200611 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg
COUNCIL MEETING
AGENDA
Thursday, June 11, 2020
6:00 PM
Electronic Meeting
1.Call to Order
2.Closed Session
3.Adoption of Agenda
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT the Agenda as prepared for the Council meeting of Thursday, June 11, 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 #2
Moved By: ________________
Seconded By: ________________
THAT the Minutes of the Council meeting of May 25, 2020, be approved.
7.Presentations
7.1 2019 Draft Financial Statements
Presented by: Dianne Latta and Kevin Kitchen of Millard, Rouse and Rosebrugh LLP
Proposed Resolution #3
Moved By: ________________
Seconded By: ________________
THAT Council approves the 2019 Draft Financial Statements as presented;
AND THAT the 2019 Management Letter be received.
8.Public Meetings
9.Planning Applications
10.Delegations
11.Deputation(s) on Committee Reports
12.COVID-19
13.Information Items
13.1 Ministry of Municipal Affairs and Housing - Broadband Infrastructure
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT Council receives the correspondence from the Ministry of Municipal Affairs
and Housing dated June 4, 2020, as information.
14.Staff Reports
14.1 Chief Administrative Officer
14.1.1 Oxford County Service Delivery Review
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
THAT Council receives the Service Delivery Report;
AND direct Staff to continue discussions with our area municipal partners
and proceed with implementation of recommendations relevant to the Town
of Tillsonburg subject to any further necessary Council approvals.
14.2 Clerk's Office
14.2.1 CLK 20-02 June 23, 2020 - Public Meeting to Consider Planning
Applications
Page 2 of 595
Proposed Resolution #6
Moved By: ________________
Seconded By: ________________
THAT Tuesday, June 23, 2020, be confirmed as a Public Meeting to deal
with applications under the Planning Act.
14.3 Development and Communication Services
14.4 Finance
14.4.1 FIN 20-21 Revised Final 2020 Tax Rates
Proposed Resolution #7
Moved By: ________________
Seconded By: ________________
THAT Council receives Report FIN 20-21 2020 Budgetary Estimates and
Tax Rates;
AND THAT By-Law to provide for the adoption of budgetary estimates, tax
rates, installment due dates and to further provide for penalty and interest
on default of payment thereof for 2020 be brought forward for Council
consideration;
AND WHEREAS the Council of the Corporation of the Town of Tillsonburg
deems it necessary and expedient to repeal By-Law 2020-053 Budgetary
Estimates and Tax Rates.
14.5 Fire and Emergency Services
14.6 Operations
14.6.1 OPS 20-24 Town Owned Hangar Business Case
Proposed Resolution #8
Moved By: ________________
Seconded By: ________________
THAT Council receive Report OPS 20-24 Town Owned Hangar Business
Case;
AND THAT the Airport Master Plan scope of work include identifying
suitable locations for Town owned hangars;
AND FURTHER THAT the capital construction cost for a Town owned
hangar be included as part of the draft 2021 budget deliberations.
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14.7 Recreation, Culture & Park Services
14.7.1 RCP 20-28 OPP and Memorial Park Parking Lot Expansion Update
Proposed Resolution #9
Moved By: ________________
Seconded By: ________________
THAT Council receive Report RCP 20-28 OPP and Memorial Park Parking
Lot Expansion Update;
AND THAT Council approves issuing a change order under the Asphalt
and Concrete Maintenance Contract to remove the island in the OPP visitor
parking lot;
AND THAT Council approves issuing a tender for the reduced scope of
project work to expand parking at Memorial Park.
14.7.2 RCP 20-29 COVID-19 Impact on RCP Programs and Services Summer
2020
Proposed Resolution #10
Moved By: ________________
Seconded By: ________________
THAT Council receives Report RCP 20-27 COVID-19 Impact on Programs
and Services - Summer 2020;
AND THAT recreation programs and services (specifically Summer Camps,
indoor and outdoor aquatics facilities, health club, and fitness programs)
are suspended until at least August 31, 2020 due to the uncertainty about
COVID-19 restrictions and the associated financial pressures on the
municipality.
15.New Business
16.Consideration of Committee Minutes
16.1 Business Improvement Area Board Minutes
Proposed Resolution #11
Moved By: ________________
Seconded By: ________________
THAT Council receives the Business Improvement Area Board meeting minutes
dated February 20 and March 26, 2020, as information.
16.2 Long Point Region Conservation Authority Board Minutes
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Proposed Resolution #12
Moved By: ________________
Seconded By: ________________
THAT Council receives the Long Point Region Conservation Authority Board
Minutes dated May 6, 2020, as information.
16.3 Long Point Region Source Protection Authority
Proposed Resolution #13
Moved By: ________________
Seconded By: ________________
THAT Council receives the Long Point Region Source Protection Authority Minutes
dated January 8, 2020, as information.
16.4 Police Services Board Minutes
Proposed Resolution #14
Moved By: ________________
Seconded By: ________________
THAT Council receives the Police Services Board Minutes dated January 15, 2020,
as information.
17.Motions/Notice of Motions
17.1 Notice of Motion
Councillor Esseltine has asked that the matter of the approval of the new purchasing
policy be reconsidered.
(Clerk’s note: since it was the By-Law that adopted the new purchasing policy, then
it should be that By-Law that will be reconsidered)
Resolution # 2020-254
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT By-Law 2020-254, to establish policies and procedures for the procurement of
goods and services, payments of accounts and the disposal of surplus goods for the
Corporation of the Town of Tillsonburg and to repeal By-Law 3967, 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.
Note: 8.3 of the Council Procedure By-Law notes the following:
The effect of making this motion to reconsider is to suspend all action the
original motion would have required until re-consideration.
•
Page 5 of 595
A reconsideration requires only a majority vote, regardless of the vote
necessary to adopt the motion reconsidered.
•
If the motion to reconsider is adopted, the next order of business is the
original motion that is to be reconsidered.
•
If the motion to reconsider is defeated, it cannot be repeated except by
general consent.
•
Proposed Resolution #15
Moved By: Councillor Esseltine
Seconded By: ________________
THAT Council reconsider resolution number 2020-254 (Purchasing By-Law).
18.Resolutions/Resolutions Resulting from Closed Session
19.By-Laws
19.1 A By-Law to Authorize an Agreement with the Province of Ontario for the purpose of
receiving funds from the Dedicated Gas Tax Funds for Public Transportation
Program
19.2 A By-Law to appoint a Fire Chief for the Town of Tillsonburg
19.3 A By-Law to provide for the Adoption of Budgetary Estimates, Tax Rates and to
Further Provide for Penalty and Interest in Default of Payment thereof for 2020 and
to repeal By-Law 2020-053
Proposed Resolution #16
Moved By: ________________
Seconded By: ________________
THAT a By-Law to Authorize an Agreement with the Province of Ontario for the
purpose of receiving funds from the Dedicated Gas Tax Funds for Public
Transportation Program; and
A By-Law to appoint a Fire Chief for the Town of Tillsonburg; and
A By-Law to provide for the Adoption of Budgetary Estimates, Tax Rates and to
Further Provide for Penalty and Interest in Default of Payment thereof for 2020 and
to repeal By-Law 2020-053, 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 #17
Moved By: ________________
Page 6 of 595
Seconded By: ________________
THAT By-Law 2020-055, to Confirm the Proceedings of the Council Meeting held on June
11, 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 #18
Moved By: ________________
Seconded By: ________________
THAT the Council Meeting of Thursday, June 11, 2020 be adjourned at ______ p.m.
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1
MINUTES
Monday, May 25, 2020
4:30 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
Gord Roesch, Acting Fire Chief
Amelia Jaggard, Deputy Clerk
_____________________________________________________________________
1. Call to Order
The meeting was called to order at 4:30 p.m.
2. Closed Session
Resolution # 2020-234
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council move into Closed Session to consider a proposed or pending
acquisition or disposition of land by the Town; (Highway 3 Lands)
Carried
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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
2.4.1 239 (2) (c) a proposed or pending acquisition or disposition of
land by the municipality (Highway 3 Lands)
2.4.2 239 (2) (c) a proposed or pending acquisition or disposition of
land by the municipality (Highway 3 Lands)
3. Adoption of Agenda
Resolution # 2020-235
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT the Agenda as prepared for the Council meeting of Monday, May 25,
2020, be adopted.
Carried
4. Moment of Silence
5. Disclosures of Pecuniary Interest and the General Nature Thereof
Councillor Gilvesy declared pecuniary interest on the following items:
1. Item 1.4.1 in closed session (Highway 3 Lands) with the reason being an
immediate family member may receive financial gain from the sale of property.
2. Item 1.4.2 in closed session (Highway 3 Lands) with the reason being an
immediate family member may receive financial gain from the sale of property.
Deputy Mayor Beres declared pecuniary interest on the following items:
1. Item 1.4.2 in closed session (Highway 3 Lands) with the reason being a family
member is the Real Estate listing agent.
No other disclosures of pecuniary interest were declared.
6. Adoption of Council Minutes of Previous Meeting
Resolution # 2020-236
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
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3
THAT the Minutes of the Council meeting of Monday, May 11, 2020, be
approved.
Carried
7. Presentations
8. Public Meetings
9. Planning Applications
10. Delegations
10.1 Ian McIntyre - Re: Traffic concerns on Wilson Ave
Ian McIntyre, Alan Field and Heather Rand, members of the Hickory Hills
Residents Association (H.H.R.A.), participated in the meeting to provide
an overview of their concerns and recommendations regarding the traffic
volume along Wilson Ave, the main road running north and south through
their community. The delegation requested that Council add additional
traffic controls.
Opportunity was provided for comments and questions from Council.
Resolution # 2020-237
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council receive the delegation from Ian McIntrye, as information;
AND THAT the material from The Hickory Hills Resident’s Association
regarding traffic concerns on Wilson Avenue be forwarded to the
Tillsonburg Police Services Board for review and comment;
AND THAT subsequent to any material response from the Police Services
Board a comprehensive report including; background information, re view
and comments from Fire and Public Works Departments and mitigating
options be presented to Council for consideration.
Carried
10.2 Tillsonburg BIA - Re: Updated MOU with the Tillsonburg BIA and
Request to allow pop up patios on Town property
Mark Renaud, Executive Director of the Tillsonburg BIA, participated in the
meeting to support the proposed 2020 Memorandum of Understanding
Page 10 of 595
4
(MOU) between the Town and and Tillsonburg BIA as presented on the
agenda under item 14.7.3.
In addition, the Tillsonburg BIA is requesting that the Town permit the use
of on-street and on-sidewalk public seating and outdoor patios to aid in the
recovery of the hospitality sector in the downtown core.
Opportunity was provided from comments and questions from Council.
Mr. Renaud noted that the the expectation of the Tillsonburg BIA is that
the MOU will be reviewed each year in September prior to the budget.
Council passed the following resolution.
Resolution # 2020-238
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council receive the delegation from the Tillsonburg BIA, as
information;
AND THAT Town Council request staff to prepare a report on the BIA’s
request to allow pop up patios to aid food establishments during the
recovery phase of COVID; noting that other municipalities have allowed
pop up patios.
Carried
11. Deputation(s) on Committee Reports
11.1 CLK 20-20 COVID-19 Task Force Recommendations
It was requested that Southwestern Public Health be requested to
implement a COIVD-19 assessment centre in the Town of Tillsonburg to
provide access to community members who cannot travel outside of
Town.
Resolution # 2020-239
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT Council receives Report CLK 20-19 COVID-19 Taskforce
Recommendations, as information.
Carried
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5
12. COVID-19
Town staff are currently developing workplace risk assessments to determine
when and how to reopen municipal offices.
13. Information Items
13.1 Correspondence - City of Woodstock Support Resolution
13.2 Correspondence - Township of Zorra Support Resolution
Resolution # 2020-240
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT Council receives the correspondence from the City of Woodstock
dated May 8, 2020, and the correspondence from the Township of Zorra
dated May 13, 2020.
Carried
14. Staff Reports
14.1 Chief Administrative Officer
14.2 Clerk's Office
14.2.1 CLK 20-21 County Council Composition and Election of Head
of Council
Resolution # 2020-241
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT the County of Oxford be requested to change the status quo
to increase the number of representatives on County Council
effective the next term of Council so that the Town of Tillsonburg
has 2 members; and
THAT the Warden be selected from an election at large;
AND FURTHER that Report CLK 20-21 be forwarded to all Lower-
tier municipalities in Oxford, as it may relate to MMAH Service
Delivery Review, as information only.
Carried
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14.3 Development and Communication Services
14.4 Finance
14.4.1 FIN 20-18 2020 Purchasing Policy 5-006
Opportunity was provided for comments and questions from
Council.
Section 6 (d) should be amended to reference Section 5 (i).
Resolution # 2020-242
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council receives report FIN 20-18 2020 Purchasing Policy 5-
006;
AND THAT a By-Law to include the new purchasing policy and to
repeal By-Law 3967, be brought forward for Council's
consideration.
Councillor Gilvesy asked for a recorded vote on the motion with the
members voting as follows:
Councillor Gilvesy - Opposed
Councillor Luciani - In favour
Mayor Molnar - In favour
Councillor Parker - Opposed
Councillor Rosehart - Opposed
Deputy Mayor Beres - In favour
Councillor Esseltine - In favour
Carried.
14.4.2 FIN 20-19 Final 2020 Tax Rates
Resolution # 2020-243
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives report FIN 20-19 2020 Budgetary Estimates
and Tax Rates;
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AND THAT a By-Law to provide for the adoption of budgetary
estimates, tax rates, installment due dates and to further provide for
penalty and interest on default of payment thereof for 2020 be
brought forward for Council consideration.
Carried
14.4.3 FIN 20-20 COVID 19 Development Charge Collection Deferral
Resolution # 2020-244
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives report FIN 20-20 COVID 19 Development
Charge Collection Deferral for information;
AND THAT council authorizes the Chief Building Official to enter
into agreements with developers to defer the payment of the
Town’s portion of the Development Charges for permits issued &
released between May 26 and July 31, 2020;
AND THAT during this period the date of collection for the Town’s
portion of Development Charges be changed from the time of
Building Permit to the time of Occupancy Permit.
Carried
14.5 Fire and Emergency Services
14.5.1 FRS 20-04 Fire Communications Agreement - Orangeville
Staff noted that in order to fulfill the contracts two temporary part-
time employees will need to be to hired to cover existing staff and
two additional temporary part-time employees will need to be hired.
Staff noted that the associated costs for each contract is based on
population size in the corresponding municipality.
Resolution # 2020-245
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT Council receives Report FRS 20-04 Fire Communications
Agreement - Orangeville for information;
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AND THAT a By-Law to authorize an agreement with the
Corporation of the Town of Orangeville for the provision of Fire
Dispatch and Communications services, be brought forward for
Council's consideration.
Carried
14.5.2 FRS 20-05 Fire Communications Agreement - Shelburne
Resolution # 2020-246
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT Council receives Report FRS 20-05 Fire Communications
Agreement – Shelburne for information;
AND THAT the capital costs in the amount of 12,300 be debt
financed;
AND FURTHER THAT a By-Law to authorize an agreement with
the Shelburne and District Fire Board of Management for the
provision of Fire Dispatch and Communications services, be
brought forward for Council's consideration.
Carried
14.5.3 FRS 20-06 Fire Communications Agreement - Grand Valley
Resolution # 2020-247
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives Report FRS 20-06 Fire Communications
Agreement – Grand Valley for information;
AND THAT the capital costs in the amount of 12,300 be debt
financed;
AND FURTHER THAT a By-Law to authorize an agreement with
the Grand Valley and District Fire Department for the provision of
Fire Dispatch and Communications services, be brought forward for
Council's consideration.
Carried
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14.5.4 FRS 20-07 Fire Communications Agreement - Mulmur
Resolution # 2020-248
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives Report FRS 20-07 Fire Communications
Agreement – Mulmur Melancthon for information;
AND THAT the capital costs in the amount of 12,300 be debt
financed;
AND FURTHER THAT a By-Law to authorize an agreement with
the Mulmur Melancthon Fire Board for the provision of Fire
Dispatch and Communications services, be brought forward for
Council’s consideration.
Carried
14.6 Operations
14.7 Recreation, Culture & Park Services
14.7.1 RCP 20-24 Establishing a Pedestrian Connection From
Langrell Ave to Broadway
Staff noted that a report will be provided on the Trails Master Plan
Implementation Project once input is received from the Police
Service Board in regards to enforcement implications.
Resolution # 2020-249
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives Report RCP 20-24 - Establishing a
Pedestrian Connection From Langrell and James Avenues to
Broadway;
AND THAT Council authorizes staff to develop and procure a
pedestrian connection to Broadway from James Avenue and
Langrell Avenue;
AND THAT CJDL Consulting Engineers be engaged as a single-
source provider to develop the plan for this connection at a cost not
to exceed $6,500 plus taxes;
Page 16 of 595
10
AND THAT the $31,500 Trails Master Plan Implementation Project
approved in the 2019 capital budget be cancelled and the funds be
repurposed as a new capital project to establish the pedestrian
connection from James and Langrell Avenues to Broadway.
Carried
14.7.2 RCP 20-25 Planning a New Park for Northcrest Estates
The project will be brought forward to the Town's Accessibility
Advisory Committee for comment.
Resolution # 2020-250
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council received Report RCP 20-25 Planning a New Park for
Northcrest Estates;
AND THAT Council authorizes staff to contract with Ron Koudys
Landscape Architects (RKLA) to prepare a design for and oversee
the construction of the new neighbourhood park being established
as part of the Northcrest Estates subdivision;
AND THAT the funds to design and install the park amenities are to
come from the $85,000 in residential Development Charges
approved for that purpose supplemented with a $37,665 cash in
lieu of parkland contribution agreed to by the developer;
AND THAT the budget to establish the new park including design
and installation is set at $122,665.
Carried
14.7.3 RCP 20-26 An Updated MOU with the Tillsonburg Downtown
BIA
Staff noted that the Tillsonburg BIA wants to provide an enhanced
level of service for beautification and maintenance within the
downtown.
Staff have indicated some minor changes in the report as it relates
to the draft MOU that will need to be updated.
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Resolution # 2020-251
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Report RCP 20-26 An Updated Memorandum of
Understanding with the Tillsonburg Downtown Business
Improvement Association be received;
AND THAT the Town of Tillsonburg enters into an updated
Memorandum of Understanding (MOU) with the Tillsonburg
Downtown Business Improvement Association for 2020;
AND THAT the net $24,785 cost required to implement the MOU
for 2020 is sourced from the tax rate stabilization reserve.
Carried
15. New Business
16. Consideration of Committee Minutes
16.1 Committee Minutes
Resolution # 2020-252
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT Council receives the COVID-19 Task Force minutes dated May 6,
May 13, and May 20, 2020, as information.
Carried
16.2 Long Point Region Conservation Authority Board Minutes
Resolution # 2020-253
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT Council receives the Long Point Region Conservation Authority
Minutes dated February 28, 2020 and April 22, 2020, as information.
Carried
17. Motions/Notice of Motions
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18. Resolutions/Resolutions Resulting from Closed Session
19. By-Laws
19.1 By-Law 2020-049, to authorize an agreement with the Corporation of
the Town of Orangeville
19.2 By-Law 2020-050, to authorize an agreement with Shelburne and
District Fire Board of Management
19.3 By-Law 2020-051, to authorize an agreement with Grand Valley and
District Fire Department
19.4 By-Law 2020-052, to authorize an agreement with the Mulmur-
Melancthon Fire Board
19.5 By-Law 2020-053, to provide for the Adoption of Budgetary
Estimates, Tax Rates and to Further Provide for Penalty and Interest
in Default of Payment thereof for 2020
19.6 A By-Law to authorize a Memorandum of Understanding with the
Tillsonburg Business Improvement Association
WITHDRAWN
19.7 By-Law 2020-054, to establish policies and procedures for the
procurement of goods and services, payments of accounts and the
disposal of surplus goods for the Corporation of the Town of
Tillsonburg and to repeal By-Law 3967
Resolution # 2020-254
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT By-Law 2020-049, to authorize an agreement with the Corporation
of the Town of Orangeville; and
By-Law 2020-050, to authorize an agreement with Shelburne and District
Fire Board of Management; and
By-Law 2020-051, to authorize an agreement with Grand Valley and
District Fire Department; and
By-Law 2020-052, to authorize an agreement with the Mulmur-Melancthon
Fire Board; and
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By-Law 2020-053, to provide for the Adoption of Budgetary Estimates, Tax
Rates and to Further Provide for Penalty and Interest in Default of
Payment thereof for 2020; and
By-Law 2020-054, to establish policies and procedures for the
procurement of goods and services, payments of accounts and the
disposal of surplus goods for the Corporation of the Town of Tillsonburg
and to repeal By-Law 3967, 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. Confirm Proceedings By-law
Resolution # 2020-255
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT By-Law 2020-048, to Confirm the Proceedings of the Council Meeting held
on May 25, 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
21. Items of Public Interest
The Town's Auditors will be in attendance at the next regularly scheduled Council
meeting to present the 2019 Draft Financial Statements.
