary Contact Name E-Mail Address Daytime Telephone # AGE CATEGORY TYPE OF ACTIVITY REQUEST TYPE  Youth (19 years & under)  Men’s Slo Pitch  Minor Ball  Renewal  Adult (20 years & over)  Ladies Slo Pitch  Clinics  New Request  Special Olympics  Tournaments Page 316 of 353 9-010 Page 12 of 14 INSURANCE REQUIREMENTS All users are required to obtain and maintain insurance coverage in the amount of $5,000,000 for public and general commercial liability insurance and must name the Town of Tillsonburg as additional insured. If you have your own insurance, you will be required to supply a Certificate of Insurance to the Town prior to the issuance of a rental contract.  Will provide Certificate of Insurance  Requests Tillsonburg Community Centre to purchase insurance Game Day Insurance and billed organization. FACILITY REQUEST: Please list preferred Ball Diamond(s): Note: This does not guarantee that you will be assigned your preferred Ball Diamond. Day(s) of Week Name of Ball Diamond Required Time – Please list all time slots Type G = Game P = Practice Duration (Season length) Contract Start Date Contract End Date Tournament/Special Event Facility Request Date # of Ball Diamonds Start Time End Time Additional Requests (ie. Picnic tables, canteen) BALL DIAMOND RENTAL - CONTRACT CONDITIONS Page 317 of 353 9-010 Page 13 of 14 a. Any individuals, groups or organization (tenants) renting the facilities and equipment will be held responsible for any and all damages that occur while they are renting the above referenced facilities and equipment. The Town of Tillsonburg and its staff will not be held responsible for any lost, stolen or damaged articles. b. A rental contract is not considered valid until the required payment/deposit and signed contract is received. c. Ball Diamond users will be issued contracts for all diamond time booked. Read through the dates and times on your contract carefully. If diamond time is not on your contract, diamond time is NOT booked for you. d. In signing this Facility Contract, you agree to comply with the requirements, procedures and policies as outlined in these Terms & Conditions, Municipal Alcohol Policy and Alcohol & Gaming Commission regulations. e. Rates are established annually and subject to change. (Year of actual event will have that year's rental rate applied, regardless of booking date.) f. Payment is to be made at the Community Centre Customer Service Desk during business hours. We accept cash, Visa, Amex, Master Card, Debit or a personal cheque. (Please note a $35.00 NSF cheque fee will be applied) g. Seasonal Diamond Users will be billed as the contracts are confirmed. In the event the account falls in arrears, the balance of scheduled diamond bookings will be in jeopardy. Seasonal Diamond Users who have failed to settle their account promptly at season's end will be required to settle their account before any additional diamond bookings can be made. ANY DISCREPANCIES IN ACCOUNT INVOICING MUST BE REPORTED AND RECONCILED WITHIN 30 DAYS OF THE BILLING DATE. h. Occasional Diamond Users must be 18 years of age or older to reserve the facilities. This must be paid at the time booking. i. Alcohol beverages are NOT permitted on the premises without a Special Occasion Permit. We have a Municipal Alcohol Policy stating ZERO tolerance for alcohol consumption without proper permits. j. The Town of Tillsonburg, through the Director of Recreation, Culture and Parks, reserves the right to cancel and/or alter dates and/or times on this contract, as it deems necessary. Under no circumstances will the Town of Tillsonburg and/or its employees be responsible for any damages, financially or otherwise, which may be incurred by the contract holder and/or participants. k. At the time of contract signing, a complete Seasonal Ball Diamond Terms & Condition will be reviewed and signed as the representative of the organization. Proof of Insurance is required at this time.  I hereby certify that I have read and agree to be bound by the contract and the terms and conditions listed herein, and hereby warrant and represent that I have authority to execute this contract and have authority to bind the Licensee Page 318 of 353 9-010 Page 14 of 14 Print Name:_____________________________ Signature:_______________________________ Please return the form to: Tillsonburg Community Centre 45 Hardy Ave, Tillsonburg, ON N4G 3W9 Page 319 of 353 Page 1 of 5 Subject: ACT-i-Pass Program Report Number: RCP 20-18 Author: Andrea Brown, Recreation Programs & Services Manager Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receives Report RCP 20-18 Act-i-Pass Program, as information; AND THAT the Town of Tillsonburg supports the partnership with Southwestern Public Health in order to provide ACT-i-Pass programs to Grade 5 students beginning in July 2020. BACKGROUND Southwestern Public Health has partnered with the City of London’s Child and Youth Network and the Human Environments Analysis Laboratory (HEALab) to be able to offer the ACT-i-Pass program to Grade 5 Students in Oxford County. The program expansion is effective July 1, 2020. Registration for students who are currently in Grade 4 will begin in May and programs will begin in September. ACT-i-Pass is a program that allows all Grade 5 students that live in or attend school in the cities of London and St. Thomas and the counties of Elgin and Oxford to access free recreation programs throughout an entire year at participating ACT-i-Pass partner organizations. The purpose of the program is to increase a child’s ability to participate in physical activity. Through this program, more kids can stay active - improving their health, reducing screen time, and increasing play in their lives. By offering various programs across the County, ACT-i-Pass reduces barriers to participation for many children. Research shows that Active kids are:  less likely to develop heart disease and other chronic diseases;  more likely to have greater self-esteem and more positive attitudes;  more likely to do well in school and make friends more easily, and;  more likely to feel confident and ready to take on life’s challenges Page 320 of 353 RCP 20-18 Page 2 of 5 Grade 5 students have been chosen because research shows that physical activity begins to decrease