Acting Fire Chief Gord Roesch was thanked for his service.
The next regular Council meeting will be held on Thursday, June 11, 2020 at
6:00 p.m. via video conference.
22. Adjournment
Resolution # 2020-256
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT the Council Meeting of Monday, May 25, 2020 be adjourned at 9:44 p.m.
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Carried
Page 21 of 595
Draft for discussion purposes onlyThe Corporation Of The Town Of Tillsonburg
Consolidated Financial Statements
December 31, 2019
Page 22 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Index to Consolidated Financial Statements
December 31, 2019
Page
MANAGEMENT'S RESPONSIBILITY FOR FINANCIAL REPORTING 1
INDEPENDENT AUDITORS' REPORT 2 - 3
CONSOLIDATED FINANCIAL STATEMENTS
Consolidated Statement of Financial Position 4
Consolidated Statement of Operations and Accumulated Surplus 5
Consolidated Statement of Changes in Net Financial Debt 6
Consolidated Statement of Cash Flow 7
Notes to Consolidated Financial Statements 8 - 24
Page 23 of 595
Draft for discussion purposes only
MANAGEMENT'S RESPONSIBILITY FOR FINANCIAL REPORTING
The consolidated financial statements of The Corporation of the Town of Tillsonburg have been prepared
in accordance with Canadian public sector accounting standards. When alternative accounting methods
exist, management has chosen those it deems most appropriate in the circumstances. These statements
include certain amounts based on management's estimates and judgments. Management has determined
such amounts based on a reasonable basis in order to ensure that the financial statements are presented
fairly in all material respects.
The integrity and reliability of The Corporation of the Town of Tillsonburg's reporting systems are achieved
through the use of formal policies and procedures, the careful selection of employees and an appropriate
division of responsibilities. These systems are designed to provide reasonable assurance that the financial
information is reliable and accurate.
The Chief Administrative Officer is responsible for ensuring that management fulfills its responsibility for
financial reporting and is ultimately responsible for reviewing and approving the consolidated financial
statements before they are submitted to Council.
The consolidated financial statements have been audited on behalf of the Members of Council,
Inhabitants and Ratepayers of The Corporation of the Town of Tillsonburg by Millard, Rouse & Rosebrugh
LLP , in accordance with Canadian generally accepted auditing standards.
Kyle Pratt, Chief Administrative Officer David Rushton, Director of Finance / Treasurer
June 11, 2020
Tillsonburg, Ontario
1
Page 24 of 595
Draft for discussion purposes onlyINDEPENDENT AUDITORS' REPORT
To the Members of Council, Inhabitants and Ratepayers of The Corporation of the Town of Tillsonburg
Opinion
We have audited the consolidated financial statements of The Corporation of the Town of Tillsonburg (the
Corporation), which comprise the consolidated statement of financial position as at December 31, 2019,
and the consolidated statements of operations and accumulated surplus, changes in net financial debt
and cash flow for the year then ended, and notes to the consolidated financial statements, including a
summary of significant accounting policies.
In our opinion, the accompanying consolidated financial statements present fairly, in all material respects,
the financial position of the Corporation as at December 31, 2019, and the results of its operations and its
cash flow for the year then ended in accordance with Canadian public sector accounting standards.
Basis for Opinion
We conducted our audit in accordance with Canadian generally accepted auditing standards. Our
responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit
of the Consolidated Financial Statements section of our report. We are independent of the Corporation in
accordance with the ethical requirements that are relevant to our audit of the consolidated financial
statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with those
requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide
a basis for our opinion.
Emphasis of Matter
We draw attention to Note 17 to the consolidated financial statements, which explains that certain
comparative information presented for the year ended December 31, 2018 has been restated. Our
opinion is not modified in respect of this matter.
Other Matters
Budget figures are provided for comparative purposes and have not been subject to audit procedures.
Accordingly, we do not express any opinion regarding the budget figures.
The financial statements for the year ended December 31, 2018 were audited by another auditor who
expressed an unmodified opinion on those financial statements on August 12, 2019.
Responsibilities of Management and Those Charged with Governance for the Consolidated Financial
Statements
Management is responsible for the preparation and fair presentation of the consolidated financial
statements in accordance with Canadian public sector accounting standards, and for such internal control
as management determines is necessary to enable the preparation of consolidated financial statements
that are free from material misstatement, whether due to fraud or error.
In preparing the consolidated financial statements, management is responsible for assessing the
Corporation's ability to continue as a going concern, disclosing, as applicable, matters relating to going
concern and using the going concern basis of accounting unless management either intends to liquidate
the Corporation or to cease operations, or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Corporation's financial reporting
process.
(continues)
2
Page 25 of 595
Draft for discussion purposes onlyIndependent Auditors' Report to the Members of Council, Inhabitants and Ratepayers of The Corporation
of the Town of Tillsonburg (continued)
Auditor's Responsibilities for the Audit of the Consolidated Financial Statements
Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as
a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s
report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a
guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will
always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are
considered material if, individually or in the aggregate, they could reasonably be expected to influence the
economic decisions of users taken on the basis of these consolidated financial statements. As part of an
audit in accordance with Canadian generally accepted auditing standards, we exercise professional
judgment and maintain professional skepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the consolidated financial statements,
whether due to fraud or error, design and perform audit procedures responsive to those risks, and
obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of
not detecting a material misstatement resulting from fraud is higher than for one resulting from error,
as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of
internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the Corporation’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by management.
Conclude on the appropriateness of management’s use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to events or
conditions that may cast significant doubt on the Corporation’s ability to continue as a going concern.
If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s
report to the related disclosures in the consolidated financial statements or, if such disclosures are
inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to
the date of our auditor’s report. However, future events or conditions may cause the Corporation to
cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the consolidated financial statements,
including the disclosures, and whether the consolidated financial statements represent the underlying
transactions and events in a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in internal
control that we identify during our audit.
Millard, Rouse & Rosebrugh LLP
June 11, 2020 Chartered Professional Accountants
Tillsonburg, Ontario Licensed Public Accountants
3
Page 26 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Consolidated Statement of Financial Position
As at December 31, 2019
2019 2018
(Restated-note 17)
FINANCIAL ASSETS
Cash $2,241,437 $2,929,323
Investments (Note 4)5,054,916 31,955
Taxes receivable 886,711 703,967
Accounts receivable 3,584,395 3,138,651
Due from unconsolidated entities (Note 5)496,068 2,548,492
Land held for resale 1,914,211 1,867,925
Investment in Tillsonburg Hydro Inc. (Note 6)11,611,935 11,284,538
25,789,673 22,504,851
LIABILITIES
Accounts payable 4,340,323 6,364,359
Customer and security deposits 3,272,829 1,752,364
Deferred revenue (Note 7)4,281,588 2,388,898
Long term debt (Note 8)14,032,495 13,384,081
25,927,235 23,889,702
NET FINANCIAL DEBT (137,562)(1,384,851)
NON-FINANCIAL ASSETS
Tangible capital assets (Note 9)63,148,886 62,527,786
Inventory 53,238 57,117
Prepaid expenses 179,263 11,241
63,381,387 62,596,144
AC CUMULATED SURPLUS (Note 10)$63,243,825 $61,211,293
See accompanying notes
4
Page 27 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Consolidated Statement of Operations and Accumulated Surplus
Year ended December 31, 2019
Budget
2019 2019 2018
(Note 18) (Restated-note 17)
REVENUE
Taxation $15,942,200 $16,266,541 $15,386,522
User charges 4,722,100 5,030,432 4,512,493
Government transfers - Federal (Note 11)663,600 513,363 867,345
Government transfers - Provincial (Note 12)851,600 1,652,476 2,119,229
Government transfers - Oxford County (Note 13)559,500 236,910 292,455
Other income (Note 14)2,829,000 1,789,277 1,067,962
Income from Tillsonburg Hydro Inc. (Note 6)-327,397 304,741
Loss on disposal of tangible capital assets -(1,383,216)(855,094)
25,568,000 24,433,180 23,695,653
Expenses
General government 2,889,678 3,234,306 2,971,229
Protection services 6,022,845 6,441,049 5,800,205
Transportation services 5,296,383 5,484,495 5,095,464
Environmental services 583,519 576,800 729,997
Health services 260,091 300,057 266,795
Recreation and cultural services 5,482,378 5,571,435 5,339,500
Planning and development 606,626 792,506 739,073
21,141,520 22,400,648 20,942,263
AN NUAL SURPLUS $4,426,480 2,032,532 2,753,390
Accumulated surplus - beginning of year 61,211,293 61,211,293 58,457,903
AC CUMULATED SURPLUS - END OF YEAR $65,637,773 $63,243,825 $61,211,293
See accompanying notes
5
Page 28 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Consolidated Statement of Changes in Net Financial Debt
Year ended December 31, 2019
Budget
2019 2019 2018
(Note 18) (Restated-note 17)
AN NUAL SURPLUS $4,426,480 $2,032,532 $2,753,390
Amortization of tangible capital assets 2,733,420 2,733,420 2,601,784
Purchase of tangible capital assets (11,457,200)(4,846,793)(11,754,541)
Proceeds on disposal of tangible capital assets -109,057 119,229
Loss on disposal of tangible capital assets -1,383,216 855,094
Decrease in inventory -3,880 21,234
Decrease (increase) in prepaid expenses -(168,023)430,968
(8,723,780)(785,243)(7,726,232)
INCREASE (DECREASE) IN NET FINANCIAL
ASSETS (4,297,300)1,247,289 (4,972,842)
Net financial assets (debt) - beginning of year (1,384,851)(1,384,851)3,587,991
NET FINANCIAL DEBT - END OF YEAR $(5,682,151)$(137,562)$(1,384,851)
See accompanying notes
6
Page 29 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Consolidated Statement of Cash Flow
Year ended December 31, 2019
2019 2018
(Restated-note 17)
OPERATING ACTIVITIES
Annual surplus $2,032,532 $2,753,390
Items not affecting cash:
Amortization of tangible capital assets 2,733,420 2,601,784
Loss on disposal of tangible capital assets 1,383,216 855,094
Change in equity - Tillsonburg Hydro Inc.(327,397)(304,741)
5,821,771 5,905,527
Changes in non-cash working capital:
Taxes receivable (182,744)24,299
Accounts receivable (445,744)(274,611)
Due from unconsolidated entities 2,052,424 (1,708,275)
Land held for resale (46,286)(9,552)
Accounts payable (2,024,035)1,533,918
Other current liabilities 1,520,465 (18,865)
Deferred revenue 1,892,690 36,546
Inventory 3,879 21,234
Prepaid expenses (168,023)430,968
2,602,626 35,662
Cash flow from operating activities 8,424,397 5,941,189
CAPITAL ACTIVITIES
Acquisition of tangible capital assets (4,846,793)(11,754,541)
Proceeds from sale of tangible capital assets 109,057 119,229
Cash flow used by capital activities (4,737,736)(11,635,312)
FINANCING ACTIVITIES
Net change in long term debt 648,414 3,326,105
Cash flow from financing activities 648,414 3,326,105
INCREASE (DECREASE) IN CASH FLOW 4,335,075 (2,368,018)
Cash - beginning of year 2,961,278 5,329,296
CASH - END OF YEAR $7,296,353 $2,961,278
CASH CONSISTS OF:
Cash $2,241,437 $2,929,323
Investments 5,054,916 31,955
$7,296,353 $2,961,278
See accompanying notes
7
Page 30 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
1.NATURE OF OPERATIONS
The Corporation of the Town of Tillsonburg (the Town), is a town in the Province of Ontario, Canada.
It conducts its operations guided by the provisions of provincial statutes such as the Municipal Act,
Municipal Affairs Act and related legislation.
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The consolidated financial statements of the Town are prepared by management in accordance with
Canadian generally accepted accounting principles for local governments as recommended by the
Public Sector Accounting Board (PSAB) of the Chartered Professional Accountants of Canada.
Significant aspects of the accounting policies adopted by the Town are as follows:
Reporting entity
(i) Consolidated entities
The consolidated financial statements reflect the assets, liabilities, revenues, expenses, changes in
accumulated surplus, and changes in net financial assets of the reporting entity. The consolidated
financial statements include the activities of all committees of Council and local boards, municipal
enterprises and utilities which are owned or controlled by the Town. These consolidated financial
statements include:
Tillsonburg Business Improvement Area
All inter-departmental and inter-organizational transactions and balances between these
organizations have been eliminated.
The investments in government business enterprises are accounted for using the modified equity
basis which is consistent with the Canadian generally accepted accounting treatment for government
business enterprises. Under the modified equity basis, the business enterprise's accounting
principles are not adjusted to conform with those of the Town and inter-organizational transactions
and balances are not eliminated.
The following government business enterprise is reflected in these consolidated financial statements:
Tillsonburg Hydro Inc.
(ii) Accounting for Oxford County and school board transactions
The taxation, other revenue, expenses, assets and liabilities with respect to the operations of the
school boards and Oxford County are not reflected in the municipal fund balances of these financial
statements. The taxation revenue collected and remitted on behalf of the school boards amounted to
$5,219,854 (2018 - $5,329,090). The taxation revenue collected and remitted on behalf of Oxford
County amounted to $8,195,153 (2018 - $7,997,029).
(iii) Trust funds
Trust funds and their related operations administered by the municipality are not consolidated, but
are reported separately on the "Trust Funds Statement of Continuity and Balance Sheet".
(iv) Non-consolidated entities
The following local boards, joint local boards, municipal enterprises and utilities are not consolidated:
Tillsonburg Waterworks Department
Tillsonburg Sanitary Sewer Department
(continues)
8
Page 31 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
Basis of presentation
Revenue and expenses are reported on the accrual basis of accounting. The accrual basis of
accounting recognizes revenues as they become available and measurable; expenses are
recognized as they are incurred and measurable as a result of receipt of goods or services and the
creation of a legal obligation to pay.
Revenue recognition
(i) Taxation
Annually, the Town bills and collects property tax revenue for municipal levy purposes as well as
education taxes on behalf of the local school boards. The Town has the authority to levy and collect
property taxes under the Municipal Act, 2001.
The amount of the total annual municipal property tax levy is determined each year through Council's
approval of the annual operating budget. Municipal tax rates are set annually by Council for each
class of property, in accordance with legislation and Council-approved policies, in order to raise the
revenue needed to meet operating budget requirements.
The Municipal Property Assessment Corporation (MPAC), a not-for-profit corporation funded by all of
Ontario's municipalities, is responsible for property assessments. MPAC provides the current value
assessment (CVA) of each property in the returned assessment roll in December of each year. The
amount of property tax levied on an individual property is the product of the CVA, the municipal tax
rate by class, and the education tax rate by class.
Taxation revenue is recorded at the time tax billings are issued. Additional property tax revenue can
be added throughout the year relating to; newly occupied properties, properties omitted in the
December assessment roll, or other MPAC adjustments. Tax revenue can also be reduced if there
are reductions in assessment values resulting from property assessment appeals.
(ii) Government transfers
Government transfers are recognized as revenues when the transfer is authorized and any eligibility
criteria are met, except to the extent that transfer stipulations give rise to an obligation that meets the
definition of a liability. Transfers are recognized as deferred revenue when transfer stipulations give
rise to a liability. Transfer revenue is recognized in the statement of operations as the stipulation
liabilities are settled.
(iii) User charges
User charges relate to various municipal programs and fees imposed based on specific activities.
Examples of user charges include: recreation programs, water, wastewater and solid waste.
Revenue is recognized when the activity is performed or when services are rendered.
(iv) Other income
Other income is recognized in the year that the events giving rise to the revenue occur and the
revenue is earned. Amounts received which relate to revenue that will be earned in a future year are
deferred and reported as liabilities on the Consolidated Statement of Financial Position.
(continues)
9
Page 32 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
Tangible capital assets
Tangible capital assets are stated at cost less accumulated amortization. Costs include all costs
directly attributable to acquisition or construction of the tangible capital asset including transportation
costs, installation costs, design and engineering fees, legal fees and site preparation costs.
Contributed tangible capital assets are recorded at fair value at the time of the donation, with a
corresponding amount recorded as revenue. Assets under construction are not amortized.
Amortization is recorded on a straight-line basis over the estimated life of the tangible capital asset
commencing the year the asset is available for productive use. Half the normal rate of amortization is
recorded in the initial year of productive use. Amortization rates are as follows:
Land improvements 25 to 50 years
Buildings and structures 30 to 70 years
Leasehold improvements term of lease
Vehicles 3 to 20 years
Information technology 3 to 10 years
Equipment 5 to 40 years
Roads 20 to 50 years
Bridges and other structures 40 to 50 years
Investments
Investments are recorded at amortized cost less any amounts written off to reflect a permanent
decline in value. Investments consist of authorized investments pursuant to provisions of the
Municipal Act and comprise of high interest savings accounts.
Investment income earned on available current funds, reserves and reserve funds (other than
obligatory funds) are reported in the period earned. Investment income earned on obligatory reserve
funds is added to the fund balance and forms part of the respective deferred revenue balances.
Land held for resale
Land held for resale is recorded at cost.
Inventory
Inventory of supplies held for consumption is valued at the lower of cost and replacement value.
Deferred revenue
The municipality receives funds for specific purposes which are externally restricted by legislation,
regulation or agreement. These restricted funds are not available for general municipal purposes
and are recognized as revenue in the fiscal year the funds are used for the specified purpose.
(continues)
10
Page 33 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
Measurement uncertainty
The preparation of financial statements in conformity with Canadian public sector accounting
standards requires management to make estimates and assumptions that affect the reported amount
of assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial
statements and the reported amounts of revenues and expenses during the period.
Significant items subject to such estimates and assumptions include valuation allowances for taxes
receivable, accounts receivable, and employee benefits liability. These estimates are reviewed
periodically, and, as adjustments become necessary, they are reported in operations in the year
which they become known.
Actual results could differ from management's best estimates as additional information becomes
available in the future.
3.CONTAMINATED SITES
A contaminated site is an unproductive site at which substances occur in concentrations that exceed
the maximum acceptable amounts under an environmental standard. A liability for remediation of
contaminated sites is recognized when the Town is directly responsible or accepts responsibility; it is
expected that future economic benefits will be given up; and a reasonable estimate for the amount
can be made. All criteria must be met in order to recognize a liability.
The Town received an order from the Ministry of Natural Resources to clean up the discharge from a
failing abandoned oil well. The source well is under an existing road embankment, however, the
exact location is not apparent. The responsibility for the cost to clean up and plug the abandoned oil
well is in dispute. The matter has been referred to legal counsel and the outcome is not determinable
at this time. The Town is not aware of any other contaminated sites.
As at December 31, 2019 there is no liability recorded in the consolidated financial statements. The
Town will continue to review contaminated sites on an annual basis and when the criteria for
recognition have been met, a liability will be recorded.
4.INVESTMENTS
Investments of $5,054,916 (2018 - $31,955) are recorded at their market value and are short-term in
nature. Investments consist of a high interest savings accounts which have a market value
approximating cost.
11
Page 34 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
5.DUE FROM UNCONSOLIDATED ENTITIES
The banking activities of the following entities are administered by the Town. Accordingly, the amount
due from these entities represents the net working capital position between the Town and the entity
as follows:
2019 2018
Tillsonburg Hydro Inc.$(52,643)$2,039,735
Town of Tillsonburg W aterworks Department 312,918 315,233
Town of Tillsonburg Sanitary Sewer Department 235,793 193,524
$496,068 $2,548,492
6.INVESTMENT IN TILLSONBURG HYDRO INC.
The Town accounts for its 100% investment in Tillsonburg Hydro Inc. using the modified equity
method. Under this method, the accounting policies of Tillsonburg Hydro Inc. are not adjusted to
conform to those of the Town. In subsequent years, the cost of this investment is increased by the
earnings or decreased by the losses of Tillsonburg Hydro Inc.
Tillsonburg Hydro Inc. prepares their financial statements in accordance with International Financial
Reporting Standards (IFRS).
Condensed financial information of Tillsonburg Hydro Inc. is as follows:
(continues)
12
Page 35 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
6.INVESTMENT IN TILLSONBURG HYDRO INC.(continued)
St atement of Financial Posit ion as at December 31
2019 2018
(as restated)
Cur rent assets 4,885,924$ 6,036,677$
Pr oper ty , plant and equi pment 15,694,150 12,732,132
Other non-current assets 30,018 213,038
20,610,092$ 18,981,847$
Cur rent li abi li ti es 1,794,983$ 3,673,146$
Long-ter m li abili ti es 6,901,368 3,625,475
Re gulator y liabili ti es 301,806 398,688
Equi ty 11,611,935 11,284,538
20,610,092$ 18,981,847$
St atement of Comprehensive Income and Changes in Equit y
2019 2018
(as restated)
Re ve nue 24,211,739$ 25,137,766$
Cost of power 20,201,303 21,090,705
Distr ibuti on reve nue 4,010,436 4,047,061
Ne t non-uti li ty activities 35,842 101,908
Expenses 3,503,804 3,439,357
Income befor e income taxes 542,474 709,612
Income taxes 111,959 536,095
Ne t mo ve me nt in regulator y balanc es (96,882) (331,224)
Compr ehensi ve income for the year , befor e divi dends 527,397 504,741
Divi dends 200,000 200,000
Ne t change in inve stment in Tillsonbur g Hy dr o Inc.327,397$ 304,741$
Inve stment in Tillsonbur g Hy dro Inc. - Openi ng 11,284,538$ 10,979,797$
Ne t change in inve stment in Tillsonbur g Hy dr o Inc.327,397 304,741
Inve stment in Tillsonbur g Hy dro Inc. - Endi ng 11,611,935$ 11,284,538$
13
Page 36 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
7.DEFERRED REVENUE
A requi rement of the public sec tor accounting pr inciples of the Canadi an Insti tute of Char ter ed
Pr of essional Ac countants, is that obligator y reser ve funds be reported as defer red reve nue.
Th is requireme nt is in plac e as pr ovincial legi slati on restr icts how these funds ma y be used and
under certain circumstanc es these funds may possibly be refunded. The balanc es in def erred
reve nue including obligator y reser ve funds of the To wn are as follows:
Op eni ng Contr ibuti ons Inve stment Re ve nue Ending
Balanc e Re ceived Income Re cognized Balance
Development char ges 1,976,884 927,821 25,398 (532,315) 2,397,788
Buildi ng per mi ts 271,258 755,138 - (528,092) 498,304
Feder al gas tax 91,687 977,924 11,695 (499,996) 581,310
Other 49,069 949,280 - (194,163) 804,186
2,388,898$ 3,610,163$37,093$ (1,754,566)$ 4,281,588$
14
Page 37 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
8.LONG TERM LIABILITIES
a) Long ter m liabi li ti es repor ted on the Consolidated Statement of Financ ial Positi on
is comprised of the following:
2019 2018
To tal long ter m li abili ti es issued or assumed by the mu nicipali ty and
outstandi ng at the end of the year amounts to:14,032,495$13,384,081$
b) Of the long ter m li abi li ti es repor ted above, principal pay me nts are recove rable from gener al
muni cipal reve nues and are repay able as follows:
2020 1,458,192$
2021 1,288,076
2022 1,285,109
2023 1,264,200
2024 969,259
Th er eafter 7,767,659
14,032,495$
The above long term liabilities have maturity dates ranging from 2020 to 2043 with interest rates
varying between 1.97% to 5.77%.
c) The long term liabilities in part (a) have been approved by by-law. The annual principal and
interest payments required to service these liabilities are within the annual debt repayments and limits
prescribed by the Ministry of Municipal Affairs and Housing.
15
Page 38 of 595
The Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
9.TANGIBLE CAPITAL ASSETS
As set s
Buildings and Transpor tation Roads and Other Under
Land Fixt ur es Equipment Bridges Equipment Const ruct ion 2019
Cost, beginni ng of year 1,266,961$ 23,913,623$ 7,291,103$ 59,797,336$ 6,469,669$ 7,618,676$ 106,357,368$
Additi ons - 845,523 1,787,428 4,153,357 326,714 4,846,793 11,959,815
Disposals - - (948,629) (2,638,019) (145,973) - (3,732,621)
Transf er to capital assets - - - - - (7,113,022) (7,113,022)
Cost, end of year 1,266,961 24,759,146 8,129,902 61,312,674 6,650,410 5,352,447 107,471,540
Ac cumulated amorti zati on,
begi nni ng of year - 9,143,749 4,080,926 26,285,543 4,319,364 - 43,829,582
Amortizati on - 560,844 457,575 1,409,300 305,701 - 2,733,420
Disposals - - (948,629) (1,153,571) (138,148) - (2,240,348)
Ac cumulated amorti zati on,
end of year - 9,704,593 3,589,872 26,541,272 4,486,917 - 44,322,654
Ne t carrying amount,
end of year 1,266,961$ 15,054,553$ 4,540,030$ 34,771,402$ 2,163,493$ 5,352,447$ 63,148,886$
(continues)
16
Page 39 of 595
The Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
9.TANGIBLE CAPITAL ASSETS (continued)
As set s
Buildings and Transpor tation Roads and Other Under
Land Fixt ur es Equipment Bridges Equipment Const ruction 2018
Cost, beginni ng of year 1,266,961$ 23,305,660$ 6,723,822$ 58,221,263$ 6,063,241$ 968,012$ 96,548,959$
Additi ons - 642,894 762,876 3,157,829 540,278 11,754,541 16,858,418
Disposals - (34,931) (195,595) (1,581,756) (133,850) - (1,946,132)
Transf er to capital assets - - - - - (5,103,877) (5,103,877)
Cost, end of year 1,266,961 23,913,623 7,291,103 59,797,336 6,469,669 7,618,676 106,357,368
Ac cumulated amorti zati on,
begi nni ng of year - 8,644,430 3,843,175 25,565,253 4,146,749 - 42,199,607
Amortizati on - 534,250 433,346 1,327,879 306,309 - 2,601,784
Disposals - (34,931) (195,595) (607,589) (133,694) - (971,809)
Ac cumulated amorti zati on,
end of year - 9,143,749 4,080,926 26,285,543 4,319,364 - 43,829,582
Ne t carrying amount,
end of year 1,266,961$ 14,769,874$ 3,210,177$ 33,511,793$ 2,150,305$ 7,618,676$ 62,527,786$
17
Page 40 of 595
The Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
10.AC CUMULATED SURPLUS
Th e To wn segr egates its ac cumu lated sur plus into the following categor ies:
2019 2018
Inve stment in tangi ble capital assets 63,148,886$ 62,527,786$
Long ter m li abi li ti es (14,032,495) (13,384,081)
Un financ ed capi tal (2,415,276) (3,575,310)
Ne t inve stment in tangi ble capital assets 46,701,115 45,568,395
Op erati ng sur plus 90,310 54,451
Ti llsonbur g BI A sur plus 169,265 214,744
Re ser ve s
Counc il 3,556 3,499
Elec ti on 18,568 16,288
Phy si cian recruitment 58,660 36,563
Tax rate stabi li zati on 723,134 887,571
IT equipment 87,827 150,126
Asset ma nagement fundi ng 974,091 413,997
Fleet and equi pment 390,401 339,743
Fire depar tment equi pment 153,253 81,568
Poli ce 78,682 139,841
Poli ce ser vi ces board 18,005 10,476
Engi neer ing 75,144 47,867
Development reme diati on 18,168 170,071
Linear infrastr uc tur e 309,863 455,370
Airpor t 6,144 6,043
W aste management 1,888 1,857
Rec reati on, cultur e and par ks 527,704 324,383
Fac ility infrastr uc tur e 555,935 402,518
Cemeter y 66,897 46,164
Downtown par ki ng 265,969 270,768
Economic development 337,311 284,452
4,671,200 4,089,165
Inve stment in Tillsonbur g Hy dro Inc.11,611,935 11,284,538
63,243,825$ 61,211,293$
18
Page 41 of 595
The Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
11.GOVERNMENT TRANSFERS - FEDERAL
Budget
(note 18)2019 2018
Op erati ng
Condi ti onal 14,800$ 13,367$ 1,977$
Capital
Infrastr uc tur e fundi ng - - 50,000
Feder al gas tax reve nue 648,800 499,996 815,368
663,600$ 513,363$ 867,345$
12.GOVERNMENT TRANSFERS - PROVINCIAL
Budget
(note 18)2019 2018
Op erati ng
Ontar io Muni cipal Partner shi p Fund 336,000$ 430,900$ 335,700$
Condi ti onal 234,700 1,169,837 443,071
Capital
Infrastr uc tur e fundi ng 280,900 51,739 1,340,458
851,600$ 1,652,476$ 2,119,229$
13.GOVERNMENT TRANSFERS - COUNTY OF OXFORD
Budget
(note 18)2019 2018
Op erati ng
Condi ti onal 244,500$ 236,910$ 288,690
Capital
Infrastr uc tur e fundi ng 315,000 - 3,765
559,500$ 236,910$ 292,455$
19
Page 42 of 595
The Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
14.OTHER INCOME
Budget
(note 18)2019 2018
Penalties and interest on taxes $175,000 $159,872 $139,944
Investment income 229,500 391,988 326,545
Developer contributions 1,797,900 532,314 146,222
Donations 626,600 705,103 455,251
$2,829,000 $1,789,277 $1,067,962
15.CONTRACTUAL OBLIGATIONS
Ontario Provincial Police contract
The Town of Tillsonburg has entered into a six-year agreement with the Solicitor General of Ontario
for the provision of police services. The six-year term expires in December 2025. The annual cost of
this contract for 2019 was $3,228,460 (2018 - $3,078,480).
16.PENSION AGREEMENTS
The Town makes contributions to the Ontario Municipal Employees Retirement Fund (OMERS),
which is a multi-employer plan, on behalf of its staff. The plan is a defined benefit plan, which
specifies the amount of the retirement benefits to be received by the employees based on length of
service and rate of pay.
The amount contributed to OMERS for current service is included as an expenditure on the
Consolidated Statement of Operations. The amount contributed to OMERS for 2019 was $799,082
(2018 - $738,311). Since any surpluses or deficits are a joint responsibility of all Ontario
municipalities and their employees, the Town does not recognize any share of the OMERS pension
surplus or deficit in these consolidated financial statements.
17.PRIOR PERIOD ADJUSTMENT
Due to a restatement of the prior year financial statements of Tillsonburg Hydro Inc., the investment
in Tillsonburg Hydro Inc. for 2018 has been restated. To reflect this prior period adjustment, the
comparative financial statement figures have been restated as follows:
As pr eviously
repor ted As restated
Consolidated Statement of Financ ial Positi on:
Inve stment in Tillsonbur g Hy dro Inc.11,594,875 11,284,538
Accumulated sur plus 61,521,630 61,211,293
Consolidated Statement of Oper ati ons:
Income from Ti llsonbur g Hy dr o Inc.356,464 304,741
Annual sur plus (def icit)2,805,113 2,753,390
20
Page 43 of 595
The Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
18.BUDGET FIGURES
The operating budgets adopted by Town of Tillsonburg Council were not prepared on a basis
consistent with the reporting requirements of the Public Sector Accounting Board. The budgets were
prepared on a modified accrual basis while Public Sector Accounting Standards now require a full
accrual basis to be used. The budget figures anticipated using surpluses accumulated in previous
years to reduce current year expenditures in excess of current year revenues to $nil. In addition, the
budget expensed all tangible capital expenditures rather than including amortization expense. As a
result, the budget figures presented in the Consolidated Statements of Operations represent the
budget adopted by Council with adjustments as follows:
2019
Op erati ng budget sur plus for the year adopted by Counc il -$
Add:
Budgeted tr ansf ers to the capi tal fund for tangi ble capital asset pur chases 16,689,800
Budgeted tr ansf ers to reser ve s 395,500
Principal pay ments on debt 1,370,500
Less:
Amo rtizati on (2,733,420)
Proceeds on debt issue (8,155,100)
Budgeted tr ansf ers from reser ve s (3,140,800)
Budget sur plus per Consolidated Statement of Oper ati ons 4,426,480$
19.COMPARATIVE FIGURES
Certain prior year figures have been adjusted to conform with the 2019 financial statement
presentation.
20.SUBSEQUENT EVENTS
Subsequent to December 31, 2019, the COVID-19 outbreak was declared a pandemic by the World
Health Organization. This has resulted in governments worldwide, including the Canadian, Ontario
and Municipal governments, enacting emergency measures to combat the spread of the virus. These
measures, which include the implementation of travel bans, self-imposed quarantine periods and
social distancing, have caused material disruption to businesses in Ontario resulting in an economic
slowdown. The Federal and Provincial Governments, as well as the Bank of Canada, have reacted
with significant monetary and fiscal interventions designed to stabilize economic conditions. The
success of these interventions is not currently determinable. The current challenging economic
climate may lead to adverse changes in cash flows, working capital and debt requirements, which
may also have a direct impact on the Town’s operating results and financial position in the future. The
situation is dynamic and the ultimate duration and magnitude of the impact on the economy and our
business are not known at this time.
21
Page 44 of 595
The Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
21.SEGMENTED INFORMATION
The Corporation of Town of Tillsonburg is a lower-tier municipality of Oxford County that provides a
wide range of services to its residents. The major services chosen for segmented disclosure are the
five departments which consume the greatest amount of the Town's total operating expenses. The
revenue and expenses reported for each segment includes directly attributable amounts as well as
internal charges and recoveries allocated on a reasonable basis.
A description of each major service and the activities each provide are as follows:
General government
The general government includes council and corporate management.
Protection services
The protection services include fire, police, protective inspection and control, and building permit and
inspection services.
Transportation services
The transportation services department is responsible for the safe and efficient movement of people
and goods within the Town of Tillsonburg. Responsibilities include road construction and
maintenance, winter control, transit, airport, developing parking and traffic by-laws, and
implementation and maintenance of street lighting.
Recreation and cultural
This segment includes parks, recreation programs, recreation facilities, museums, and community
events.
Other services
Other services include storm sewer, solid waste collection, cemeteries, and planning and
development.
(continues)
22
Page 45 of 595
The Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
21. SEGMENTED INFORMAT IO N (continued)
Gener al
Government
Protection
Ser vices
Tr anspor tation
Ser vices
Recr eation
and Cultural
Ser vices
Other
Ser vices
Consolidat ed
2019
Revenue
Gover nment tr ansfers 1,336,344$ 69,731$ 738,666$ 113,330$ 144,678$ 2,402,749$
User char ges 694,064 1,586,037 764,560 1,507,507 478,264 5,030,432
Other reve nue [1]1,249,652 12,426 (1,419,447) 607,179 283,648 733,458
3,280,060 1,668,194 83,779 2,228,016 906,590 8,166,639
Expenses
Salar ies, wages and benef its 2,507,212 2,013,949 1,849,205 2,759,045 524,848 9,654,259
Mater ials 385,148 603,380 1,112,964 1,265,957 529,108 3,896,557
Contr ac ted ser vi ces 621,678 3,394,226 434,678 590,167 247,534 5,288,283
Ext er nal tr ansf er s 46,000 - - - - 46,000
Inter-func ti onal adjustments (1,295,184) 337,712 457,878 267,430 232,164 -
Financ ial expenses 262,058 - 14,993 - - 277,051
Interest on long term liabili ti es 88,416 5,937 171,094 209,458 30,173 505,078
Amortizati on 618,978 85,845 1,443,683 479,378 105,536 2,733,420
3,234,306 6,441,049 5,484,495 5,571,435 1,669,363 22,400,648
Deficiency of revenue over
expenses for the year financed
by net municipal levy 45,754$ (4,772,855)$ (5,400,716)$ (3,343,419)$ (762,773)$ (14,234,009)$
Taxation revenue 16,266,541
An nual sur plus 2,032,532$
[1] Other reve nue - Includes penalties and interest on taxes, inve stment income, gain (loss) on sale of assets, developer contr ibuti ons, donati ons
and equi ty in Tillsonbur g Hy dr o Inc.
23
Page 46 of 595
The Corporation of the Town of Tillsonburg
Notes to Consolidated Financial Statements
Year ended December 31, 2019
21. SEGMENTED INFORMAT ION (continued)
Gener al
Gover nment
Pr ot ect ion
Services
Tr ansportation
Services
Recreation
and Cult ural
Ser vices
Other
Services
Consolidated
2018
Revenue
Government tr ansfer s 480,671$ 69,585$ 2,132,891$ 218,634$ 377,248$ 3,279,029$
User char ges 691,831 1,413,384 464,975 1,452,837 489,466 4,512,493
Other reve nue [1]882,656 1,000 (936,307) 143,919 426,341 517,609
2,055,158 1,483,969 1,661,559 1,815,390 1,293,055 8,309,131
Expenses
Salar ies, wages and benefits 2,317,488 1,802,489 1,547,280 2,740,460 522,939 8,930,656
Mater ials 238,417 430,307 1,185,485 1,327,757 528,241 3,710,207
Contr ac ted ser vi ces 592,758 3,223,708 408,621 459,786 325,233 5,010,106
Ext ernal tr ansf ers 85,500 - - - - 85,500
Inter -func ti onal adjustments (1,131,281) 266,560 433,921 209,328 221,472 -
Financ ial expenses 193,446 - - - - 193,446
Inter est on long ter m li abili ti es 67,743 1,708 156,692 148,263 36,158 410,564
Amortizati on 607,158 75,433 1,363,465 453,906 101,822 2,601,784
2,971,229 5,800,205 5,095,464 5,339,500 1,735,865 20,942,263
Deficiency of revenue over
expenses for the year financed
by net municipal levy (916,071)$ (4,316,236)$ (3,433,905)$ (3,524,110)$ (442,810)$ (12,633,132)$
Taxat ion revenue 15,386,522
An nual sur plus 2,753,390$
[1] Other reve nue - Includes penalties and inter est on taxes, inve stment income, gain (loss) on sale of assets, developer contr ibuti ons, donati ons
and equi ty in Tillsonbur g Hy dr o Inc.
24
Page 47 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg
Waterw orks Department
Financial Statements
December 31, 2019
Page 48 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Waterworks Department
Index to Financial Statements
December 31, 2019
Page
INDEPENDENT AUDITORS' REPORT 1 - 2
FINANCIAL STATEMENTS
Statement of Financial Position 3
Statement of Operations and Accumulated Surplus 4
Statement of Changes in Net Financial Debt 5
Statement of Cash Flow 6
Notes to Financial Statements 7 - 8
Page 49 of 595
Draft for discussion purposes onlyINDEPENDENT AUDITORS' REPORT
To the Members of Council, Inhabitants and Ratepayers of The Corporation of the Town of Tillsonburg
Opinion
We have audited the financial statements of The Corporation of the Town of Tillsonburg Waterworks
Department (W aterworks Department), which comprise the consolidated statement of financial position as
at December 31, 2019, and the statements of operations and accumulated surplus, changes in net
financial debt and cash flow for the year then ended, and notes to the financial statements, including a
summary of significant accounting policies.