in children as early as age 9. All children in London, St Thomas, Elgin and Oxford County entering Grade 5 in September are eligible to participate in this program. DISCUSSION The ACT-i-Pass partnership request asks that partners offer ACT-i-Pass users opportunities that best fit with their organization. The goal is to leverage existing programs from community partners that have underutilized capacity; resulting in no additional cost to service providers. Examples could include the following:  register for regularly offered programs  register for reserved ACT-i-Pass spots in specific programs;  Provide free programming to Act-i-pass users. Act-i-Pass users would show their pass and use the facilities for free (works well for drop in programs, open swims etc.)  attend or register for programs on specified days; or,  try programs or facilities once during their ACT-i-Pass year RCP staff on the Programs and Aquatics teams determined that offering students in Grade 5 with an ACT-i-Pass free access to public swims and skates and access to the Waterpark as well as providing a 25% discount on registered programs would be possible. The swims and skating will be offered throughout the year and the Waterpark will be available in the summer months, providing ample opportunity for participation . The discount on registered programs will provide an incentive for students to participate in recreation programs in Tillsonburg, which aligns with the Recreation, Culture and Parks Pricing Policy. Staff also recommend offering the universal option for the ACT-i-Pass which allows Tillsonburg residents with the pass to take part in programs in London, St. Thomas, Elgin and Oxford. This will open up a wide range of activities for students to participate in. Students with an ACT-i-Pass from the noted communities would also have access to Tillsonburg ACT-i-Pass programs. It is expected this would be a draw in the summer months, bringing additional families to the waterpark. The partnership benefits organizations in the following way:  More active children in the community  Introduces new participants to recreation services and opportunities  Free promotion of recreation program services via Act-i-Pass promotional vehicles  A new way of advertising programs and trying to remove the informational barrier Service providers will be promoted on the ACT-i-Pass website (www.playeveryday.ca) and in promotional material, including newsletters, social media, registration packages and reminders sent to grade 5 student periodically through the year (April, September, January). Page 321 of 353 RCP 20-18 Page 3 of 5 Participants will be included in research that is being completed by the Human Environments Analysis Laboratory at Western University which tracks participation levels of Grade 5 students to determine the effectiveness of the program. It is recommended that the Town of Tillsonburg moves forward with the ACT -i-Pass program beginning in July, 2020 CONSULTATION Southwestern Public Health held an exploratory meeting in March, 2019 and has been working with community partners, including Tillsonburg, to bring the ACT-i-Pass to Oxford County. Southwestern Public Health secured the partnership with the City of London’s Child and Youth Network and the Human Environments Analysis Laboratory (HEALab) to obtain permission to duplicate the program in Oxford County and to be included in the research. FINANCIAL IMPACT/FUNDING SOURCE The swim, skate and W aterpark passes for ACT-i-Pass students would not have a significant financial impact. These programs are staffed and supervised so having additional participants does not change the staffing requirements . There would be minimal lost revenue in admissions; however a student attending a skate, swim or the Waterpark would likely bring additional family members or a friend so this may create additional revenue by encouraging participation. The 25% discount on programs for ACT-i-Pass will act as an incentive to encourage participation in registered programs and fits into the RCP Pricing Policy model. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive ☐ Support the aging population and an active senior citizenship 4. Culture and Community Page 322 of 353 RCP 20-18 Page 4 of 5 ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living Attachments: None Page 323 of 353 RCP 20-18 Page 5 of 5 Report Approval Details Document Title: RCP 20-18 - Acti-Pass Program.docx Attachments: Final Approval Date: Apr 17, 2020 This report and all of its attachments were approved and signed as outlined below: Michelle Smibert - Apr 17, 2020 - 8:06 AM Page 324 of 353 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee Meeting April 7, 2020 7:30 a.m. Electronic Meeting MINUTES Present: Collette Takacs, Lindsay Morgan-Jacko, Randy Thornton, Councillor Deb Gilvesy, Mayor Stephen Molnar, Jesse Goossens, Andrew Burns, Steve Spanjers, Lisa Gilvesy, Kirby Heckford, Cedric Tomico Staff: Kyle Pratt, CAO; Cephas Panschow, Development Commissioner; Laura Pickersgill, Legislative Services Coordinator Regrets: Jeff VanRybroeck 1. Call to Order The meeting was called to order at 7:32 a.m. 2. Adoption of Agenda Resolution #1 Moved by: Collette Takacs Seconded by: Kirby Heckford THAT the Agenda as prepared for the Economic Development Advisory Committee Special meeting of April 7, 2020, be adopted. Carried 3. Minutes of the Previous Meeting Resolution #2 Moved by: Randy Thornton Seconded by: Cedric Tomico THAT the Minutes as prepared for the Economic Development Advisory Committee meeting of March 10, 2020, be adopted. Carried 4. Disclosures of Pecuniary Interest and the General Nature Thereof Deb Gilvesy declared pecuniary interest on agenda item 5.1.3 (Highway 3 Industrial Land) from the Economic Development Committee Meeting held on March 10, 2020 with reasoning that a family member may receive financial gain from this initiative (Deb was absent from that meeting). 