In our opinion, the accompanying financial statements present fairly, in all material respects, the financial
position of the Waterworks Department as at December 31, 2019, and the results of its operations and its
cash flow for the year then ended in accordance with Canadian public sector accounting standards.
Basis for Opinion
We conducted our audit in accordance with Canadian generally accepted auditing standards. Our
responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit
of the Financial Statements section of our report. We are independent of the Waterworks Department in
accordance with the ethical requirements that are relevant to our audit of the financial statements in
Canada, and we have fulfilled our other ethical responsibilities in accordance with those requirements. We
believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Other Matters
Budget figures are provided for comparative purposes and have not been subject to audit procedures.
Accordingly, we do not express any opinion regarding the budget figures.
The financial statements for the year ended December 31, 2018 were audited by another auditor who
expressed an unmodified opinion on those financial statements on August 12, 2019.
Responsibilities of Management and Those Charged with Governance for the Financial Statements
Management is responsible for the preparation and fair presentation of the financial statements in
accordance with Canadian public sector accounting standards, and for such internal control as
management determines is necessary to enable the preparation of financial statements that are free from
material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Waterworks
Department's ability to continue as a going concern, disclosing, as applicable, matters relating to going
concern and using the going concern basis of accounting unless management either intends to liquidate
the Waterworks Department or to cease operations, or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Waterworks Department's financial
reporting process.
(continues)
1
Page 50 of 595
Draft for discussion purposes onlyIndependent Auditors' Report to the Members of Council, Inhabitants and Ratepayers of The Corporation
of the Town of Tillsonburg (continued)
Auditor's Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are
free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that
includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an
audit conducted in accordance with Canadian generally accepted auditing standards will always detect a
material misstatement when it exists. Misstatements can arise from fraud or error and are considered
material if, individually or in the aggregate, they could reasonably be expected to influence the economic
decisions of users taken on the basis of these financial statements. As part of an audit in accordance with
Canadian generally accepted auditing standards, we exercise professional judgment and maintain
professional skepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statements, whether due to
fraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting
a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may
involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal
control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the Waterworks Department’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by management.
Conclude on the appropriateness of management’s use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to events or
conditions that may cast significant doubt on the Waterworks Department’s ability to continue as a
going concern. If we conclude that a material uncertainty exists, we are required to draw attention in
our auditor’s report to the related disclosures in the financial statements or, if such disclosures are
inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to
the date of our auditor’s report. However, future events or conditions may cause the Waterworks
Department to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and events in
a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in internal
control that we identify during our audit.
Millard, Rouse & Rosebrugh LLP
June 11, 2020 Chartered Professional Accountants
Tillsonburg, Ontario Licensed Public Accountants
2
Page 51 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Waterworks Department
Statement of Financial Position
As at December 31, 2019
2019 2018
FINANCIAL ASSETS
Accounts receivable $592,859 $627,864
LIABILITIES
Due to Town of Tillsonburg 312,917 315,233
Due to County of Oxford 353,386 408,289
666,303 723,522
NET FINANCIAL DEBT (73,444)(95,658)
NON-FINANCIAL ASSETS
Inventory 73,444 95,658
AC CUMULATED SURPLUS $-$-
See accompanying notes
3
Page 52 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Waterworks Department
Statement of Operations and Accumulated Surplus
Year ended December 31, 2019
Budget
2019 2019 2018
REVENUE
Direct water billings $3,648,000 $3,589,034 $3,642,818
Other revenue 18,500 54,407 57,513
3,666,500 3,643,441 3,700,331
Expenses
Operating and maintenance 967,800 960,222 1,056,618
Customer service 315,400 321,833 312,459
Bad debt expense 10,000 1,566 4,752
Equipment and distribution system 780,000 638,749 267,165
2,073,200 1,922,370 1,640,994
1,593,300 1,721,071 2,059,337
Other Expense
County of Oxford 1,593,300 1,721,071 2,059,337
AN NUAL SURPLUS $---
Accumulated surplus - beginning of year ---
AC CUMULATED SURPLUS - END OF YEAR $-$-
See accompanying notes
4
Page 53 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Waterworks Department
Statement of Changes in Net Financial Debt
Year ended December 31, 2019
Budget
2019 2019 2018
AN NUAL SURPLUS $-$-$-
Decrease (increase) in inventory -22,214 (24,487)
INCREASE (DECREASE) IN NET FINANCIAL
ASSETS -22,214 (24,487)
Net financial debt - beginning of year (95,658)(95,658)(71,171)
NET FINANCIAL DEBT - END OF YEAR $(95,658)$(73,444)$(95,658)
See accompanying notes
5
Page 54 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Waterworks Department
Statement of Cash Flow
Year ended December 31, 2019
2019 2018
OPERATING ACTIVITIES
Annual surplus (deficit)$-$-
Changes in non-cash working capital:
Accounts receivable 35,005 (30,964)
Due to Town of Tillsonburg (2,316)61,319
Due to County of Oxford (54,903)(5,868)
Inventory 22,214 (24,487)
--
INCREASE IN CASH FLOW --
Cash - beginning of year --
CASH - END OF YEAR $-$-
See accompanying notes
6
Page 55 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Waterworks Department
Notes to Financial Statements
Year ended December 31, 2019
1.INCORPORATION
The Corporation of the Town of Tillsonburg Waterworks Department (W aterworks Department) is a
municipal enterprise in the Province of Ontario, Canada. Its operations are governed by the
provisions of provicial statutes. Effective January 1, 2000, responsibility for the Waterworks
Department was assumed by the County of Oxford.
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The financial statements of the W aterworks Department are prepared by management in accordance
with Canadian generally accepted accounting principles for local governments as recommended by
the Public Sector Accounting Board (PSAB) of the Chartered Professional Accountants of Canada.
Significant aspects of the accounting policies adopted by the W aterworks Department are as follows:
Reporting entity
The financial statements reflect the assets, liabilities, revenues, expenses and accumulated surplus
of the W aterworks Department.
Basis of presentation
Revenue and expenses are reported on the accrual basis of accounting. The accrual basis of
accounting recognizes revenues as they become available and measurable; expenses are
recognized as they are incurred and measurable as a result of receipt of goods or services and the
creation of a legal obligation to pay.
Revenue recognition
Revenue is recognized in the financial statements as revenue in the period in which events giving rise
to the transfer occur, providing the transfers are authorized, any eligilble criteria have been met, and
reasonable estimates of the amounts can be made.
Direct water billings are recorded on the basis of regular meter readings and the estimates of
customer usage since the last meter reading to the end of the year.
Tangible capital assets
The W aterworks Department does not own any tangible capital assets.
Inventory
Inventory of supplies held for consumption is valued at the lower of cost and replacement value.
Cost is determined on an averaged basis.
(continues)
7
Page 56 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Waterworks Department
Notes to Financial Statements
Year ended December 31, 2019
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
Measurement uncertainty
The preparation of financial statements in conformity with Canadian public sector accounting
standards requires management to make estimates and assumptions that affect the reported amount
of assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial
statements and the reported amounts of revenues and expenses during the period.
Significant items subject to such estimates and assumptions include accounts receivable, inventory
and direct water billings. These estimates are reviewed periodically, and, as adjustments become
necessary, they are reported in operations in the year which they become known.
Actual results could differ from management's best estimates as additional information becomes
available in the future.
3.AC COUNTS RECEIVABLE
The accounts receivable of the W aterworks Department are reported net of an allowance for doubtful
accounts in the amount of $10,535 (2018 - $14,585).
4.CONTINUING OPERATIONS
All banking activities are administered by the Town of Tillsonburg, on behalf of the Waterworks
Department's activities. The amount due to the Town of Tillsonburg represents the net working
capital position between the Town of Tillsonburg and the Waterworks Department after adding or
deducting payments made to or received from the County of Oxford.
5.BUDGET FIGURES
The operating budget approved by the County of Oxford for 2019 is reflected in these financial
statements.
6.COMPARATIVE FIGURES
Certain prior year figures have been adjusted to conform with the 2019 financial statement
presentation.
8
Page 57 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg
Sanitary Sewer Department
Financial Statements
December 31, 2019
Page 58 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Sanitary Sewer Department
Index to Financial Statements
December 31, 2019
Page
INDEPENDENT AUDITORS' REPORT 1 - 2
FINANCIAL STATEMENTS
Statement of Financial Position 3
Statement of Operations and Accumulated Surplus 4
Statement of Changes in Net Assets 5
Statement of Cash Flow 6
Notes to Financial Statements 7 - 8
Page 59 of 595
Draft for discussion purposes onlyINDEPENDENT AUDITORS' REPORT
To the Members of Council, Inhabitants and Ratepayers of The Corporation of the Town of Tillsonburg
Opinion
We have audited the financial statements of The Corporation of the Town of Tillsonburg Sanitary Sewer
Department (Sanitary Sewer Department), which comprise the consolidated statement of financial position
as at December 31, 2019, and the statements of operations and accumulated surplus, changes in net
assets and cash flow for the year then ended, and notes to the financial statements, including a summary
of significant accounting policies.
In our opinion, the accompanying financial statements present fairly, in all material respects, the financial
position of the Sanitary Sewer Department as at December 31, 2019, and the results of its operations and
its cash flow for the year then ended in accordance with Canadian public sector accounting standards.
Basis for Opinion
We conducted our audit in accordance with Canadian generally accepted auditing standards. Our
responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit
of the Financial Statements section of our report. We are independent of the Sanitary Sewer Department
in accordance with the ethical requirements that are relevant to our audit of the financial statements in
Canada, and we have fulfilled our other ethical responsibilities in accordance with those requirements. We
believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Other Matters
Budget figures are provided for comparative purposes and have not been subject to audit procedures.
Accordingly, we do not express any opinion regarding the budget figures.
The financial statements for the year ended December 31, 2018 were audited by another auditor who
expressed an unmodified opinion on those financial statements on August 12, 2019.
Responsibilities of Management and Those Charged with Governance for the Financial Statements
Management is responsible for the preparation and fair presentation of the financial statements in
accordance with Canadian public sector accounting standards, and for such internal control as
management determines is necessary to enable the preparation of financial statements that are free from
material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Sanitary Sewer
Department's ability to continue as a going concern, disclosing, as applicable, matters relating to going
concern and using the going concern basis of accounting unless management either intends to liquidate
the Sanitary Sewer Department or to cease operations, or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Sanitary Sewer Department's financial
reporting process.
(continues)
1
Page 60 of 595
Draft for discussion purposes onlyIndependent Auditors' Report to the Members of Council, Inhabitants and Ratepayers of The Corporation
of the Town of Tillsonburg (continued)
Auditor's Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are
free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that
includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an
audit conducted in accordance with Canadian generally accepted auditing standards will always detect a
material misstatement when it exists. Misstatements can arise from fraud or error and are considered
material if, individually or in the aggregate, they could reasonably be expected to influence the economic
decisions of users taken on the basis of these financial statements. As part of an audit in accordance with
Canadian generally accepted auditing standards, we exercise professional judgment and maintain
professional skepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statements, whether due to
fraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting
a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may
involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal
control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the Sanitary Sewer Department’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by management.
Conclude on the appropriateness of management’s use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to events or
conditions that may cast significant doubt on the Sanitary Sewer Department’s ability to continue as a
going concern. If we conclude that a material uncertainty exists, we are required to draw attention in
our auditor’s report to the related disclosures in the financial statements or, if such disclosures are
inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to
the date of our auditor’s report. However, future events or conditions may cause the Sanitary Sewer
Department to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and events in
a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in internal
control that we identify during our audit.
Millard, Rouse & Rosebrugh LLP
June 11, 2020 Chartered Professional Accountants
Tillsonburg, Ontario Licensed Public Accountants
2
Page 61 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Sanitary Sewer Department
Statement of Financial Position
As at December 31, 2019
2019 2018
FINANCIAL ASSETS
Accounts receivable $582,449 $569,327
LIABILITIES
Due to Town of Tillsonburg 235,794 193,524
Due to County of Oxford 346,655 375,803
582,449 569,327
NET ASSETS $-$-
See accompanying notes
3
Page 62 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Sanitary Sewer Department
Statement of Operations and Accumulated Surplus
Year ended December 31, 2019
Budget
2019 2019 2018
REVENUE
Surcharge on direct water billings $3,425,500 $3,269,343 $3,369,274
Taxation 470,000 487,983 484,644
3,895,500 3,757,326 3,853,918
Expenses
Operating and maintenance 402,700 417,744 253,973
Bad debt expense 5,000 527 2,855
Equipment and distribution system 350,000 246,311 54,664
757,700 664,582 311,492
3,137,800 3,092,744 3,542,426
Other Expense
County of Oxford 3,137,800 3,092,744 3,542,426
AN NUAL SURPLUS $---
Accumulated surplus - beginning of year ---
AC CUMULATED SURPLUS - END OF YEAR $-$-
See accompanying notes
4
Page 63 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Sanitary Sewer Department
Statement of Changes in Net Assets
Year ended December 31, 2019
Budget
2019 2019 2018
AN NUAL SURPLUS $-$-$-
INCREASE IN NET FINANCIAL ASSETS ---
Net assets - beginning of year ---
NET ASSETS - END OF YEAR $-$-$-
See accompanying notes
5
Page 64 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Sanitary Sewer Department
Statement of Cash Flow
Year ended December 31, 2019
2019 2018
OPERATING ACTIVITIES
Annual surplus (deficit)$-$-
Changes in non-cash working capital:
Accounts receivable (13,122)(15,226)
Due to Town of Tillsonburg 42,270 37,363
Due to County of Oxford (29,148)(22,137)
--
INCREASE IN CASH FLOW --
Cash - beginning of year --
CASH - END OF YEAR $-$-
See accompanying notes
6
Page 65 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Sanitary Sewer Department
Notes to Financial Statements
Year ended December 31, 2019
1.INCORPORATION
The Corporation of the Town of Tillsonburg Sanitary Sewer Department (Sanitary Sewer Department)
is a municipal enterprise in the Province of Ontario, Canada. Its operations are governed by the
provisions of provicial statutes. Effective January 1, 2000, responsibility for the Sanitary Sewer
Department was assumed by the County of Oxford.
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The financial statements of the Sanitary Sewer Department are prepared by management in
accordance with Canadian generally accepted accounting principles for local governments as
recommended by the Public Sector Accounting Board (PSAB) of the Chartered Professional
Accountants of Canada.
Significant aspects of the accounting policies adopted by the Sanitary Sewer Department are as
follows:
Reporting entity
The financial statements reflect the assets, liabilities, revenues, expenses and accumulated surplus
of the Sanitary Sewer Department.
Basis of presentation
Revenue and expenses are reported on the accrual basis of accounting. The accrual basis of
accounting recognizes revenues as they become available and measurable; expenses are
recognized as they are incurred and measurable as a result of receipt of goods or services and the
creation of a legal obligation to pay.
Revenue recognition
Revenue is recognized in the financial statements as revenue in the period in which events giving rise
to the transfer occur, providing the transfers are authorized, any eligilble criteria have been met, and
reasonable estimates of the amounts can be made.
Surcharge on direct water billings are recorded on the basis of regular meter readings and the
estimates of customer usage since the last meter reading to the end of the year.
Tangible capital assets
The Sanitary Sewer Department does not own any tangible capital assets.
(continues)
7
Page 66 of 595
Draft for discussion purposes onlyCorporation of the Town of Tillsonburg Sanitary Sewer Department
Notes to Financial Statements
Year ended December 31, 2019
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
Measurement uncertainty
The preparation of financial statements in conformity with Canadian public sector accounting
standards requires management to make estimates and assumptions that affect the reported amount
of assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial
statements and the reported amounts of revenues and expenses during the period.
Significant items subject to such estimates and assumptions include accounts receivable and
surcharge on direct water billings. These estimates are reviewed periodically, and, as adjustments
become necessary, they are reported in operations in the year which they become known.
Actual results could differ from management's best estimates as additional information becomes
available in the future.
3.AC COUNTS RECEIVABLE
The accounts receivable of the Sanitary Sewer Department are reported net of an allowance for
doubtful accounts in the amount of $11,701 (2018 - $18,043).
4.CONTINUING OPERATIONS
All banking activities are administered by the Town of Tillsonburg, on behalf of the Sanitary Sewer
Department's activities. The amount due to the Town of Tillsonburg represents the net working
capital position between the Town of Tillsonburg and the Sanitary Sewer Department after adding or
deducting payments made to or received from the County of Oxford.
5.BUDGET FIGURES
The operating budget approved by the County of Oxford for 2019 is reflected in these financial
statements.
6.COMPARATIVE FIGURES
Certain prior year figures have been adjusted to conform with the 2019 financial statement
presentation.
8
Page 67 of 595
Draft for discussion purposes onlyThe Corporation of the Tow n of Tillsonburg - Trust Funds
Financial Statements
December 31, 2019
Page 68 of 595
Draft for discussion purposes onlyINDEPENDENT AUDITORS' REPORT
To the Members of Council, Inhabitants and Ratepayers of the Corporation of the Town of Tillsonburg:
Qualified Opinion
We have audited the financial statements of the Trust Funds of The Corporation of the Town of
Tillsonburg (the Trust Funds), which comprise of the statement of financial position as at December 31,
2019, and the statement of continuity for the year then ended, and notes to the financial statements,
including a summary of significant accounting policies.
In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion
section of our report, the accompanying financial statements present fairly, in all material respects, the
statement of financial position of the Trust Funds as at December 31, 2019, and statement of continuity
for the year then ended, in accordance with Canadian public sector accounting standards.
Basis for Qualified Opinion
The Trust Funds derive revenue from donations the completeness of which is not susceptible of
satisfactory audit verification. Accordingly, our verification of these revenues was limited to the amounts
recorded in the records of the Trust Funds and we were not able to determine whether any adjustments
might be necessary to donation revenue, net receipts for the year, and net assets.
We conducted our audit in accordance with Canadian generally accepted auditing standards. Our
responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit
of the Financial Statements section of our report. We are independent of the Trust Funds in accordance
with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we
have fulfilled our other ethical responsibilities in accordance with those requirements. We believe that the
audit evidence we have obtained is sufficient and appropriate to provide a basis for our qualified audit
opinion.
Other Matter
The financial statements for the year ended December 31, 2018 were audited by another auditor who
expressed and unmodified opinion on those financial statements on August 12, 2019.
Responsibilities of Management and Those Charged with Governance for the Financial Statements
Management is responsible for the preparation and fair presentation of the financial statements in
accordance with Canadian public sector accounting standards, and for such internal control as
management determines is necessary to enable the preparation of financial statements that are free from
material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Trust Funds's ability
to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the
going concern basis of accounting unless management either intends to liquidate the Trust Funds or to
cease operations, or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Trust Funds's financial reporting
process.
(continues)
1
Page 69 of 595
Draft for discussion purposes onlyIndependent Auditors' Report to the Members of Council, Inhabitants and Ratepayers of the Corporation
of the Town of Tillsonburg (continued)
Auditor's Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are
free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that
includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an
audit conducted in accordance with Canadian generally accepted auditing standards will always detect a
material misstatement when it exists. Misstatements can arise from fraud or error and are considered
material if, individually or in the aggregate, they could reasonably be expected to influence the economic
decisions of users taken on the basis of these financial statements. As part of an audit in accordance with
Canadian generally accepted auditing standards, we exercise professional judgment and maintain
professional skepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statements, whether due to
fraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting
a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may
involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal
control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the Trust Funds’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by management.
Conclude on the appropriateness of management’s use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to events or
conditions that may cast significant doubt on the Trust Funds’s ability to continue as a going concern.
If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s
report to the related disclosures in the financial statements or, if such disclosures are inadequate, to
modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our
auditor’s report. However, future events or conditions may cause the Trust Funds to cease to
continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and events in
a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in internal
control that we identify during our audit.