5. General Business 4.1 Review of Key Federal and Provincial Business Support Programs The Development Commissioner provided a summary of the COVID-19 Provincial Page 325 of 353 Government, Ontario’s Action Plan, March 2020 Economic and Fiscal Update, Support for Businesses and Individuals. A concern was noted that small businesses who receive loans through credit unions will not be eligible for some of the available programs. Some highlights noted were the Work-Sharing Program which is an adjustment program designed to help employers and employees avoid layoffs when there is a temporary reduction in the normal level of business activity that is beyond the control of the employer. The measure provides income support to employees eligible for Employment Insurance benefits who work a temporarily reduced work week while their employer recovers. The new $50 million Ontario Together Fund will help businesses provide innovative solutions or retool their operations in order to manufacture essential medical supplies and equipment. A New Provincial online portal is available that is aimed at connecting employers with workers in the agri-food supply chain. 4.2 Update on COVID-19 Mayor’s Working Group Town Staff have been meeting regularly with representatives from the Tillsonburg Chamber of Commerce and the Tillsonburg BIA to investigate options for supporting local businesses. Town Council endorsed the reallocation of funds provided in part by the Town and in part by the BIA for the façade improvement program to be redirected for this year to create a joint retention plan for local businesses. Cedric Tomico noted that the BIA will encourage businesses to use existing Provincial funding opportunities first and then they could potentially use this funding as a backup plan. The Development Commissioner noted that a survey was circulated to local businesses with a deadline of March 31, 2020. The results of this survey established a sense of the immediate and future impacts of the pandemic on the local economy. It was suggested that this survey be recirculated in the near future to retrieve updated results. A subsequent survey is currently being circulated to be able to compile a list of local businesses that remain open and/or have delivery/pickup options available to the public. The Town website includes three pages involving updates on COVID-19, which include: a main informational page, a link to the Mayors daily bulletin and a page providing information on support for businesses. Oxford County Council is looking at a potential tax deferral initiative. Page 326 of 353 Concern was noted that many businesses have been forced to close for almost one month now and that by providing loans rather than immediate solutions will just compile long-term debt. Discussion was held surrounding the concerns of the consumer’s ability and willingness to spend money once this pandemic slows down and restrictions are loosened. The Development Commissioner provided an example that the City of Hamilton is allowing businesses to put up sandwich board type signs without retaining a municipal permit so that they can advertise their hours and openings. The Development Commissioner noted that local manufacturing businesses and businesses on the water distribution list are receiving regular updates in conjunction with ideas from the Ministry of Economic Development. The Development Commissioner will reach out to local businesses who indicated an immediate need to provide information to available resources. Town Staff to be bringing a report to Council to provide options for adjustments to the 2020 Business Plan and Operational Budget. Town Staff are currently undergoing a review of service and developing work plans for business continuity. It was noted that the Town still needs to collect tax payments to a certain extent as payment is required to be made for essential services such as: OPP, fire, hydro, water and road maintenance. It is important to keep some projects running as this will provide a source of income to the contractors doing the work. Haldimand-Norfolk Health Unit has issued parameters reducing the permitted number of labourers to reside in a bunkhouse. Concerns were noted regarding food shortages and price increases due to the decreased number of labourers in the fields. It was suggested that South-Western Public Health should communicate messaging on proper social distancing for migrant workers and that they implement a reduction similar to that in Norfolk County. It was also suggested that the Consulate needs to ensure they are communicating rules regarding social distancing to the incoming workers. It was recommended that post-secondary students seeking summer employment could be deployed to work in the farming industry. Town Staff to investigate communicating this idea. It was suggested that the Town provides consistent messaging along with community partners on communicating the importance of social distancing and following appropriate housing space precautions to the Ontario Farmers Association. It was suggested that the Town reaches out to local motels/hotels to potentially provide access to their rooms for migrant workers to use. Page 327 of 353 It was noted that increased support for services such as: the Food Bank, Mental Health support, Rent Assistance and Crime Prevention will be needed in the immediate future. Steve Spanjers indicated he will circulate a list of local mental health programs available to the community for information. 6. Local Business Support Programs 6.1. Community Futures Oxford 6.2. Downtown Business Improvement Association 6.3. Tillsonburg District Chamber of Commerce 6.4. Town of Tillsonburg 7. Next Meeting Tuesday, April 14, 2020 at 7:30 a.m. using Zoom conferencing application 8. Adjournment Resolution #3 Moved by: Kirby Heckford Seconded by: Steve Spanjers THAT the April 7, 2020 Economic Development Advisory Committee Special meeting be adjourned at 8:58 a.m. Carried Page 328 of 353 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee Meeting April 14, 2020 7:30 a.m. Electronic Meeting MINUTES Present: Collette Takacs, Randy Thornton, Councillor Deb Gilvesy Jesse Goossens, Andrew Burns, Steve Spanjers, Lisa Gilvesy, Cedric Tomico Staff: Kyle Pratt, CAO; Cephas Panschow, Development Commissioner; Laura Pickersgill, Legislative Services Coordinator Guest: Suzanne Renken, CEO, Tillsonburg District Chamber of Commerce Regrets: Jeff VanRybroeck, Mayor Stephen Molnar, Kirby Heckford, Lindsay-Morgan Jacko 1. Call to Order The meeting was called to order at 7:37 a.m. 2. Adoption of Agenda