Millard, Rouse & Rosebrugh LLP
June 11, 2020 Chartered Professional Accountants
Tillsonburg, Ontario Licensed Public Accountants
2
Page 70 of 595
D raft for discussion purposes only The Corporation of the Town of Tillsonburg
Statement of Financial Position - Trust Funds
As at December 31, 2019
An nandale
House
Ceme tery
Mainte nance
Ceme tery
Pe rpe tual
Care
Ceme tery
Prepaid
Costs
Commu nity
Centre
JL Scott
McLe an
Lake Lisgar
Revitalization Parkland Scholarship
Total
2019
Total
2018
$$$$$$$$$$$
NET ASSET S
Cash 9,836 1,333 6,545 488 575 5,001 2,390 1,404 1,415 28,987 934,914
Inves tments (Note 2)120,000 34,000 925,000 29,500 72,500 145,000 26,000 19,000 34,000 1,405,000 717,000
Interes t receivable 470 123 3,364 106 258 521 97 70 123 5,132 9,881
Donation receivable 47 - - - - - - - - 47 6,564
Due from (to) Town of Tillsonburg 2,750 38 (2,474) (483) - (66,007) - - - (66,176) (2,506)
TOTAL NET ASSET S 133,103 35,494 932,435 29,611 73,333 84,515 28,487 20,474 35,538 1,372,990 1,665,853
TRUST FUND BALANCE 133,103 35,494 932,435 29,611 73,333 84,515 28,487 20,474 35,538 1,372,990 1,665,853
See accompanying notes
3
Page 71 of 595
D raft for discussion purposes onlyThe Corporation of the Town of Tillsonburg
Statement of Continuity - Trust Funds
Year ended December 31, 2019
An nandale
House
Ceme tery
Mainte nance
Ceme te ry
Perpetual
Care
Ceme te ry
Prepaid
Costs
Commu nity
Centre
JL Scott
McLe an
Lake Lisgar
Revitalization Parkland Scholarship
Total
2019
Total
2018
$$$$$$$$$$$
RECEIPT S
Donations and fees 21,699 - - - 15,000 242,088 4,712 1,000 - 284,499 353,449
Inves tment inc om e 3,196 793 21,157 688 1,512 3,485 600 455 830 32,716 28,694
Other revenue - - 41,195 - - - - - - 41,195 17,420
24,895 793 62,352 688 16,512 245,573 5,312 1,455 830 358,410 399,563
Disburse me nts
Donations - - - - 7,350 - 2,288 693 2,250 12,581 1,050
Expenditures for trust fund obligations 24,525 - 39,422 483 - 574,262 - - - 638,692 30,555
24,525 - 39,422 483 7,350 574,262 2,288 693 2,250 651,273 31,605
NET RECEIPT S FOR T HE YEAR 370 793 22,930 205 9,162 (328,689)3,024 762 (1,420) (292,863) 367,958
Trust fund balance - be ginning of
ye ar 132,733 34,701 909,505 29,406 64,171 413,204 25,463 19,712 36,958 1,665,853 1,297,895
TRUST FUND BALANCE - END OF
YEAR 133,103 35,494 932,435 29,611 73,333 84,515 28,487 20,474 35,538 1,372,990 1,665,853
See accompanying notes
4
Page 72 of 595
Draft for discussion purposes onlyThe Corporation of the Town of Tillsonburg - Trust Funds
Notes to the Trust Funds Financial Statements
Year ended December 31, 2019
1.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Basis of presentation
The financial statements of the Trust Funds of the Corporation of the Town of Tillsonburg are
prepared by management in accordance with Canadian generally accepted accounting principles for
local governments as recommended by the Public Sector Accounting Board (PSAB) of the Chartered
Professional Accountants of Canada.
Revenue recognition
Revenues and expenses are reported on the accrual basis of accounting. The accrual basis of
accounting recognizes revenues as they become available and measurable; expenses are
recognized as they are incurred and measurable as a result of receipt of goods or services and the
creation of the legal obligation to pay.
Measurement uncertainty
The preparation of financial statements in accordance with Canadian public sector accounting
standards requires management to make estimates and assumptions that affect the reported amount
of assets and liabilities at the date of the financial statements and the reported amounts of revenues
and expenses during the reported period.
Actual results could differ from management's best estimates as additional information becomes
available in the future.
Tangible capital assets
The trust funds do not own any tangible capital assets.
2.INVESTMENTS
Investments of the Trust Funds of $1,405,000 (2018 - $717,000) reported on the Statement of
Financial Position consist of guaranteed investment certificates and are recorded at cost which
approximates market value.
3.STATEMENT OF CASH FLOW
A statement of cash flow has not been provided as the information is readily available in the financial
statements provided.
4.COMPARATIVE FIGURES
Certain prior year figures have been adjusted to conform with the 2019 financial statement
presentation.
5
Page 73 of 595
Page 74 of 595
Page 75 of 595
Page 76 of 595
234-2020-2264
June 4, 2020
The Honourable Navdeep Bains
Minister of Innovation, Science and Industry
Navdeep.Bains@parl.gc.ca
The Honourable Catherine McKenna
Minister of Infrastructure and Communities
Catherine.McKenna@parl.gc.ca
The Honourable Maryam Monsef
Minister of Rural Economic Development
Minister for Women and Gender Equality
Maryam.Monsef@parl.gc.ca
Dear Ministers:
I am writing today to add my voice, and those of Ontario’s municipalities, to the call for
urgent federal action to provide immediate funding for reliable broadband access across
Ontario.
I have the privilege of meeting regularly with Mayors and council members from across
Ontario. From the first day I took office, I have heard that lack of access to reliable high-
speed internet service is holding communities, people, and businesses back.
We have worked together to partner with our local governments through our Broadband
and Cellular Action Plan to support major investments in under-serviced areas in
Eastern and Southwestern Ontario. To support this commitment, we have targeted $315
million over five years to expand broadband and cellular infrastructure.
Now, as Ontario and our towns and cities are working together to respond to the
COVID-19 outbreak, there is even more urgency to address gaps in service and high
costs. However, we cannot do this alone - urgent investment from the federal
government is required.
While in more northern and rural parts of Ontario internet availability can be limited at
best, gaps in coverage persist in southern and urban parts of our province. For many in
Ontario, the costs to access service are also prohibitively high.
…/2
Ministry of
Municipal Affairs
and Housing
Office of the Minister
777 Bay Street, 17th Floor
Toronto ON M7A 2J3
Tel.: 416 585-7000
Ministère des
Affaires municipales
et du Logement
Bureau du ministre
777, rue Bay, 17e étage
Toronto ON M7A 2J3
Tél. : 416 585-7000
Page 77 of 595
-2-
The lack of broadband access in rural Ontario puts everyone in unserved or under-
serviced areas at a disadvantage – students seeking help on homework while learning
remotely, seniors and other vulnerable individuals looking to access critical services,
and business owners working hard to keep afloat and compete during challenging
times.
Broadband limitations also restrict the services that rural and northern municipalities can
provide to their residents. Ontario’s municipal leaders and the citizens they serve must
be able to embrace digital service delivery now to respond to the pandemic and to
deliver public services efficiently and equitably over the long term.
I know that Ontario, our local governments and Canada all share the same goal: that we
can bring our full potential to the task at hand to recover from the COVID-19 outbreak
and the resulting impacts on our economy. Our Mayors, councils, community groups
and citizens are already developing recovery plans and strategies. Broadband
infrastructure is an essential building block, and we will need your commitment to invest,
without delay, in the future of Ontario’s towns and cities.
I have taken the liberty of copying the Minister of Families, Children and Social
Development as I know Minister Hussen also has a strong interest in supporting and
strengthening communities. As well, I have copied my colleague, the Honourable Laurie
Scott, Minister of Infrastructure, under whose purview broadband falls.
Sincerely,
The Honourable Steve Clark
Minister of Municipal Affairs and Housing
Ontario
c. The Honourable Ahmed Hussen
Minister of Families, Children and Social Development
Ahmed.Hussen@parl.gc.ca
The Honourable Laurie Scott
Minister of Infrastructure, Ontario
Heads of Municipal Council (Ontario)
Page 78 of 595
Page 1 of 21
Subject: Oxford County Joint Service Delivery Review – CAO Update
Report Number: CAO 20-04
Author: Kyle Pratt, Chief Administrative Officer
Meeting Type: Council Meeting
Meeting Date: Thursday, June 11, 2020
RECOMMENDATION
THAT Council receives the Service Delivery Report;
AND direct Staff to continue discussions with our area municipal partners and proceed with
implementation of recommendations relevant to the Town of Tillsonburg subject to any further
necessary Council approvals.
OBJECTIVE
The objective of this report is to present Council with the consultants’ summary
recommendations from the Service Delivery Review and make recommendations to the nine
municipal councils based on a collaboration and consensus of the CAO’s within Oxford
County.
BACKGROUND
In 2019 the Province announced that it would undertake a review of Regio nal Governments
within Ontario. The purpose was to ensure efficiency and effe ctiveness of government services
within these municipalities.
The Terms of reference and mandate for the review are provided here from the provincial site
to refresh memories on the purpose and goals of the review.
Terms of reference for the special advisors
Background
Since Ontario’s regional municipalities were established in the 1970s, populations have
grown or changed, infrastructure pressures have increased, and taxpayers’ dollars are
being stretched.
Page 79 of 595
CAO 20-04
Page 2 of 21
The government is committed to undertaking a review of regional government and
Simcoe County to help ensure that the upper and lower-tier municipalities in these
geographic areas are efficient and accountable to their residents and businesses.
The review will cover Ontario’s eight regional municipalities (Halton, York, Durham,
Waterloo, Niagara, Peel, Muskoka District, and Oxford County) and their lower -tier
municipalities. Simcoe County and its lower-tier municipalities will be included in the
review because of its rapid growth and associated challenges.
Mandate
1. The mandate of the advisory body is to provide expert advice to the Minister of
Municipal Affairs and Housing and to make recommendations to the government on
opportunities to improve regional governance and service delivery.
Recommendations from the advisory body will focus on the following questions:
Questions on municipal governance and decision-making;
a. Is the decision-making (mechanisms and priorities) of upper and lower -tier
municipalities efficiently aligned?
b. Does the existing model support the capacity of the municipalities to make
decisions efficiently?
c. Are two-tier structures appropriate for all of these municipalities?
d. Does the distribution of councillors represent the residents well?
e. Do the ways that regional councillors/heads of council get elected/appointed to
serve on regional council help to align lower and upper-tier priorities?
Questions on municipal service delivery;
f. Is there opportunity for more efficient allocation of various service
responsibilities?
g. Is there duplication of activities?
h. Are there opportunities for cost savings?
i. Are there barriers to making effective and responsive infrastructure and service
delivery decisions?
Oxford County local municipalities CAOs and the County CAO, wishing to be proactive rather
than reactive in the face of this review, met to discuss options to consider and make
recommendations to their respective Councils.
The decision was made to jointly conduct a service delivery review across the multitude of
services provided by the municipalities to determine not only an inventory of what was being
done, also how it was being done and whether or not there were efficiencies to be found.
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CAO 20-04
Page 3 of 21
The Study was to look at whether or not there were opportunities for generating costs savings
to area taxpayers, or enhancing the level of services without increasing the costs associated
with delivering those services.
Each CAO took a report to their respective Council, recommending that a joint study be
undertaken, with each municipality contributing $20,000 from the Provincial grant that was
provided to every Ontario Municipality for the express purpose of service delivery
improvements and modernization.
All nine municipal Councils agreed to do so without hesitation. The CAOs along with staff
support developed terms of reference and did a request for proposals. Six firms responded to
the RFP. The proposals were then reviewed and rated, and the successful firm was selected.
Watson and Associates, a firm familiar to the area, began their work and the process was
underway.
DISCUSSION
The final Service Delivery Review report for Oxford County Municipalities (attached) is 406
pages in length and has approximately 96 recommendations.
Area Municipal CAO’s and the County CAO reviewed each recommendation contained in the
final report at several virtual meetings. For expediency and ease of reading, the following list
highlights the recommendations found within the Service Delivery Review, supplemented with
summary discussion(s) that took place at the CAO level. The CAO recommendations
represent a consensus position from all CAO’s, with some recommendations only applying to a
subset group of municipalities. The recommendations were divided into three categories:
Recommendations that could deliver cost savings (Table ES-2)
Recommendations that result in an enhanced level of Service (Table ES-3)
Other recommendations for f urther consideration (Table ES-4)
Oxford County Municipal Service Delivery Review
Summary of Major Cost Saving Recommendations (Table ES- 2 Watson Report)
Animal Control
Recommendation Summary – Joint tender
Annual Cost Savings - $1500 - $7500
Benefiting Municipalities – All Local Municipalities
CAO Discussion
Currently most municipalities are using the same private contractor for animal control.
There are very few firms in this line of work, hence there is very little competitiveness.
Most municipalities communicate amongst themselves and the prices provided by the
firm are similar if not the same across jurisdictions. The consensus reached was there
was little advantage, based on current pricing to dissolve current contract for the sake of
issuing a joint RFP.
Recommendation
That the animal control process remains status quo, with municipalities continuing to
share information to ensure fair pricing is achieved by all.
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CAO 20-04
Page 4 of 21
Tax Collections
Recommendation Summary – Reduction in arrears mailing frequency
Annual Cost Savings - $500 - $6,300
Benefiting Municipalities – All Local Municipalities
CAO Discussion
The need and the frequency or arrears notices vary from municipality to municipality
and from taxpayer to taxpayer. It was agreed that each municipality should consider the
need and frequency of tax reminder letters and reduce when and where ever possible to
save the postage costs when able.
Recommendation
That each municipality review the need and frequency of tax arrears reminder letters.
Police
Recommendation Summary – Consolidation of Police Boards (Exclude Woodstock)
Annual Cost Savings - $3,000 - $83,000
Benefiting Municipalities – Blandford Blenheim, EZT, Ingersoll, Norwich Tillsonburg
CAO Discussion
The discussion primarily focused on the understanding that the Province was moving
towards the consolidation of Police Service Boards under legislation.
Recommendation
With the expectation that this will become a legislated requirement, savings potential be
realized when the changes are implemented.
Building Services, CBOs and Property Standards
Recommendations Summary – Joint purchase of IT Services to integrate software
Annual Savings – to be determined
Benefiting Municipalities – All Local Municipalities
CAO Discussion
With the implementation of the Amanda software system there have been some
discussion around the timeliness and effectiveness of the implementation. There have
been some deficiencies noted as well from some users. Some discussion was held on
whether local municipalities should provide additional financial resources to assist
/facilitate the implementation.
Recommendation
That as the County, with the support of the majority of local municipalities, determined it
was in its interest to implement a new software, it would fall to the County to ensure that
the software and implementation to full usability be financially supported.
Emergency Management
Recommended Summary – Additional coordination and assistance from County resource to
eliminate duplication of effort
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CAO 20-04
Page 5 of 21
Annual Savings - $0 - $1200
Benefiting Municipalities – All Local Municipalities
CAO Discussion
The discussions focused on whether or not the County CEMC could be utilized for
helping local municipal CEMC with the planning and coordination of annual exercises
and administrative requirements. Although the report indicat ed the potential for very
modest savings, the concern was noted that when this was examined a few years ago
additional staffing was proposed to deliver this assistance. A number of municipalities
did not see the need to augment their current processes and resources. It was thought
best to not pursue universally but allow municipalities with a need to work together.
Recommendation
That only those municipalities that require additional resources or supports for CEMC
and other emergency management duties, work cooperatively amongst themselves to
ensure that they have adequate resources, rather than adding to additional potential
costs on the County Levy, when others do not need that support.
Roads and Bridges, Culverts, Active Transportation and Structures
Recommendation Summary – Undertake a detailed review of service provisions for operations,
other studies and formalization of service agreements.
Annual savings - $50,000 - $ 150,000
Benefiting Municipalities – All
CAO Discussion
This is one of the larger, potential efficiency and savings identified in the SDR study. It
was noted that a similar recommendation for the local municipalities was identified in a
previous study but the recommendations where never implemented. The
recommendation is to undertake a detailed specific study on the benefits of local
municipalities assuming the day to day maintenance responsibilities of all county roads
within its jurisdictions. These duties would be funded via the county levy with the
County approved servicing standards. Capital replacement, Bridges and Structures
would remain under the care and control of the County.
Recommendation
That the nine member municipalities making up Oxford County conduct a detailed
review on the service of road maintenance to determine if the service should be
delivered by the local municipalities based on cost savings, safety and efficiencies.
Wastewater
Recommendation Summary – Develop Capital plan for optimization
Annual Savings – Exact amount may vary based on outcomes of study
Benefiting Municipalities – County
CAO Discussion
The consensus was that the County should be already doing this to determine the
growth and expansion of the systems that they operate. They should be coordinating
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CAO 20-04
Page 6 of 21
between planning, public works and local municipalities to ensure that systems are
robust and have growth capacities planned and implemented to keep pace with the
grown and demand being realized in the current environment.
Recommendation
That the County ensure that studies are regularly undertaken to ensure the optimization
of wastewater facilities in the county, to enable the serviced municipalities to meet their
growth needs and expectations.
Water/Wastewater Assets Management, Capital Programing, Financing and Billing
Recommendation Summary – Review Option for single billing provider
Annual Savings – $0 - $10,000
Benefiting Municipalities – All
CAO Discussion
The consensus was that this item should not be pursued. With the complexity of the
relationships between the current two billing provid ers, ERTH Corp. and Tillsonburg and
the County combined with little if any savings, this was not an item to be investigated
further.
Recommendation
That the status quo for billing of water and waste water be maintained.
Solid Waste Management
Recommended Summary- Combined contracts and alignment of large item collection
Annual Savings - $0 - $220,000
Benefiting Municipalities – All
CAO Discussion
Currently Woodstock and SWOX provide waste collection for the county under
agreements. There was no consensus that there was a need to roll these separate
contracts into a unified county wide contract.
There was general agreement that both the bag tag system and the large article
collection systems be reviewed for efficiency. The primary concern was that limiting
large article collection to an annual endeavor may contribute to illegal dumping during
other periods of the year. The thought of examining whether a large article pickup bag
tag, at a higher cost could be studied. It works in other jurisdiction s across the province
where to dispose of a couch or mattress, for example, would require a specialized
sticker at a higher cost but could be done at any time.
Recommendation
That the current arrangement for general waste collection remain.
The system of bag tag user pay system along with a large article be reviewed to identify
improvements to both systems.
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Municipal Drains
Recommendation Summary – Reduce time spent on doing locates
Annual Savings - $2,500 - $5,000
Benefiting Municipalities – the Rural Municipalities
CAO Discussion
The general feeling was that the rural municipalities impacted by municipal drains,
should work together to see if there are areas of joint cooperation and funding that
would provide them benefits.
Recommendation
That the Rural Municipalities further their own discussion on areas of mutual interest
and benefit in regards to municipal drains.
Cemeteries
Recommendations Summary- Coordinated Purchasing
Annual Cost Savings – Unknown to be assessed individually
Benefiting Municipalities- Blandford Blenheim, EZT, Norwich, SWOX, Tillsonburg, Ingersoll
and Zorra.
CAO Discussion and Recommendation
With no indication of any concrete savings or efficiencies, and the various methods that
this service is delivered in local municipalities, it was agreed that this recommendation
would not be pursued at this time.
Recommendation
That no changes be recommended for the various municipal cemeteries.
Parks and Recreation
Recommendations Summary – Coordinated purchasing and user fee cost recovery analysis.
Annual Cost Savings - $40,000 - $330,000
Benefiting Municipalities – All local municipalities
CAO Discussion
Each municipality indicated that in large part they are doing that analysis on a regular
basis for their own fees bylaws and budget process. Coordinated purchasing is
practices as most municipalities belong to groups that do facilitate group purchasing.
Consensus was generally that each municipality in conducting its own Recreation
Master Plan is in the best position to determine not only what services to provide, but
also how to set user fees to recoup realistic costs associated with those programs.
Recommendation
That municipalities continue to communicate and participate in coordinated purchasing
to realized bulk savings or discounts on commonly required resources.
Municipalities conduct regular community Master Plan Reviews to determine the level of
services and associated fees for their respective communities.