Resolution #1 Moved by: Deb Gilvesy Seconded by: Cedric Tomico THAT the Agenda as prepared for the Economic Development Advisory Committee Special meeting of April 14, 2020, be adopted. Carried 3. Minutes of the Previous Meeting Resolution #2 Moved by: Cedric Tomico Seconded by: Andrew Burns THAT the Minutes as prepared for the Economic Development Advisory Committee Special meeting of April 7, 2020, be adopted. Carried 4. Disclosures of Pecuniary Interest and the General Nature Thereof None 5. Local Business Support Programs Cedric Tomico noted that businesses can provide information using the following links to assist advertising their business during this pandemic: Page 329 of 353 https://www.country1073.ca/supportlocal https://www.easy1013.ca/supportlocal http://www.jack1023.com/supportlocal It was suggested that a website be set up to allow local businesses to sell their goods and services online to encourage consumers to purchase locally rather than shopping on Amazon, for example. The Development Commissioner noted that there is a list being compiled on the services/deliveries/curbside pickups that local businesses are providing. It was suggested that this list be made available on the Town’s website and in PDF document format. It was noted that the survey link circulated to local businesses will remain active. The Emergency Response Microloan will assist smaller businesses to gain access to financial loans as some businesses do not have a large enough payroll base to qualify for other Provincial loans. It was suggested that promotion of the Community Garden with information on how to can and jar goods would be beneficial. Council to receive the potential of deferring property taxes and water/wastewater fees at the Council meeting to be held this evening. Applications must be made to defer a property tax due date. Councillor Gilvesy will seek clarity at this evening’s Council meeting on what “proof” is required to be eligible for property tax deferral. Discussion was held regarding the difficulty surrounding property tax deferrals as many property managers/landlords rely on rent as part of their income. It was suggested that the Committee could draft a letter to Town Council, County Council and/or the Provincial Government providing suggestions to assist the local economy. It was noted that the discussion took place at the Mayor’s COVID-19 Working Group about whether local businesses need to come together to discuss available resources and strategies. The Working Group decided that this was not necessary as there is already information available to business owners on programs and resources. It was suggested that a series of webinars be developed to allow local professionals to answer generic local business owners’ questions. Suzanne Renken indicated she could get access to a registration application for this purpose as well as Chamber members could be invited to participate in the webinar series. It was recommended that these series be held to target different sized businesses and be held at various times throughout the day. It was suggested that participant’s questions be identified prior to the webinar to allow for the panel to prepare an appropriate answer. The following individuals indicated interest in participating in setting up this series: Cedric Page 330 of 353 Tomico, Jesse Goossens, Collette Takacs, Cephas Panschow, Suzanne Renken and Deb Gilvesy. It was noted that Shane Curtis, member of the Mayor’s COVID-19 Working Group, be invited to participate in this initiative. Councillor Gilvesy will introduce this initiative at tonight’s Council meeting. A summary of the Barter Pay Program was provided. Suzanne Renken noted that this program will be introduced online. This program gives businesses the opportunity to get rid of inventory and receive inventory. It was suggested that an emphasis on the importance of shopping local be advertised. It was suggested that the Marketing Coordinator for the BIA could put together short videos showcasing local businesses. The program ‘WeVideo’ was recommended as a tool to use. Suzanne Renken noted that she could reach out to the Chamber’s contact for developing short videos. “Day Zero” is new terminology emerging that is referencing the ‘day’ when things go back to normal. 6. Next Meeting To Be Determined 7. Adjournment Resolution #3 Moved by: Deb Gilvesy Seconded by: Collette Takacs THAT the April 14, 2020 Economic Development Advisory Committee Special meeting be adjourned at 9:05 a.m. Carried Page 331 of 353 1 TILLSONBURG POLICE SERVICES BOARD Minutes MEETING: GENERAL MEETING PLACE: Tillsonburg, OPP Detachment Boardroom DATE: Wednesday, September 18, 2019 TIME: 8:00 a.m. AGENDA ITEM DISCUSSION OUTCOME/ACTION 1 Call to Order The Chair called the General session of the Board to order at 8:00 am. 2 Attendance Present: Regrets: Larry Scanlan, Chair Councilor Chris Rosehart Ann Loker Greg Horvath, Vice Chair Becky Turrill, Secretary Inspector Hymers Mayor Steve Molnar 3 Declaration of Pecuniary Interest None declared 4 Approval of Agenda The Agenda was presented to the Board for approval. On motion made by Councilor Rosehart, seconded by G. Horvath, and carried, the Agenda was approved. 5 Issues Arising from previous minutes None 6 Approval of Previous Minutes The Minutes of a meeting of the Board held on August 21, 2019 were presented to the Board for approval. On motion made by G. Horvath, seconded by A. Loker and carried the Minutes of the meeting held on August 21, 2019 were approved. 7 Presentations / Delegations None 8 Correspondence None 9 Financial Prisoners escort cheque received Page 332 of 353 2 AGENDA ITEM DISCUSSION OUTCOME/ACTION 10 Detachment Commander Reports  OPP contract Policing - Tillsonburg Inspector Hymers presented the August 2019 contract statistics and memorandum which reported: • 51 provincial offences tickets written • 3 By-law • 136 hours of Cruiser Patrol • 51.75 hours of Foot Patrol • 0 hours of School Patrol Members of the OPP attended 358 calls for service.  