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Trails
Recommendations Summary – Sharing of Specialized maintenance equipment
Annual Savings - $0 - $ 40,000
Benefiting Municipalities – All Municipalities
CAO Discussion
It was generally agreed that municipalities should generate a sound process for
communication and all agreed to working towards sharing equipment as a cost saving
option.
Recommendation
That all municipalities work towards sharing specialized equipment whenever possible
to save funds and reduce duplication when practical.
Land Use Planning
Recommendation Summary – Consolidation of Public Meetings
Annual Savings – May vary by municipality
Benefiting Municipalities – All Municipalities
CAO Discussion
Currently for many planning applications there is a process in place that two planning
meetings are held. An example is for subdivision app roval, meetings are held both at
the local municipality and again at the County. The Planning Act does provide that one
meeting could be held to satisfy both levels of government. Normally the local meeting
draws the larger participation. By consolidatin g the meetings to one, whereby the local
meeting is conducted on behalf of the County as well there would be some efficiency.
County Planning Staff attend both meetings now. They would be able to make
recommendations at either level by only attending the one meeting. For participating
citizens, they would be able to address all their concerns at one time, assured that their
issue and concerns would be shared at both levels. For developers, who we all know
time is money, would be able to only use resources to attend and participate at one
meeting instead of two. Other County jurisdictions use this mode.
Some CAOs also wished to explore reassigning approval authority for subdivisions,
consent (severances) to the local level. They felt that this would as sist in expediting
development applications. However there was not a consensus reached.
Recommendation
That County delegate public meetings for relevant planning applications to the local
level, to facilitate efficiency and effectiveness of the public me etings, staff time,
developer time and public consultation.
Also consideration and review of other planning functions be conducted to see if other
planning approvals could be delegated to the local level. If not universally to those
wishing to undertake this responsibility.
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Ambulance and Fire (Facility Space)
Recommendations Summary – coordination of ambulance and fire space
Annual Savings – No immediate financial impact but should be reviewed when new stations
are required.
Benefiting Municipalities- All Municipalities
CAO Discussion
All were in agreement that when new facilities are being considered, either fire or
ambulance, the respective municipalities should communicate to see if a joint project is
warranted or advisable. This could have the benefit of saving considerable dollars if
shared facilities and construction projects could be coordinated.’
Recommendation
That the County and the local municipalities work together to facilitate joint capital
construction on ambulance and fire facilities when timely and practical.
Summary of Enhanced Service Level Recommendations (Table ES-3 Watson Report)
Fire, Police, Ambulance, Emergency Management, Roads, Water and Wastewater
Recommendation Summary – common system for notifications
Annual Cost - $75,000
Benefiting Municipalities – All Municipalities
CAO Discussion
The general understanding was that the County’s 511 system should be able to
enhance the aforementioned notice requirements.
Recommendation
That all municipalities participate in the 511 system.
Administration
Recommendations Summary – Standardize the procurement process, and County wide VOIP
telephone system.
Annual Costs - $160,000 - $210,000
Benefiting Municipalities – All Municipalities
CAO Discussion
The majority of municipalities have made the transition to the County wide systems
others are considering it or in the process of making the change. Those that have made
the switch are pleased with the system, functionality and simplicity of use.
There was no consensus on as standard procurement process, interested municipalities
will continue discussions going forward.
Recommendation
That the municipalities not on the county wide system consider joining at a time when it
makes sense for their circumstances.
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Municipal Licensing
Recommendation Summary – Standardization of Fees
Annual cost – Cost neutral
Benefiting Municipalities – All Local Municipalities
CAO Discussion
The general understanding is that municipal licensing is supposed to be based on a
strictly cost recovery basis. As this can vary from municipality to municipality, there is
no easy mechanism to move all licensing fees to the same across the jurisdictions . In
relation to marriage licences, there is ongoing discussion amongst the Clerks within the
County to decide if there is advantages of a standardization of fees. As noted in the
report there is not cost savings or tremendous service efficiency to be ga ined.
Recommendation
That municipalities continue to follow the municipal act and the processes in place to
establish fees in accordance with the legislation.
Fire
Recommendation Summary – Additional Fire Inspectors
Annual Cost - $80,000 - $480,000
Benefiting Municipalities – Blandford Blenheim, East Zorra Tavistock, Norwich, South West
Oxford, and Zorra
CAO Discussion
It was identified in the course of the study that the rurals, for the most part might benefit
from augmenting their fire inspections service. However, there was not a unified
demand in each municipality, and that they didn’t all need the equivalent of one full time
inspector. For the most part Woodstock and Ingersoll feel that they are adequately
served by the systems that they currently have in place. Tillsonburg is interested in
discussions with others around additional staffing, however it was not committed to
additional staffing. The consensus was that interested municipalities with needs should
work together to establish the level of service necessary within their own community
and work with neighbouring municipalities where capacity is not adequate. It was not
supported to move these additional costs to the County when the need was not
demonstrated uniformly by all.
Recommendation
That each municipality determine the level of staffing required to meet their fire
inspection requirements, and where deficiencies are noted work with neighbouring
municipalities to fill any gaps cooperatively.
Building Services, Chief Building Officials and Property Standards
Recommendation Summary – Quarterly Chapter meetings, shared IT personnel and AMANDA
implementation.
Annual cost – Cost Neutral
Benefiting Municipalities – All municipalities
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CAO Discussion
CBOs currently meet regularly to discuss changes in the legislative requirements, the
group is larger than just those municipalities within Oxford County. The County has
indicated that it is not willing, and rightly so, to give proprietary rights to other s than its
own IT staff. It was acknowledged that there are some delays and issues with the full
implementation of the AMANDA system. Municipalities are at various stages of
implementation and problems still exist. CAO discussed the potential for local
municipalities providing funding from their building department revenues (permits) with
the County to add to staffing compliment to expedite the implementation. Not all
municipalities agreed, with some feeling that the system was selected by the County
and was chosen to serve more than just the building permitting and inspection
requirement. Therefore it should be the County’s responsibility to ensure adequate
resources to allow for full implementation.
Property standards, again is a service that perhaps requires trained if not solely
dedicated staff to deal with the growing need for by-law enforcement. It was discussed
that municipalities should again, ascertain their needs and work with willing partners
within the County for shared property standards officers.
Discussion also took place around the need for the County to assume the lead in bylaw
prosecutorial services.
Recommendation
That CBOs continue to meet to ensure there is a common understanding of roles,
responsibilities and legislation across all of Oxford.
That the County allocate sufficient resources internally to ensure the successful and
complete implementation of the AMANDA software.
Municipalities continue discussions with interested parties about the potential for
dedicated shared by-law enforcement staff.
Discussions should take place about county leading and coordinating, bylaw
prosecution, with staff trained in this role.
Emergency Management
Recommendation Summary – Clarification of County Certified Emergency Management
Coordinator (CEMC)
Annual Cost – Cost Neutral
Benefiting Municipalities – County
CAO Discussion
There was a general discussion that CEMC in most municipalities was not a dedicated
role, often the responsibility of the Fire Chief within the community. If there was an
opportunity for the County CEMC to assist in some of the more administrative functions,
such as planning, exercises and plan documentation across the various municipalities it
might be beneficial. Currently the County CEMC is a part time position, if thi s was once
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again made a full time position it might have the time to assist the local municipalities in
their emergency management. Concerns were raised that there was a discussion of
this a few years ago, and the proposal included an additional staffing component at the
County. Some municipalities were not favour of additional cost other than moving the
role to full time to assist the local level.
Recommendation
That the nine municipalities discuss and clarify the role and function of the County
CEMC, moving the position to full time if it could assist the local level in emergency
management delivery within their communities.
Road, Bridges, Culverts, Active Transportation and Structures
Recommendation Summary – Standardized boundary road agreements and a transportation
masterplan
One Time Cost - $75,000 - $100,000
Benefiting Municipalities – All Municipalities
CAO Discussion
Most municipalities within Oxford have at least one boundary road agreement with a
neighbouring municipality. Many have road boundary agreements with more than one
neighbouring municipality. Agreements tend to be unique to the road. There may be a
benefit if all agreements were standardized across the county. It would not matter
which two municipalities were covered by the agreement, the agreements would be
consistent throughout the county. This would facilitate coordination and renewal of
agreements going forward.
It might also be beneficial for a Transportation Master Plan to be jointly undertaken by
all nine municipalities, to understand linkages and areas for improvement and
interconnectivity.
Recommendation
That a committee of CAOs be established to develop a template for boundary road
agreements to be utilized across the county, regardless of participants.
Additionally, the nine municipalities should work together to conduct and all-
encompassing Transportation Master Plan that identifies all interconnectivity and
identifies areas for improved transportation opportunities.
Transit
Recommendation Summary – Coordinated funding applications and enhance desirability of
transit
Annual Cost – Cost Neutral
Benefiting Municipalities – Ingersoll, Tillsonburg and Woodstock
CAO Discussion
Tillsonburg and Woodstock currently operate transit systems. Tillsonburg has recently
received provincial funding and will be operating a transit system throughout various
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municipalities, within and outside of Oxford County. All municipalities should mon itor
the developments of the new more regionalized service and be willing to enter into
discussions when the initial pilot program is completed.
Recommendation
That those municipalities with existing or proposed new transit opportunities discuss
long term ramifications of providing transit systems, either independently or in
partnership.
Water
Recommendation Summary – Development of procedure changes to water system
Annual Cost - Cost Neutral
Benefiting Municipalities – All Municipalities
CAO Discussion
Consensus was there needs to be ongoing communication between the County and
member municipalities when proposals for changes to the water system are warranted
or contemplated.
Recommendation
That ongoing discussions between local municipalities and the County occur to ensure
proper communication on the needs and requirements of the water systems.
Storm Water Management Ponds
Recommendation Summary – Joint storm water management pond maintenance program
Annual Costs- Cost Neutral
Benefiting Municipalities – Blandford Blenheim, Ingersoll and Zorra
CAO Discussion
As a requirement of development, it is a requirement that pre development water flows
be maintained post development while also ensuring quality control mechanisms be
implemented. As a matter of course most developments have built these systems and
they then are conveyed to the relevant municipality. These systems are now becoming
due for municipal maintenance. No specific maintenance program or procedures have
been implemented. Often the costs associated with the pond maintenance can be
expensive. Some municipalities expressed the desire to work on a standardized
program with other municipalities faced with the same issues.
Recommendation
That those Municipalities that wish to work together to develop a standardized approach
to storm water management ponds do so.
Solid Waste Management
Recommendation Summary – Encourage Back yard composting
Annual Cost – Cost Neutral
Benefiting Municipalities – All Municipalities
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CAO Discussion
The management of organics is of major concern to municipalities in Canada. Many
municipalities have developed programs to try and deal with the volume of organics,
and if possible reduce the amount of organics going to landfill facilities. Oxf ord County
has for a number of years provided at a minimal cost back yard composters to residents
through the local municipal offices. The program is not overly widely utilized or
promoted any longer. The county has recently looked at a more elaborate or ganics
option, this option has not been endorsed by County Council. Perhaps a refocusing and
promotion of back yard composting might help the diversion rate for organics. A
renewed promotion and potentially a free supply of composters might be beneficial and
prevent the need for more elaborate, complex and costly systems to deal with organics.
Recommendation
That a more systematic approach be used to enhance the use of back yard composting.
Municipal Drains
Recommendation Summary – Full-time drainage superintendent
Annual Cost – Cost Neutral as drainage cost are borne by property owners
Benefiting Municipalities – Blandford Blenheim, East Zorra-Tavistock, Norwich, South West
Oxford and Zorra
CAO Discussion
Primarily a rural municipal issue municipal drains are none the less an important service
in those communities. The Drainage Act in itself is an old technical piece of legislation
that does require knowledge and experience to administer effectively. Since the costs
of the Superintendent can be allocated to maintenance and capital drainage works, it is
possible to not impact taxes for this service. Again, where one municipality might not
have a sufficient ongoing work load to justify a full time superintendent, a partnership
with various municipalities might be advisable.
Recommendation
That the rural municipalities work together to determine if a shared full time drainage
superintendent is feasible.
Cemeteries
Recommended Summary – Develop a working group to establish contingency reserve
Annual Cost – Reserve transfers to be assessed by individual municipalities
Benefiting Municipalities – Blandford Blenheim, Ingersoll, Norwich, South West Oxford,
Tillsonburg and Zorra
CAO Discussion
Based on the unique characteristics of each municipal cemetery operations there was
no need identified to establish either a working group, or to develop a system for
contingency reserves, not all ready administered by perpetual care requirements of the
Act.
Recommendation
That this study recommendation not be pursued.
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Parks and Recreation
Recommendation Summary – Hire Additional staff positions, further study, establishment of a
working group and coordination of programs and schedules.
Annual Cost - $0 -$275,000
Benefiting Municipalities – All Municipalities
CAO Discussion
Programs and activities developed and implemented in a municipality tends to be based
on the demographics and the expressed needs of the community. Standardization is
not warranted. Additional staffing costs are not top of list, as maintaining the level of
taxation is a priority in every community. No deficiencies or gaps in service were
identified.
Recommendation
That each municipality should be responsible for the development and delivery of
recreational services based on the needs of the community and the availability of
budget. Each municipality should be undertaking a Recreation Master plan every 5 –
10 years to make sure its recreational programs are aligned with the wants and needs
of the community it serves.
Libraries
Recommendation Summary – Integrated systems between the County and Woodstock,
coordinated purchasing, inventory current staff and strategically recruit and the utilization of
technologies
Annual Cost - $0 - $10,000
Benefiting Municipalities – All Municipalities
CAO Discussion
There are two independent Library systems within Oxford County, Woodstock and the
County. The recommendations are a matter between the two boards, for consideration
and utilization.
Recommendation
That the report recommendations be shared with the Public Library Boards for
Woodstock and the County for discussion and determination.
Cultural Service
Recommendation Summary – Utilize facilities as community space, collaborate with
neighbouring municipalities and create links with economic development and tourism.
Annual Cost – Cost Neutral
CAO Discussion
Consensus was that this was already being done when practical and beneficial and
should continue to do so.
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Recommendation
That all municipalities work together on cultural matters that provide economic value
and tourism opportunities across the whole county.
Trails
Recommendation Summary – Review existing agreements, coordinate promotion and
development of trails, formalized maintenance standards across the County and share
equipment
Annual Cost - Cost Neutral
Benefiting Municipalities – All Municipalities
CAO Discussion
The CAOs were in agreement that this should be undertaken. A coordinated approach
be organized across all municipalities to work on the implementation of the
recommendations.
Recommendation
That the nine municipalities work cooperatively towards the implementation of the study
recommendations.
Land Use Planning
Recommendation Summary – Addition of Planning Coordinators, Revision to policies and
water and wastewater approval authority to local municipalities
Annual Cost - $65,000 - $450,000
Benefiting Municipalities
CAO Discussion
There was a shared belief by the majority of the CAO that additional staff at the County
Planning Department is warranted. It was argued that applications are being processed
slower than what most would like to see take place. There is concern that Official Plan
reviews and comprehensive Zoning reviews are not taking place in a timely a manner
as necessary and that is due to insufficient staffing numbers within the department.
Other policy requirements, like secondary dwellings have not been undertaken in a
timely fashion, and again it primarily is because the workload at the department level
exceeds the human resources available to undertake the work.
Recommendation
That the County review its staffing component, workload and make enhancement to
staffing levels to meet the needs of the municipalities in a timelier manner.
Economic Development
Recommendation Summary – Establishment of a policy to share investment leads
Annual Costs- Cost Neutral
Benefiting Municipalities – All Municipalities
CAO Discussion
Ingersoll, Tillsonburg and Woodstock each run economic development departments.
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They are also members of the Southern Ontario Marketing Al liance with other non-
Oxford municipal partners. The five rural municipalities have partnered and work
together under the Rural Oxford Development Corporation. Through various other
economic development tables all groups work collaboratively on areas of mu tual
interest.
Recommendation
That all municipalities support one and other in general economic development actives
that enhance the benefit to all.
Forestry and woodlands Conservation
Recommendation Summary – Joint training of Staff
Annual Cost – Cost Neutral
Benefiting Municipalities – All Municipalities
CAO Discussion
Generally it was understood that this recommendation concerned the coordination of
training, specifically chainsaw training for municipal staff.
Recommendation
That joint training be undertaken whenever practical for the efficiency and cost
effectiveness for those participating.
Summary of Other Recommendations (Table ES-4 Watson Report)
Development Charges
Recommendation Summary – Continued Coordination as opportunities arise
Benefiting Municipalities – All Municipalities (Except Woodstock)
CAO Discussion
For the past few Development Charges Cycles, there has been joint tendering done,
with the exception of Woodstock. Woodstock was not able to participate due to the
timing involved with boundary adjustments and the associated implications.
Recommendation
That all municipalities will look at opportunities to partner in joint tenders for
Development Charges.
Debt Financing
Recommendation Summary – Review process for acquiring financing
Benefiting Municipalities – All Municipalities
CAO Discussion
As a regional government, debt financing is an Upper Tier responsibility. There may be
some benefits to the greater borrowing power and credit rating associated with the
County. However a number of municipalities would like to have the availability of
sourcing its own debt when needed. It doesn’t mean that municipalities could not
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finance through the County only that they be given the option of doing debt financing in
house when beneficial or expedient. All municipalities are still bound by the debt
limitations that are established via legislation by the Province. It is only in Regional
Governments that local municipalities are not allowed to secure their own long term
borrowing needs.
Recommendation
That a review be undertaken, evaluating the benefits and risk of allowing local
municipalities to source their own borrowing requirements and implemented unless the
study determines the risk benefit analysis prove to be unwise.
Municipal Licensing
Recommendation Summary – Include higher fees for non-residents
Benefiting Municipalities- All Municipalities
CAO Discussion
Again as discussed earlier within the report, municipal licensing, strictly speaking,
should be based on a fee recovery basis. Each municipality would have to make a
determination when establishing licencing fees, the appropriateness of the level
determined.
Recommendation
That each municipality do a comprehensive analysis when establishing licencing fees
within their jurisdiction.
Tax Policy
Recommendation Summary – Create a formal policy for cooperation and coordination
Benefiting Municipalities – All Municipalities
CAO Discussion
As tax policy does have implications on all municipalities, it would be advantageous for
an opportunity of all local municipalities to make comments or provide input before tax
policy changes are implemented.
Recommendation
That the County in partnership with local municipalities develop a policy on tax policy
changes and implementation.
Airport
Recommendation Summary – Develop long-term plan and review economic benefit through a
study
Benefiting Municipalities – Tillsonburg
CAO Discussion
Although the argument that having a local airport might provide some economic value to
the entire area, that data is not readily available. A study might be worthwhil e to
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demonstrate what, if any value other municipalities receive from the airport. Should
value be demonstrated, funding request could follow.
Recommendation
That Tillsonburg conduct an economic impact analysis to support it ’s argument for wider
funding contribution from member municipalities in Oxford County.
Land Use Planning
Recommendation Summary – Update County planning bylaws for risk mitigation
Benefiting Municipalities – County
CAO Discussion
Agreed
Recommendation
That the County update their planning bylaws accordingly.
Other Items
Water and Waste water
CAO Discussion
Issues around water and wastewater planning were also discussed and it was agreed
that a committee of CAOs meet with the County Public Works group to discuss and
develop improvements to forecasting, system expansion and interim financing for
growth required services.
Joint Purchasing Position
CAO Discussion
Discussion was held on whether or not it would be advantageous to have a joint
purchasing option coordinated at the County level. Some municipalities were in favour
of exploring this option, while others did not see it necessary and were concerned about
added expenses when not required.
It was ultimately decided that interested municipalitie s should work together to
determine their purchasing needs and make partnerships where warranted.
Joint Health and Safety Coordinator
CAO Discussion
The idea of a County staff position(s) for a health and safety coordinator was discussed.
There were again various opinions if this should be a County position, or whether this
could be a shared resource by interested local municipalities. The consensus reached
was whether it was a county position or a shared partnership it should be based on a
user pay agreement, whereby only those utilizing the service would pay for its costs.