Inspector Hymers presented the OPP Auxiliary Monthly Unit Summary for August 2019 • Total Hours within Tillsonburg for August, 35  Crime Stoppers of Oxford Inc. Report Inspector Hymers presented the report for Oxford Crime Stoppers for August 2019. Monthly Tip Statistics for August 2019 • Total Calls Received, 45 • Woodstock PS Tips , 15 • OPP Tips, 26 – Tillsonburg received 9 • Assigned out to other Crime Stoppers Programs , 0 • Not Assigned, 4 Meetings/Events/Promotions • Tillsonburg Fair • Haldimand Norfolk Golf Tournament • Summer Street Fest - Woodstock Media Relations • Crime of the week submissions to local media outlets including print and television as well as social media. Fundraising • Gala. Upcoming Events • Zone meeting – October 3, 2019 Page 333 of 353 3 AGENDA ITEM DISCUSSION OUTCOME/ACTION 11 Committee Reports None 12 OAPSB Zone meeting September 24, 2019 – Niagara Falls 13  Interim CAO Inspector Hymers and Chair to meet with new CAO  2020 Board Budget 2020 Board Budget request discussed with Board members  OPP Contract Visitor Parking Lot No new contract yet – Information regarding the contract still to be received. To be retendered in the Spring of 2020  Crime Map Inspector and Chair to discuss  Live Cameras Information received  OPP Rates and Fees  Tillsonburg PSB – Link on Town website  Prisoner Transport  RZone Policy Information Received Chair to look into possibility with Town of Tillsonburg Staff Appointment to the Committee Information given to Board Members 14 Date of Next Meeting Wednesday, October 16, 2019 15 Adjournment On motion made by G. Horvath, the meeting was adjourned at 9:26a.m. __________________________________ __________________________________ Larry Scanlan, Chair Becky Turrill, Secretary Page 334 of 353 1 TILLSONBURG POLICE SERVICES BOARD Minutes MEETING: GENERAL MEETING PLACE: Tillsonburg, OPP Detachment Boardroom DATE: Wednesday, October 16, 2019 TIME: 8:00 a.m. AGENDA ITEM DISCUSSION OUTCOME/ACTION 1 Call to Order The Chair called the General session of the Board to order at 8:00 am. 2 Attendance Present: Regrets: Larry Scanlan, Chair Councilor Chris Rosehart Greg Horvath, Vice Chair Becky Turrill, Secretary S/Sgt. Dafoe Mayor Steve Molnar Ann Loker 3 Declaration of Pecuniary Interest None declared 4 Approval of Agenda The Agenda was presented to the Board for approval. On motion made by G. Horvath, seconded by Councilor Rosehart, and carried, the Agenda was approved. 5 Issues Arising from previous minutes None 6 Approval of Previous Minutes The Minutes of a meeting of the Board held on September 18, 2019 were presented to the Board for approval. On motion made by G. Horvath, seconded by Councilor Rosehart and carried the Minutes of the meeting held on September 18, 2019 were approved. 7 Presentations / Delegations None 8 Correspondence None 9 Financial None Page 335 of 353 2 AGENDA ITEM DISCUSSION OUTCOME/ACTION 10 Detachment Commander Reports  OPP contract Policing - Tillsonburg S/Sgt. Dafoe presented the September 2019 contract statistics and memorandum which reported: • 37 provincial offences tickets written • 2 By-law • 197.5 hours of Cruiser Patrol • 50.50 hours of Foot Patrol • 0 hours of School Patrol Members of the OPP attended 422 calls for service.  S/Sgt. Dafoe presented the OPP Auxiliary Monthly Unit Summary for September 2019 • Total Hours within Tillsonburg for September, 184  Crime Stoppers of Oxford Inc. Report S/Sgt. Dafoe presented the report for Oxford Crime Stoppers for September 2019. Monthly Tip Statistics for September 2019 • Total Calls Received, 34 • Woodstock PS Tips , 17 • OPP Tips, 16 – Tillsonburg received 11 • Assigned out to other Crime Stoppers Programs , 1 • Not Assigned, 0 Meetings/Events/Promotions • Suicide Prevention Day • Promo Show in Toronto • Outdoor Farm Show • Embro Fair Media Relations • Crime of the week submissions to local media outlets including print and television as well as social media. Fundraising • Gala. Upcoming Events • None Page 336 of 353 3 AGENDA ITEM DISCUSSION OUTCOME/ACTION 11 Committee Reports None 12 OAPSB None 13  2020 Billing Review On motion made by Mayor Molnar, seconded by G. Horvath and carried that information received on the 2020 budget as well as any additional information be forwarded to the Director of Finance.  Community Safety and Policing Grant Oxford received approval for policing Grant (2 years)  False Alarm By-law Norfolk & Toronto  Board Information/Town of Tillsonburg Website Information given to the Board. Chair to meet with Norfolk County Update given to the Board  Auction Results Results and earnings will be forwarded to the Board shortly  Council/Board Member Police Station Tour Move ahead with the Facility Tour  Customer Service  Request for funding – Community Cards  Request for funding – 1-888 stickers & Presentation Table cloth Chair to meet with Inspector Hymers On motion made by Mayor Molnar, seconded by Councilor Rosehart and carried, that the TPSB pay for the purchase of 1000 Community Cards. On motion made by Mayor Molnar, seconded by Councilor Rosehart and carried, that the TPSB pay for the purchase of 1-888 stickers. Purchase of presentation table cloth TBD. 14 Date of Next Meeting Wednesday, November 20, 2019 15 Adjournment On motion made by Councilor Rosehart, the meeting was adjourned at 9:09a.m. __________________________________ __________________________________ Larry Scanlan, Chair Becky Turrill, Secretary Page 337 of 353 1 TILLSONBURG POLICE SERVICES BOARD Minutes MEETING: GENERAL MEETING PLACE: Tillsonburg, OPP Detachment Boardroom DATE: Wednesday, November 20, 2019 TIME: 8:00 a.m. AGENDA ITEM DISCUSSION OUTCOME/ACTION 1 Call to Order The Chair called the General session of the Board to order at 8:00 am. 2 Attendance Present: Regrets: Larry Scanlan, Chair Councilor Chris Rosehart Greg Horvath, Vice Chair Becky Turrill, Secretary Inspector Hymers Ann Loker Mayor Steve Molnar 3 Declaration of Pecuniary Interest None declared 4 Approval of Agenda The Agenda was presented to the Board for approval. On motion made by A. Loker, seconded by G. Horvath, and carried, the Agenda was approved. 5 Issues Arising from previous minutes None 6 Approval of Previous Minutes The Minutes of a meeting of the Board held on October 16, 2019 were presented to the Board for approval. On motion made by G. Horvath, seconded by A. Loker and carried the Minutes of the meeting held on October 16, 2019 were approved. 7 Presentations / Delegations None 8 Correspondence None 9 Financial Inspector Hymers present the Chair with cheque from the Auction Page 338 of 353 2 AGENDA ITEM DISCUSSION OUTCOME/ACTION 10 Detachment Commander Reports  OPP contract Policing - Tillsonburg Inspector Hymers presented the October 2019 contract statistics and memorandum which reported: • 53 provincial offences tickets written • 1 By-law • 212.50 hours of Cruiser Patrol • 45.50 hours of Foot Patrol • 0 hours of School Patrol Members of the OPP attended 163 calls for service.  Inspector Hymers presented the OPP Auxiliary Monthly Unit Summary for October 2019 • Total Hours within Tillsonburg for October, 130.50  Crime Stoppers of Oxford Inc. Report Inspector Hymers presented the report for Oxford Crime Stoppers for October 2019. Monthly Tip Statistics for October 2019 • Total Calls Received, 24 • Woodstock PS Tips , 5 • OPP Tips, 16 – Tillsonburg received 2 • Assigned out to other Crime Stoppers Programs , 1 • Not Assigned, 2 Meetings/Events/Promotions • Human Trafficking Awareness - Tillsonburg • Fall Zone Meeting • Community Safety Presentation - Thamesford • Norwich Safety for Seniors • Ingersoll 50+ Active Living Fair Media Relations • Crime of the week submissions to local media outlets including print and television as well as social media. Fundraising • Gala. Upcoming Events • Gala • Christmas Parades Page 339 of 353 3 AGENDA ITEM DISCUSSION OUTCOME/ACTION 11 Committee Reports None 12 OAPSB None 13  OPP Billing Contract On motion made by G. Horvath, seconded by Councillor Rosehart and carried that Tillsonburg Police Services Board endorses the terms and conditions in the document as provided and furthermore the Board notifies Municipal Council.  2020 TPSB Budget On motion made by G. Horvath, seconded by A. Locker and carried that the 2020 TPSB Budget be forwarded to council for approval On motion made by A. Loker, Seconded by G. Horvath and carried, the TPSB rescind the previous motion regarding the 2020 TPSB Budget On motion made by Councillor Rosehart, Seconded by A. Locker and carried, that the amended 2020 TPSB Budget be forwarded to council for approval  False Alarm By-law  Spring Conference – May 27-30, 2020 in Toronto As current OPP policy dictates, the OPP will continue to respond to all alarms, false or otherwise, making the need for an alarm by-law questionable. More information to follow  Mobility Scooters Discussion  Speed Sign Maintenance On motion made by Councillor Rosehart, seconded by G. Horvath and carried, the board approves purchase of a new battery up to $500.00  OAPSB Governance Seminar – January 30  OPP Landscaping  CPTED report 2 Members to attend On motion made by G. Horvath, seconded by A. Loker and carried, that the Chair meet with Facilities Manager regarding landscaping at the OPP Station Chair to follow up on completion 14 Date of Next Meeting Wednesday, December 18, 2019 Page 340 of 353 4 AGENDA ITEM DISCUSSION OUTCOME/ACTION 15 Adjournment On motion made by G. Horvath, the meeting was adjourned at 9:38a.m. __________________________________ __________________________________ Larry Scanlan, Chair Becky Turrill, Secretary Page 341 of 353 1 TILLSONBURG POLICE SERVICES BOARD Minutes MEETING: GENERAL MEETING PLACE: Tillsonburg, OPP Detachment Boardroom DATE: Wednesday, December 18, 2019 TIME: 8:00 a.m. AGENDA ITEM DISCUSSION OUTCOME/ACTION 1 Call to Order The Chair called the General session of the Board to order at 8:00 am. 2 Attendance Present: Regrets: Larry Scanlan, Chair Councilor Chris Rosehart Greg Horvath, Vice Chair Becky Turrill, Secretary Inspector Hymers S/Sgt Doupe Ann Loker Mayor Steve Molnar 3 Declaration of Pecuniary Interest None declared 4 Approval of Agenda The Agenda was presented to the Board for approval. On motion made by G. Horvath, seconded by A. Loker, and carried, the Agenda was approved. 5 Issues Arising from previous minutes None 6 Approval of Previous Minutes The Minutes of a meeting of the Board held on November 16, 2019 were presented to the Board for approval. On motion made by A. Loker, seconded by C. Rosehart and carried the Minutes of the meeting held on November 20, 2019 were approved. 7 Presentations / Delegations None 8 Correspondence None 9 Financial Inspector Hymers presented the Chair with cheques for Prisoner Escort Page 342 of 353 2 AGENDA ITEM DISCUSSION OUTCOME/ACTION 10 Detachment Commander Reports  OPP contract Policing - Tillsonburg Inspector Hymers presented the November 2019 contract statistics and memorandum which reported: • 49 provincial offences tickets written • 37 By-law • 242.75 hours of Cruiser Patrol • 46.5 hours of Foot Patrol • 2 hours of School Patrol Members of the OPP attended 307 calls for service.  Inspector Hymers presented the OPP Auxiliary Monthly Unit Summary for November 2019 • Total Hours within Tillsonburg for November, 222.00  Crime Stoppers of Oxford Inc. Report Inspector Hymers presented the report for Oxford Crime Stoppers for November 2019. Monthly Tip Statistics for November 2019 • Total Calls Received, 26 • Woodstock PS Tips , 15 • OPP Tips, 9 – Tillsonburg received 5 • Assigned out to other Crime Stoppers Programs , 1 • Not Assigned, 1 Meetings/Events/Promotions • Gala – November 12, 2019 • Christmas Parades – November 16, 2019 Media Relations • Crime of the week submissions to local media outlets including print and television as well as social media. Fundraising • Boston Pizza – January 2020 Upcoming Events • Next meeting December 10, 2019 Page 343 of 353 3 AGENDA ITEM DISCUSSION OUTCOME/ACTION 11 Committee Reports None 12 OAPSB None 13  Homeless Shelter Information given to the committee. Nothing formal has been set up.  Cannabis Retail Policy – Town of Tillsonburg On motion made by A. Loker, seconded by G. Horvath and carried that the TPSB supports the Draft Cannabis Retail Policy as written  Speed Cameras – Discussion of use in school and community safety zones  Police Budget - Corporate Update given  Outcome of Meeting with Facilities Manager • Gardens to be removed • Will look into completion of CPTED report *Garden work will be initiated in the spring *CPTED review will occur in late Spring when the trees are full foliage, better assessing lighting levels and visibility of sight lines. AS of this meeting no update has been received. *Update December 18, email received and forwarded to all Board Members  Housekeeping – collection of previous Board Pictures Chair to take the photos 14 Date of Next Meeting Wednesday, January 15, 2020 15 Adjournment On motion made by G. Horvath, the meeting was adjourned at 9:001a.m. __________________________________ __________________________________ Larry Scanlan, Chair Becky Turrill, Secretary Page 344 of 353 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-__ A BY-LAW To Amend Schedule A of By-Law 4247, to Define the Mandate and Membership for Committees Established By The Corporation Of The Town of Tillsonburg. WHERAS it is deemed necessary and expedient to amend Schedule A of By-Law 4247. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT Schedule A of By-Law 4247 be amended as attached hereto; 2. THAT these amendments to Schedule A of By-Law 4247 are hereby declared to be part of that By-Law as if written therein. 3. THAT this By-law shall come into full force and effect upon passing. READ A FIRST AND SECOND TIME THIS 27th day of APRIL, 2020. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of APRIL, 2020. ___________________________ MAYOR – Stephen Molnar ______________________________ TOWN CLERK – Michelle Smibert Page 345 of 353 By-Law 2020-__ Schedule A Board/Committees Citizen Appointments Mandate Accessibility Advisory Committee Cindy Allen Erin Getty Jeff Huber Margaret McCrimmon Mark Dickson Mike Cerna Michael Kadey Peter Staley Pete Luciani To advise and make recommendations to Council on all matters with respect to the accessibility for persons with disabilities to a municipal building, structure or premises. Cultural, Heritage and Special Awards Advisory Committee Collette Takacs Erin Getty Carrie Lewis Vern Fleming Terry Fleming Rosemary Dean Penny Esseltine Mark Dickson Tabitha Verbuyst James Murphy To advise and make recommendations to Council on all matters with respect to tourism and culture in the Town of Tillsonburg. To advise and make recommendations to Council on all matters related to properties of architectural and historical significance. To receive nominations and make recommendations to Council for the Citizen of the Year and monthly awards. To provide commemorative naming options to Council. Economic Development Advisory Committee Jesse Goossens Collette Takacs Jeff VanRybroeck Randy Thornton Lindsay Morgan-Jacko Andrew Burns Cedric Tomico Steve Spanjers Lisa Gilvesy Kirby Heckford Deb Gilvesy To advise on initiatives to attract and retain investment within the community. To provide advice on: •The Economic Development Strategy •The Community Strategic Plan •Annual Departmental Business Plan To support the development of alliances and partnerships to advance the Town’s strategic plan and that assists in the overall growth of the Town. Page 346 of 353 By-Law 2020-__ Schedule A To provide advice regarding existing and new bylaws that relate to/impact development within the community. Memorial Park Revitalization Advisory Committee Joan Weston Scott Vitias Eugene Todd Terry Smith Kim Sage Chris Rosehart Mike Cerna Sharon Howard Ken Patterson Jane Ann McLean Mel Getty Rosemary Dean To advise and make recommendations and provide regular updates to Council on all matters with respect to the Memorial Park Revitalization Project. Museum Advisory Committee Bob Marsden Rosemary Dean Joan Weston Donna Scanlan Dianne MacKeigan John Lessif Sherry Hamilton Chris Rosehart To make recommendations to Council on policies and procedures pertaining to the Museum. To participate in strategic planning activities, initiate and participate in fundraising activities when and as needed, act as ambassadors for the museum within the community. To work with the Tillsonburg and District Historical Society regarding trust for artifact purchases and to act as trustees for the restoration trust. Parks, Beautification and Cemeteries Advisory Committee Christine Nagy Sue Saelens Donna Scanlan Mike Dean Ken Butcher Penny Esseltine Bob Marsden Marian Smith Paul DeCloet To advise and make recommendations to Council on all matters with respect to the utilization and beautification of public parks, trails, trees, green space and Tillsonburg cemeteries. Page 347 of 353 By-Law 2020-__ Schedule A Paul Wareing Maurice Verhoeve Recreation and Sports Advisory Committee Chris Parker Don Baxter Susie Wray Eugene Todd Carrie Lewis Jeff VanRybroeck Kim Sage Dace Zvanitajs To advise and make recommendations to Council on matters related to the programming and utilization of Tillsonburg’s recreational facilities. To advise and make recommendations to Council on implementation of the Community Parks, Recreation and Cultural Strategic Master Plan. Tillsonburg Airport Advisory Committee Euclid Benoit Deb Gilvesy Geoffrey Lee Mark Renaud Jeremy Stockmans David Brandon Dan Cameron John Prno Valerie Durston Jeff Dean Jeffrey Miller To advise and make recommendations to Council on matters related to the Tillsonburg Regional Airport. To provide a forum for receiving input and advice from aviation stakeholder groups and the community with respect to the Airport Master Plan and strategic initiatives and to provide a forum for dialogue and communication. Day to day operations of the airport is the responsibility of Town staff. Tillsonburg Dog Park Advisory Committee Wayne Beard Pete Luciani Kelly Luciani Connie Porter Brad Holden Marcie Walters-Turcotte Doris Koepke Roseanne Fillion Mark Cheron The objective of the Tillsonburg Dog Park Advisory Committee (TDPAC) is to oversee and advise Town Council on the governance of the Dave Johnson Memorial Dog Park with representation from all affected groups in the community. Page 348 of 353 By-Law 2020-__ Schedule A Tillsonburg Transit Advisory Committee Sherry Hamilton Kathryn Leatherland Cindy Allen Carolijn Verbakel John Verbakel Lynn Temoin Pete Luciani The objective of the Tillsonburg Transit Advisory Committee (TTAC) is to oversee and advise Town Council on the governance oversite of the Town's service providers contract for transit and specifically the policies and procedures related to service delivery of transit. The TTAC will provide a forum for input, exchange of ideas and debate on conventional and mobility transit related issues with representation from all affected groups in the