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As mentioned earlier, this list of recommendations rep resents a consensus position of Oxford
County Area CAOs. One of the more significant recommendations is the further study to
identify efficiencies of contracting County road maintenance to the Area Municipalities. The
consensus is to collectively budget funds in the 2021 budget to undertake this review.
This undertaking has resulted in increased dialogue amongst our municipal partners and as
such is one of the most positive outcomes of the effort. There is a common commitment to
continue regular discussions which will undoubtedly result in fresh ideas to find new ways to
deliver services more efficiently and new ways to improve service delivery working collectively.
CONSULTATION
Oxford County Area CAOs
FINANCIAL IMPACT/FUNDING SOURCE
The financial implications are detailed within the Watson report itself, and captured for the
most part in the background section of this staff report.
Where costs are noted there is often a variation, or range of potential costs or cost saving
dependant on the take up, or number of municipalities that might participate in any given
undertaking.
More detail budgting and cost estimations would have to be undertaken to fine tune any
additional costs for cost savings that have been noted in the report.
The Town of Tillsonburg was successful in receiving Municipal Modernization Program funding
in the amount of $120,275.00 towards the projec t Tillsonburg Service Delivery Review. Of this
amount, approximately $38,000 is allocated towards the Recreation, Culture and Parks
Department Service Delivery Review, with the remainder allocated towards fulfilling the
recommendations allocated in the Oxford County Service Delivery Review.
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
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☒ 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
ATTACHMENT(S)
Appendix A – Service Delivery Review, Oxford County Municipalities, April 30, 2020
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Watson & Associates Economists Ltd.
905-272-3600
April 30, 2020 info@watsonecon.ca
Service Delivery Review
_________________________________________
Oxford County Municipalities
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Watson & Associates Economists Ltd.
H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx
Table of Contents
Page
Executive Summary ....................................................................................................... i
1. Introduction ...................................................................................................... 1-1
1.1 Background ............................................................................................. 1-1
1.2 Study Objectives ..................................................................................... 1-2
1.3 Study Assumptions and Data .................................................................. 1-3
2. Oxford County Restructuring Study - 2000 ................................................... 2-1
2.1 Overview ................................................................................................. 2-1
2.2 Oxford County Restructuring Study – Phase I report .............................. 2-1
2.2.1 Overview .................................................................................... 2-1
2.2.2 Results and Recommendations ................................................. 2-2
2.3 Oxford County Restructuring Study – Phase II report ............................. 2-3
2.3.1 Overview .................................................................................... 2-3
2.3.2 Results and Recommendations ................................................. 2-3
2.4 Implementation of Recommendations .................................................... 2-5
3. Service by Service Analysis ........................................................................... 3-1
3.1 Overview and Commentary .................................................................... 3-1
3.2 Service Analysis ..................................................................................... 3-3
3.2.1 Administration ............................................................................ 3-3
3.2.2 Animal Control ........................................................................... 3-7
3.2.3 Development Charges ............................................................... 3-9
3.2.4 Debt Financing ......................................................................... 3-11
3.2.5 Municipal Licencing .................................................................. 3-14
3.2.6 Tax Collections ........................................................................ 3-16
3.2.7 Tax Policy ................................................................................ 3-18
3.2.8 Fire ........................................................................................... 3-21
3.2.9 Police ....................................................................................... 3-25
3.2.10 Building Services, Chief Building Officials, and Property
Standards................................................................................. 3-28
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Table of Contents (Cont’d)
Page
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H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx
3.2.11 Emergency Management ......................................................... 3-32
3.2.12 Roads, Bridges, Culverts, Active Transportation, and
Structures................................................................................. 3-35
3.2.13 Transit ...................................................................................... 3-40
3.2.14 Airports .................................................................................... 3-42
3.2.15 Wastewater .............................................................................. 3-45
3.2.16 Water ....................................................................................... 3-48
3.2.17 Water/Wastewater Asset Management, Capital
Programming, Financing, and Billing ....................................... 3-51
3.2.18 Stormwater Management Ponds .............................................. 3-54
3.2.19 Solid Waste Management ........................................................ 3-56
3.2.20 Municipal Drains ...................................................................... 3-61
3.2.21 Cemeteries ............................................................................... 3-64
3.2.22 Parks and Recreation .............................................................. 3-67
3.2.23 Libraries ................................................................................... 3-86
3.2.24 Cultural Services ...................................................................... 3-95
3.2.25 Trails ...................................................................................... 3-100
3.2.26 Land-use Planning ................................................................. 3-105
3.2.27 Economic Development ......................................................... 3-110
3.2.28 Forestry and Woodlands Conservation .................................. 3-117
3.2.29 Ambulance ............................................................................. 3-120
4. Observations and Commentary ..................................................................... 4-1
4.1 Recommendations Related to Cost Savings ........................................... 4-1
4.2 Recommendations Related to Enhancing Service Levels ...................... 4-1
4.3 Other Recommendations ........................................................................ 4-2
5. Conclusion and Next Steps ............................................................................ 5-1
5.1 Concluding Observations ........................................................................ 5-1
5.2 Next Steps .............................................................................................. 5-1
Appendix A Municipal and Service Profiles .......................................................... A-1
Municipal Profiles...................................................................................................... A-2
Oxford County ...................................................................................................A-2
Blandford-Blenheim ...........................................................................................A-4
East-Zorra-Tavistock .........................................................................................A-6
Ingersoll .............................................................................................................A-8
Norwich ........................................................................................................... A-10
South-West Oxford .......................................................................................... A-12
Tillsonburg ....................................................................................................... A-14
Woodstock ....................................................................................................... A-16
Zorra .............................................................................................................. A-18
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Service Profiles ....................................................................................................... A-20
Administration .................................................................................................. A-21
Animal Control ................................................................................................. A-28
Development Charges ..................................................................................... A-31
Debt Financing ................................................................................................ A-35
Municipal Elections .......................................................................................... A-38
Municipal Licensing ......................................................................................... A-40
Tax Collections ................................................................................................ A-44
Tax Policy ........................................................................................................ A-48
Fire .............................................................................................................. A-51
Police .............................................................................................................. A-60
Building Services and Chief Building Officials and property standards ............ A-68
Emergency Management ................................................................................ A-75
Roads, Bridges, Culverts, Active Transportation, and structures..................... A-81
Transit ............................................................................................................. A-99
Airports .......................................................................................................... A-104
Wastewater (Municipal) ................................................................................. A-109
Water (Municipal) .......................................................................................... A-121
Stormwater .................................................................................................... A-131
Solid Waste Management ............................................................................. A-136
Municipal Drains ............................................................................................ A-147
Public Health ................................................................................................. A-152
Ambulance..................................................................................................... A-156
Cemeteries .................................................................................................... A-160
Social Assistance (Ontario Works) ................................................................ A-167
Childcare (Early Years) ................................................................................. A-171
Social and Supported Housing ...................................................................... A-174
Long-term Care homes (senior services) ...................................................... A-178
Parks and Recreation .................................................................................... A-182
Libraries ......................................................................................................... A-202
Cultural Services (museums, arts galleries, and performing arts centres) ..... A-213
Trails ............................................................................................................ A-222
Land-use Planning ......................................................................................... A-229
Economic Development ................................................................................. A-234
Forestry, and Woodlands Conservation ........................................................ A-244
Appendix B Results of the Triple Majority Process on the 11 Services ............. B-1
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List of Acronyms and Abbreviations
Acronym Full Description of Acronym
A.M.P. Asset Management Plan
B.C.A. Building Code Act
C.B.C. Community Benefits Charge
C.B.O. Chief Building Official
C.E.M.C. Community Emergency Management Coordinator
C.I.P. Community Improvement Plan
D.C. Development Charges
D.C.A. Development Charges Act
F.I.R. Financial Information Return
F.T.E. Full-time Equivalent
G.I.S. Geographical Information System
I.T. Information Technology
M.T.O. Ministry of Transportation Ontario
O.P. Official Plan
O.P.A. Official Plan Amendment
O.P.P. Ontario Provincial Police
P.T.E. Part-time Equivalent
S.W.M. Stormwater Management
T.A.A.C. Tillsonburg Airport Advisory Committee
VoIP Voice over Internet Protocols
W.W.T.P. Wastewater Treatment Plant
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Executive Summary
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Executive Summary
1. This report provided herein represents the Service Delivery Review undertaken
for the Oxford County Municipalities by the Consulting Team of Watson &
Associates Economists (Ltd.), Dillon Consulting Ltd. (Dillon), and Monteith Brown
Planning Consultants (Monteith). This report has been prepared as a result of a
coordinated effort by the Oxford County Municipalities to seek potential
efficiencies and modernization opportunities. The contents include the following:
• Chapter 1 – Introduction
• Chapter 2 – Review of the 2000 Oxford County Restructuring Studies
• Chapter 3 – Service-by-Service Analysis
• Chapter 4 – Observations and Commentary
• Chapter 5 – Conclusion and Next Steps
2. Oxford County is comprised of 8 local municipalities and one regional
government. The local municipalities are Blandford-Blenheim, East Zorra-
Tavistock, Ingersoll, Norwich, South-West Oxford, Tillsonburg, Woodstock, and
Zorra. Historically, the Oxford County municipalities have practiced cooperation,
shared resources, and developed formal and informal partnerships with each
other.
In 2019, the Ministry of Municipal Affairs and Housing commenced a Regional
Government Review to assess the efficiency and accountability of the existing
two-tier system. To complete this review, the Province appointed two special
advisors. The mandate of the advisors was to provide expert advice to the
Minister of Municipal Affairs and Housing and to make recommendations that
focused on questions regarding municipal governance, decision-making, and
municipal service delivery. Mainly, are services being provided effectively,
efficiently, and appropriately through the Regional government structures.
While undertaking the study, and throughout the Provincial review process, the
government heard that local communities should decide what is best for them in
terms of governance, decision-making, and service delivery. As a result, the
Province completed their review with the recommendation that local
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municipalities undertake their own reviews. Further to this, in early 2019 the
Province provided grant funding for municipalities to undertake these service
delivery reviews, implement recommendations, and modernize service delivery
through technologies. This grant funding was provided through the Service
Modernization Funding for Small and Rural Communities. From this grant
funding the municipalities decided to undertake a Service Delivery Review.
3. The overall objective of this study is to assist the municipalities in providing
municipal services to residents of the County efficiently. To achieve this
objective, the study first seeks to identify the current service delivery method and
framework for which the service is delivered. This is achieved through the
service profiles provided in Appendix A.
Through discussions with the County municipalities it is clear that the
municipalities have established a relationship built on cooperation, resource
sharing, and partnerships. These relationships between municipalities have
provided many opportunities to reduce costs and deliver services m ore
efficiently. As a result, this study seeks to highlight established best practices in
the County by including these points in the “strengths” section of the SWOT
analysis provided in Chapter 3.
This study also aims to provide recommendations regarding potential
opportunities for efficiencies in service delivery. Through discussions with staff
and senior management, opportunities for efficiencies were identified.
To summarize, the main objectives of this study are:
a. Identify current practices in service delivery;
b. Identify existing practices that assist in providing services efficiently; and
c. Identify potential opportunities to provide municipal services more
efficiently.
4. The service profiles provided in Appendix A layout the services provided by the
municipality and how these services are currently delivered throughout the
County. Each profile identifies which municipality provides the services and
includes the following sections:
a. General Description
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b. Legislative Framework
c. Level of Service
d. Operating Expenditures
e. Operating Revenues
f. Staffing/Resources
g. Contracted Services
h. Union Contracts
i. Assets;
j. Asset Management Plan and Capital Budget Policies; and
k. Best Practices.
In total, 37 services were identified to be included in this study. Through
discussions with the municipalities, review of applicable legislative framework,
and other factors, it was determined that some services would not be included in
the detailed analysis. These factors include minimal potential for cost savings,
service delivery and/or funding determined by legislation, and uncertainty of
service provision due to proposed changes in legislation. Table ES-1 provides a
list of the services included in the report.
5. For the detailed service-by-service analysis provided in Chapter 3, a SWOT
analysis was utilized to organize the findings as follows:
a. Strengths – Current best practices and examples of what the
municipalities currently do to provide efficiencies.
b. Weaknesses – Areas where service
delivery could be improved.
c. Opportunities – Activities for which
the recommendations are based.
These include next steps that may increase service levels, decrease
costs, or provide areas for further review.
d. Threats – Potential changes to legislation or perceived issues with
respect to service delivery.
Each subsection of Chapter 3 provides a number of recommendations for the
municipalities to consider. These recommendations resulted from discussions
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with municipal staff, including service level staff, as well as a review or relevant
documents and the experience of the Consulting Team.
6. The recommendations for each service were provided under three categories :
decreased costs, enhanced service levels, or other.
a. Recommendations Related to Cost Savings – If all recommendations
are implemented, the total potential cost savings may range from $97,500
to $853,000. As well, total one-time cost savings for “joint purchase of IT
services” will subsequently be determined based upon review of each
municipality’s needs. As a result, savings will vary for each municipality.
In certain instances, potential additional cost savings have been noted,
however, quantification will be realized through further review by staff as
per the recommendations. Table ES-2 provides a summary of these
detailed recommendations.
b. Recommendations Related to Enhancing Service Levels – If all
recommendations are implemented, the total potential annual cost
increases may range from $380,000 to $1,500,000. Additionally, the total
one-time costs range from $75,000 to $100,000. In certain instances,
additional study/review has been identified and this further review will
quantify potential further increases to service levels and any associated
costs. Table ES-3 provides a summary of these detailed
recommendations.
c. Other Recommendations - These recommendations are related to policy
matters, mitigating risks, and matters for further review, and are
summarized in Table ES-4
7. Next Steps - Each local area municipal Council and County Council will receive
this report for their review and consideration. Upon review and consideration of
the report, the CAOs of the municipalities and their respective Councils may wish
to prepare an implementation plan that organizes the recommendations into
immediate, short-term, and longer-term recommendations that may be
considered accordingly. Where identified that further review and/or study is
required, the area municipalities and the County may wish to begin undertaking
those reviews in the shorter-term.
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Table ES-1
Oxford County Municipalities
List of Services
Service Lead Consultant Service
Profile
Service
Analysis
Administration Watson ✔✔
Animal Control Watson ✔✔
Development Charges Watson ✔✔
Debt Financing Watson ✔✔
Electric Utilities (Local Development Corp)Watson ✔
Municipal Elections Watson ✔
Municipal Licensing Watson ✔✔
Tax Collections Watson ✔✔
Tax Policy Watson ✔✔
Fire Dillon ✔✔
Police Watson ✔✔
Court Services Watson ✔
Building Services and Chief Building Officials and
Property Standards Watson ✔✔
Emergency Management Dillon ✔✔
Roads, Bridges, Culverts, Active Transportation,
and Structures Dillon ✔✔
Transit Dillon ✔✔
Airports Dillon ✔✔
Wastewater (Municipal)Dillon ✔✔
Water (Municipal)Dillon ✔✔
Water/Wastewater Asset Management, Capital
Programming, Financing and Billing Dillon ✔✔
Stormwater Dillon ✔✔
Solid Waste Management Dillon ✔✔
Municipal Drains Dillon ✔✔
Public Health Watson ✔
Ambulance Dillon ✔✔
Cemeteries Dillon ✔✔
Social Assistance (Ontario Works)Watson ✔
Childcare (Early Years)Watson ✔
Social and Supported Housing Watson ✔
Long-term Care Homes (senior services)Watson ✔
Parks and Recreation Monteith Brown ✔✔
Libraries Monteith Brown ✔✔
Cultural Services (museums, arts galleries, and
performing arts centres)Monteith Brown ✔✔
Trails Monteith Brown ✔✔
Land-use Planning Watson ✔✔
Economic Development Watson ✔✔
Forestry and Woodlands Conservation Watson ✔✔
Social Housing
Recreation and Cultural Services
Planning and Development
General Government
Protection Services
Transportation Services
Environmental Services
Health Services
Social and Family Services
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Table ES-2
Oxford County Municipalities
Summary of Cost Saving Recommendations
Service Recommendations Summary Annual Cost Savings One-time Cost Savings Benefiting Municipalities
Animal Control Joint contract tender $1,500 to $7,500 All local municipalities
Tax Collections Reduction in arrears mailing frequency $500 to $6,300 All local municipalities
Police Consolidation of Police Boards $3,000 to $83,000
Blandford-Blenheim, East
Zorra-Tavistock, Ingersoll,
Norwich, and Tillsonburg
Building Services, Chief Building Officials,
and Property Standards
Joint Purchase of IT Services to
integrate Building and Finance
software
To be determined upon
review of IT needs All local municipalities
Emergency Management
Additional coordination and assistance
from County resource to eliminate
duplication of effort
$0 to $1,200 All local municipalities
Roads, Bridges, Culverts, Active
Transportation, and Structures
Undertake detailed review of service
provsion for operations, other studies,
and formalization of service
agreements
$50,000 to $150,000 All municipalities
Wastewater Development of capital plan for
optimization
Exact amount may vary based on outcomes
of further study County
Water/Wastewater Asset Management,
Capital Programming, Financing, and Billing Review option for single billing provider $0 to $10,000 All municipalities
Solid Waste Management Combined contracts and alignment of
large item collection $0 to $220,000 All municipalities
Municipal Drains Reduce time spent on doing locates $2,500 to $5,000
Blandford-Blenheim, East
Zorra-Tavistock, Norwich,
SouthWest Oxford, and Zorra
Cemeteries Coordinated purchasing To be assessed by individual municipality
Blandford-Blenheim, Ingersoll,
Norwich, SouthWest Oxford,
Tillsonburg, and Zorra
Parks and Recreation Coordinated purchasing and user
fee/cost recovery analysis $40,000 to $330,000 All local municipalities
Trails Sharing of specialized maintenance
equipment $0 to $40,000 All municipalities
Land-use Planning Consolidation of Public Meetings May vary by municipality All municipalities
Ambulance and Fire Coordination of ambulance/fire space No immediate financial impact but should
be reviewed when new stations required All local municipalities
Total $97,500 to $853,000
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Table ES-3
Oxford County Municipalities
Summary of Enhanced Service Level Recommendations
Service Recommendations Summary Annual Cost One-time Cost Benefiting Municipalities
Fire, Police, Ambulance, Emergency Management, Roads,
Water and Wastewater Common system for notifications $75,000 All municipalities
Administration Standardize procurement process, addition of staff, and County-
wide VOIP system $160,000 to $210,000 All municipalities
Municipal Licencing Standardization of fees Cost Neutral All local municipalities
Fire Additional fire inspectors $80,000 to $480,000 Blandford-Blenheim, East Zorra-Tavistock,
Norwich, SouthWest Oxford, and Zorra
Building Services, Chief Building Officials, and Property
Standards
Quarterly chapter meetings, shared IT personnel, and AMANDA
Implementation Cost Neutral All municipalities
Emergency Management Clarification of County Emergency Management Coordinator
role Cost Neutral County
Roads, Bridges, Culverts, Active Transportation, and Structures Standardized boundary road agreement and transportation
master plan $75,000 to $100,000 All municipalities
Transit Coordinated funding applications and enhance desirability of
transit Cost Neutral Ingersoll, Tillsonburg, and Woodstock
Water Development of procedure for changes to water system Cost Neutral All municipalities
Stormwater Management Ponds Joint stormwater management pond maintenance program Cost Neutral Blandform-Blenheim, Ingersoll, and Zorra
Solid Waste Management Encouragement of backyard composting Cost Neutral All municipalities
Municipal Drains Full-time drainage superintendent Cost Neutral*Blandford-Blenheim, East Zorra-Tavistock,
Norwich, SouthWest Oxford, and Zorra
Cemeteries Develop working group and establish contingency reserve Reserve transfers to be assessed by
individual municipality
Blandford-Blenheim, Ingersoll, Norwich,
SouthWest Oxford, Tillsonburg, and Zorra
Parks and Recreation Additional staff positions, further study, establishment of a
working group, and coordination of program schedules.$0 to $275,000 All municipalities
Libraries
Integrated systems between the County and Woodstock,
coordinated purchasing, inventory current staff and strategically
recruit, and utilization of technologies.