community. The committee should use the Mandate to set out a clear plan for the term of the Committee. Create a high level work plan to define the scope and establish the framework and overall approach for transit. Set out goals the committee will work towards accomplishing. Page 349 of 353 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-0## A BY-LAW to transfer the properties known as Daffodil Drive and Daisy Court, Plan 41M-155, to 2563557 Ontario Inc. WHEREAS the properties known as Daffodil Drive and Daisy Court, Plan 41M-155, are currently owned by the Corporation of the Town of Tillsonburg. AND WHEREAS there has been an official request for the properties to be transferred to 2563557 Ontario Inc. AND WHEREAS the Corporation of the Town of Tillsonburg is desirous of transferring the properties known as Daffodil Drive and Daisy Court, Plan 41M-155, to 2563557 Ontario Inc. AND WHEREAS the proposed transfer is outside of the scope of the Town of Tillsonburg Sale of Real Property Policy. AND WHEREAS the transfer is being made pursuant to the provisions of the Planning Act. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT the properties known as Daffodil Drive and Daisy Court, Plan 41M-155, be transferred to 2563557 Ontario Inc; 2. THAT 2563557 Ontario Inc. agrees to pay for all legal costs for the transfer; 3. THAT the Mayor and Clerk be hereby authorized to execute all documents necessary to transfer the properties known as Daffodil Drive and Daisy Court, Plan 41M-155, to 2563557 Ontario Inc; 4. THAT this By-Law shall come into full force and effect upon passing. READ A FIRST AND SECOND TIME THIS 27th day of APRIL, 2020. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of APRIL, 2020. ___________________________ MAYOR – Stephen Molnar ______________________________ TOWN CLERK – Michelle Smibert Page 350 of 353 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-0## BEING A BY-LAW to appoint an Acting Fire Chief for the Town of Tillsonburg and to repeal By-Law 4302, To Appoint the previous Acting Fire Chief, and to appoint an Acting Deputy Fire Chief for the Town of Tillsonburg and to repeal By-Law 3502, To Appoint a previous Deputy Fire Chief. WHEREAS the Fire Protection and Prevention Act, S.O. 1997, ch.4, provides that if a Fire Department is established for the whole or a part of a municipality or for more than one municipality, the Council of the municipality may appoint a Fire Chief for the Fire Department who is ultimately responsible for the delivery of fire protection services within the municipality; AND WHEREAS the Fire Protection and Prevention Act, S.O. 1997 provides that a municipality may appoint an officer to enter upon land and into structures at any reasonable time to inspect the land and structures to determ ine whether by-laws enacted in accordance with this section are being complied with; AND WHEREAS The Council of the Corporation of the Town of Tillsonburg deems it is necessary and expedient to appoint an Acting Fire Chief, and that the Acting Fire Chief is also designated as the Community Emergency Management Coordinator (CEMC) for the Corporation of the Town of Tillsonburg; AND WHEREAS The Council of the Corporation of the Town of Tillsonburg deems it is necessary and expedient to appoint an Acting Deputy Fire Chief, and that the Acting Deputy Fire Chief is also designated as the Deputy Community Emergency Management Coordinator (CEMC) for the Corporation of the Town of Tillsonburg; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT __________ be and is hereby appointed as an Acting Fire Chief and Community Emergency Management Coordinator for the Corporation of the Town of Tillsonburg to carry out the duties and responsibilities as set out in By- law 3190. 2. THAT ___________ be and is hereby appointed as an Acting Deputy Fire Chief and Deputy Community Emergency Management Coordinator for the Corporation of the Town of Tillsonburg to carry out the duties and responsibilities as set out in By-law 3190. 3. Any previously enacted By-Laws which are inconsistent with the purpose and intent of this By-Law are hereby amended/repealed. 4. That By-Law 4302 is hereby repealed in its entirety. Page 351 of 353 5. That By-Law 3502 is hereby repealed in its entirety. 6. This By-Law shall come into full force and effect on the day of passing. READ A FIRST AND SECOND TIME THIS 27th day of APRIL, 2020. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of APRIL, 2020. ___________________________ MAYOR – Stephen Molnar ______________________________ TOWN CLERK – Michelle Smibert Page 352 of 353 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-039 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 27th day of April, 2020. WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the powers of a municipal corporation shall be exercised by its council; AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that municipal powers shall be exercised by by-law; AND WHEREAS it is deemed expedient that the proceedings of the Council of the Town of Tillsonburg at this meeting be confirmed and adopted by by-law; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. All actions of the Council of The Corporation of the Town of Tillsonburg at its meeting held on April 27, 2020, with respect to every report, motion, by-law, or other action passed and taken by the Council, including the exercise of natural person powers, are hereby adopted, ratified and confirmed as if all such proceedings were expressly embodied in this or a separate by-law. 2. The Mayor and Clerk are authorized and directed to do all the things necessary to give effect to the action of the Council of The Corporation of the Town of Tillsonburg referred to in the preceding section. 3. The Mayor and the Clerk are authorized and directed to execute all documents necessary in that behalf and to affix thereto the seal of The Corporation of the Town of Tillsonburg. 4. This by-law shall come into full force and effect on the day of passing. READ A FIRST AND SECOND TIME THIS 27th DAY OF APRIL , 2020. READ A THIRD AND FINAL TIME AND PASSED THIS 27th DAY OF APRIL, 2020. ________________________________ MAYOR – Stephen Molnar _______________________________ TOWN CLERK – Michelle Smibert Page 353 of 353