$0 to $10,000 All municipalities
Cultural Service
Utilize facilities as community space, collaborate with
neighbouring municipalities, and create links with economic
development and tourism
Cost Neutral All municipalities
Trails
Review existing agreements, coordinate promotion and
development of trails, formalize maintenance standards across
the County, and share equipment
Cost Neutral All municipalities
Land-use Planning Addition of Planning Coordinators, Revisions to policies, and
water/wastewater approval authority to local municipalities $65,000 to $450,000 All municipalities
Economic Development Establishment of policy to share investment leads Cost Neutral All municipalities
Forestry and Woodlands Conservation Joint training of staff Cost Neutral All municipalities
Total $380,000 to $1,500,000 $75,000 to $100,000
*Note: drainage superintendent positions are funded through Provincial grants and are able to be charged back to the property owner
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Table ES-4
Oxford County Municipalities
Other Recommendations
Service Recommendations Summary Benefiting Municipalities
Development Charges Continued coordination as opportunities arise All municipalities (except Woodstock)
Debt Financing Review process for acquiring financing All municipalities
Municipal Licencing Include higher fees for non-residents All local municipalities
Tax Policy Create a formal policy for cooperation and
coordination All municipalities
Airport Develop long-term plan and review economic benefit
through study Tillsonburg
Land-use Planning Update County planning by-laws for risk mitigation County
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Report
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Chapter 1
Introduction
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1. Introduction
1.1 Background
Oxford County is comprised of 8 local municipalities and one regional government. The
local municipalities are Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich,
South-West Oxford, Tillsonburg, Woodstock, and Zorra. In total, the County and area
municipalities encompass approximately 2,000 sq.km and serves approximately
114,000 residents. Historically, the Oxford County municipalities have practiced
cooperation, shared resources, and developed formal and informal partnerships with
each other. These practices have allowed the County to gain efficiencies in matters
such as purchasing, project tendering, training, etc. However, the County municipalities
requested a review of service delivery throughout the County to ensure that services are
being provided efficiently.
In 2019, the Ministry of Municipal Affairs and Housing commenced a Regional
Government Review to assess the efficiency and accountability of the existing two-tier
system. To complete this review, the Province appointed two special advisors. The
mandate of the advisors was to provide expert advice to the Minister of Municipal Affairs
and Housing and to make recommendations that focused on the following questions:
1. Questions on municipal governance and decision-making;
a. Is the decision-making (mechanisms and priorities) of upper- and lower-tier
municipalities efficiently aligned?
b. Does the existing model support the capacity of the municipalities to make
decisions efficiently?
c. Are two-tier structures appropriate for all of these municipalities?
d. Does the distribution of councillors represent the residents well?
e. Do the ways that regional councillors/heads of council get elected/appointed
to serve on regional council help to align lower- and upper-tier priorities?
2. Questions on municipal service delivery;
a. Is there opportunity for more efficient allocation of various service
responsibilities?
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b. Is there duplication of activities?
c. Are there opportunities for cost savings?
d. Are there barriers to making effective and responsive infrastructure and service
delivery decisions?
This report was initiated to address the municipalities’ request to review service delivery
to ensure efficiency. While undertaking the study, and throughout the Provincial review
process, the government heard that local communities should decide what is best for
them in terms of governance, decision-making, and service delivery. As a result, the
Province completed their review with the recommendation that local municipalities
undertake their own reviews. Further to this, in early 2019 the Province provided grant
funding for municipalities to undertake these service delivery reviews, implement
recommendations, and modernize service delivery through technologies. This grant
funding was provided through the Service Modernization Funding for Small and Rural
Communities.
The report, provided herein, is designed to establish the current service delivery
methods (Appendix A), review past service delivery analysis (Chapter 2), and analyse
potential efficiencies to the provision of services in the County (Chapter 3). These
recommendations and potential fiscal impacts are summarized in Chapter 4.
1.2 Study Objectives
The overall objective of this study is to assist the municipalities in providing municipal
services to residents of the County efficiently. To achieve this objective, the study first
seeks to identify the current service delivery method and framework for which the
service is delivered. This is achieved through the service profiles provided in Appendix
A.
Through discussions with the County municipalities it is clear that the municipalities
have established a relationship built on cooperation, resource sharing, and
partnerships. These relationships between municipalities have provided many
opportunities to reduce costs and deliver services more efficiently. As a result, t his
study seeks to highlight established best practices in the County by including these
points in the “strengths” section of the SWOT analysis provided in Chapter 3.
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This study also aims to provide recommendations regarding potential opportunities for
efficiencies in service delivery. Through discussions with staff and senior management,
opportunities for efficiencies were identified.
To summarize, the main objectives of this study are:
1. Identify current practices in service delivery;
2. Identify existing practices that assist in providing services efficiently; and
3. Identify potential opportunities to provide municipal services more efficiently.
1.3 Study Assumptions and Data
To prepare the service profiles and analysis, a number of sources of information were
compiled. These documents included Official Plans, Development Charge Background
Studies, Master Plans, etc. These documents provided background on each of the
services analysed.
With respect to financial information, as the study involves 9 municipalities, a standard
form of information was required. As a result, each municipality’s 2018 Financial
Information Return (F.I.R.) was utilized for the service profiles. In preparing the analysis
in Chapter 3, more detailed budget data was also consulted when con sidering specific
cost adjustments resulting from the recommendations.
It is recognized that there are some potential inaccuracies when utilizing F.I.R.
information which can include miscategorized revenues or expenditures, and varying
interpretations of information categories. However, the F.I.R. is still a reasonable
source of data to utilize for comparison purposes as the data is mainly used to identify
cost differences in service provision among the County municipalities. Where
anomalies exist, discussions with staff helped to determined if this was in fact a varying
cost in the provision of service, or a varied interpretation of F.I.R. categorization.
Where detailed budget data was unavailable, high-level budget data was used to
supplement the gaps in the F.I.R.
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Chapter 2
Oxford County Restructuring
Study – 2000
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2. Oxford County Restructuring Study - 2000
2.1 Overview
In the late 1990’s to early 2000’s the Ontario government initiated municipal
restructuring across the Province. Brant County, Haldimand County, Norfolk County,
Municipality of Chatham-Kent, and the Cities of Ottawa, Hamilton, Prince Edward
County, Greater Sudbury, Toronto, and Kawartha Lakes are all a result of this process
and were restructured between 1998 and 2001. The Ministry of Municipal Affairs and
Housing identified five (5) key objectives:
1. Fewer municipal politicians;
2. Lower taxes;
3. Better, more efficient service delivery;
4. Less bureaucracy; and
5. Clear lines of responsibility and better accountability at the local level.
In response to the Provincial government restructuring, Oxford County initiated a study
to review their service delivery. This study was conducted in two phases. The first
phase was completed by Watson (formerly C.N. Watson & Associates Ltd.) and the
second phase was completed by K.P.M.G. The following provides an overview of the
two reports, along with the recommendations, and resulting implementation by the
County.
2.2 Oxford County Restructuring Study – Phase I report
2.2.1 Overview
Watson was retained to review service delivery in the County as it related to objective
number 5 noted above. That is, the study and resulting report’s purpose was to
determine “clear lines of responsibility and better accountability at the local level by
reducing duplication and overlap”. This study process included extensive public , staff,
and council engagement. The study included 8 focus group sessions with staff and
councillors, 8 focus groups sessions with councillors alone and 8 public meetings, one
in each municipality within the County and two meetings with the study steering
committee. In addition, a myriad of opportunities for input was afforded to staff,
politicians and the general public by way of a survey available on the internet, at every
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municipal office and library within the County, by phone, e-mail or mail directly to the
consultants.
2.2.2 Results and Recommendations
Watson reviewed a total of 38 services provided within the County and made
recommendations to County Council as to which level of government would be best
suited to provide the service. The report used a number of criteria to determine if each
service was currently provided by the appropriate level of government. Out of the 38
services reviewed, it was determined that 27 of the services were provided by the
appropriate level of government (i.e. local level vs. County). These services met the
criteria required to satisfy objective number 5 noted above.
Of the remaining 11 services it was recommended that these services did not meet the
principle of “clear lines of responsibility and better accountability at the local level by
reducing duplication and overlap”. It was noted that these services were either being
provided at the inappropriate level of government or the appropriate jurisdiction was
unclear. As a result, these services were recommended to be studied with respect to
the other provincial objectives (i.e. studied in Phase II).
The following provides a summary of the recommendations for the 11 services:
Service Current Service
Provider
Recommended
Service Provider
Currently Met the
Criteria to
Migrate
Jurisdiction
Airport (Tillsonburg) Local municipality County No
Building Inspection
and Property
Standards
Local municipality County Yes
By-law Enforcement Local municipality County Yes
Fire Protection Local municipality County Yes
Police Local municipality County Yes
Tax Billing and
Collection
Local municipality County No
Waste Management
Collection
Local municipality County No
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Service Current Service
Provider
Recommended
Service Provider
Currently Met the
Criteria to
Migrate
Jurisdiction
Economic
Development
Local municipality
and County
County No
Libraries Local municipality
and County
County Yes
Roads Local municipality
and County
County Yes
Tourism Local municipality
and County
County Yes
2.3 Oxford County Restructuring Study – Phase II report
2.3.1 Overview
As part of the Phase II analysis, Oxford County retained K.P.M.G. to analyse the 11
services identified in Phase I for further review. This report was tasked with reviewing
the service delivery with respect to the five (5) objectives noted in section 2.1. Part one
of the report provided a summary of the current delive ry model for each service and
Part two provided recommendations for these services. This report took a more
quantitative approach to the analysis than the first Phase and identified the potential
savings of the recommendations.
2.3.2 Results and Recommendations
Based on the five (5) objectives identified by the Ministry, the following
recommendations were provided for each of the services:
Service Recommendations
Airport (Tillsonburg) Remain the responsibility of Tillsonburg
Building Inspection and
Property Standards
Remain at the local level
By-law Enforcement Remain at the local level
Fire Protection Remain at the local level with some improvements.
Recommended improvements included:
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Service Recommendations
• Improved access to training, public education,
investigation, and risk management through inter-
force co-operating.
• Potential for a Fire Chief to lead more than one
force.
• Common dispatch service across the County
which could include fire, police, and ambulance.
Police Remain at the local level
Tax Billing and Collection Remain at the local level
Waste Management
Collection
Move to the County
Economic Development Business Development to remain at the local level and
the requirement for County approval of land purchased
be eliminated.
Additionally, the County should develop an economic
strategic plan.
Libraries Remain at the local level for Woodstock and at the
County level for all other municipalities.
Roads Remain split between the County and area
municipalities with improvements.
Improvements include:
• Joint purchasing and tendering, co-operative
planning of capital projects, share of major fleet,
and conducting a Route Optimization Study.
• A common pool of engineering resources related
to the design, tendering, and supervision of
capital projects should be consolidated.
Tourism Move to the County, however, distribution of materials
should be carried our using local municipal facilities.
In addition to the recommendations with respect to the above services, it was also
recommended that the County provide expanded computerization of services (e.g. one -
stop web portal, a customer relations management program, a recreation facility
booking program, electronic document management, and standard software programs).
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2.4 Implementation of Recommendations
As noted in the previous section only Waste Management Collection and Tourism were
recommended to move to the County, all other services were to remain the
responsibility of the local municipality. Subsequent to KPMG’s Phase II report,
additional analysis was prepared for each of the 11 services in July of 2000. Some
recommendations were revised as per these reports. These recommendations were
sent to each local council as well as County council for review and support. To obtain
support for the recommendations, the County sought to receive a Triple Majority for
each recommendation. A Triple Majority occurred when County council and the
majority of municipalities representing the majority of the electors voted in support of the
recommendation. Appendix B provides a summary of the recommendations and each
Council’s decision.
Today, it can be seen that all of the recommendations from the Phase II report have
been established (or remained), with the exception of the following:
• Fire
o Potential for a Fire Chief to lead more than one force.
o common dispatch service across the County.
• Roads
o A common pool of engineering resources should be consolidated.
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Chapter 3
Service by Service Analysis
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3. Service by Service Analysis
3.1 Overview and Commentary
As noted in the introduction, the Province provided municipalities funds through the
Service Modernization Funding for Small and Rural Communities to conduct service
delivery reviews to plan, modernize, and improve the way municipalities provide
services to their communities. Additionally, as noted in Chapter 2, the County and area
municipalities underwent a detailed review of service delivery on both a qualitative
(Phase I report) and quantitative (Phase II report) basis. This work provided valuable
insight into the delivery of services and established a sound basis for each delivery
method. As a result, the analysis presented herein provides discussion and
recommendations on providing efficiencies in the delivery of services, while maintaining
the current service delivery methods established.
The analysis is separated into the following components:
• Municipal Profiles – These profiles (provided in Appendix A) provide a brief
description of each municipality and information summarized from the
municipalities’ 2018 Financial Information Returns.
• Service Profiles – These profiles (provided in Appendix A) provide the current
state and provision of services in the County. The profile is separated into the
following for each service:
o General Description
o Legislative Framework
o Level of Service (if applicable)
o Expenditure and Revenue Information
o Staffing/Resources
o Contracted Services
o Union Contracts
o Assets
o Asset Management Planning and Capital Budgeting Policies
• Service Analysis – Provided in the following
section. This analysis provides a brief
overview of the service provided in the
County, a SWOT analysis, and
Recommendations/Financial Impacts.
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In total, 37 services were identified to be included in this study. Through discussions
with the municipalities, review of applicable legislative framework, and other factors, it
was determined that some services would not be included in the detailed analysis.
Table A-1 in Appendix A provides for the list of services, the lead consultant reviewing
the service, and indicates if the service is included in the detailed analysis . A service
profile has been prepared for all services.
The services not analyzed further in this Chapter are provided below:
• Electric Utilities;
• Municipal Elections;
• Court Services;
• Public Health;
• Social Assistance;
• Childcare;
• Social and Supported Housing; and
• Long-term Care Homes.
These services were not analyzed further due to a n umber of factors including minimal
potential for cost savings, service delivery and/or funding determined by legislation, and
uncertainty of service provision due to current changes in legislation.
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3.2 Service Analysis
General Government
3.2.1 Administration
3.2.1.1 Overview
Municipalities Providing Administration Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Administration encompasses the following functions. At the end of this profile, a table is
included that provides if the service is provided by the municipality, shared between
municipalities, or contracted out.
• Administrative oversight and management
• Municipal Budgets and Business Planning
• Financial Planning
• Asset Management
• Risk Management
• Freedom of Information
• Human Resources
• Communications
• Clerk and Council support
• IT support (County provides to five area municipalities)
• GIS mapping services
• Web services (provided to area municipalities on an as needed basis)
• Enterprise VoIP system
• Enterprise electronic document management system
• Enterprise property management system
• Collaborative procurement for multi-function photocopiers (County,
Tillsonburg, Ingersoll, Woodstock)
• Legal Services
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All area municipalities as well as the County carry out administrative functions within
their respective jurisdictions.
Service Profile Reference: Page A-21
3.2.1.2 SWOT Analysis
Strengths
• Currently 6 out of the 9 municipalities in the County have transferred to the
same VOIP (Voice over internet protocol) service.
• Oxford County has coordinated projects with area municipalities. For
example, linear water or wastewater projects will be coordinated with local
road projects, where possible.
• There are regular meetings across the County related to asset management
planning to coordinate efforts in planning projects.
• Area municipalities utilize the expert knowledge of County I.T. staff, when
needed.
Weaknesses
• There is no separate purchasing department at the County; i.e. each
department manages their own purchasing.
• There is no purchasing expert at the County.
• There is no policy that requires regular procurement compliance checks.
Opportunities
• East Zorra-Tavistock plans to standardize procurement.
• Adding a purchasing expert in the County may provide an increased level of
service by limiting the number of purchasing issues and assisting area
municipalities.
• Some municipalities may benefit from adding a human resources expert in
the County. This resource could be hired by the County and shared with the
area municipalities or hired by the municipalities directly.
• If all municipalities in the County move to one VOIP system, a virtual 311 may
be established whereby all municipalities’ phones are linked. As a result, a
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resident may be transferred directly to a staff member from another
municipality.
Threats
• Not adding a purchasing expert in the County may result in higher costs for
materials and purchased services
• Not having a Human Resource position may result in higher staff related
costs through union negotiation and/or daily staff related matters
3.2.1.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Standardize
Procurement
Documents
All municipalities may
standardize
procurement
documents where
possible. This will limit
potential issues with
joint purchasing and
awarding contracts.
Increased
level of
service
Cost Neutral All
2. Addition of
Purchasing
Expert
A purchasing staff
member may be
added to County staff
who would provide
advice to the County
and area
municipalities and
could assist in
coordinated
purchasing. This will
limit potential issues
with purchasing and
awarding contracts.
This should be
Increased
level of
service – also
potential for
savings on
purchased
materials or
services
$75,000 to
$100,000 All
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
explored for further
review.
3. Addition of
Human
Resources
Staff
A Human Resource
staff member may be
added to County staff
and/or be a shared
staff between
agreeable
municipalities (as a
purchased service)
who would provide
human resource
services. This will limit
potential issues with
staffing.
Increased
level of
service
$85,000 to
$110,000 All
4. VOIP Phone
System
The remaining
municipalities
(Blandford-Blenheim,
Norwich, and
Woodstock) may
purchase the VOIP
phone system and
create one virtual 311
system.
Minor
Increased
level of
service
through
seamless
customer
service
experience
Cost Neutral All
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3.2.2 Animal Control
3.2.2.1 Overview
Municipalities Providing Animal Control Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Animal control services includes the authority to restrict pet ownership as well as the
pick-up of deceased or nuisance animals.
Animal control is provided by all area municipalities through service contracts. The
County is not responsible for delivering this service.
The area municipalities have animal control by-laws to provide for the licensing,
regulation, and control of animals within the municipalities. The by-laws provide for
Animal Control contractors to seize and impound any animals found at large. All
municipalities provide a similar service through contracts with third parties.
Service Profile Reference: Page A-28
3.2.2.2 SWOT Analysis
Strengths
• All municipalities contract out services to Hillside Kennels except for Zorra
who utilizes Kismutt animal control
• This service is administered by the Clerks in all municipalities, who meet
quarterly. This provides for open communication about the delivery of this
service.
Weaknesses
• As this service is contracted out, the contractor may deal with the public
directly instead of a municipal staff member
Opportunities
• Municipalities may work together to issue a joint tender for this service
Threats
• There is a difficulty in finding service providers in the County
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3.2.2.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Pursue a joint
tender for the
provision of animal
control services
In the writer’s
opinion, issuing
joint tenders for
contracts can
result in savings
in the range of
5%.
Decreased
Costs
5% of
Contract
Costs
All local
municipalities
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3.2.3 Development Charges
3.2.3.1 Overview
Municipalities Providing Development Charges
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Development Charges (D.C.s) are imposed to recover the capital costs associated with
residential and non-residential growth within a municipality. These capital costs are in
addition to what costs would normally be constructed as part of a subdivision (i.e.
internal roads, sewers, watermains, roads, sidewalks, streetlights, etc.). D.C.s are
imposed by all area municipalities as well as the County. D.C.s include the recovery for
both essential and non-essential services.
Service Profile Reference: Page A-31
3.2.3.2 SWOT Analysis
Strengths
• The most recent D.C. background studies were completed via a joint RFP
process with all municipalities participating except for Woodstock. This allows
for reduced costs for consulting services and for alignment of D.C. policies.
Aligning policies, specifically between the County and the area municipalities
may ease administrative burden at the area municipal level.
Weaknesses
• Each municipality must align their timing with the others. The need for
updates arising from completion of major studies may warrant an updated DC
prior to the timing for a combined approach.
Opportunities
• Regarding changes to the Development Charges Act and the introduction of
Community Benefits Charges (C.B.C.), all municipalities may enter a joint
tender process to update all D.C. studies and establish C.B.C. by-laws.
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Threats
• Recent changes to the Development Charges Act resulting from Bill 108.
These changes move some soft services from the D.C.A. to a new authority
under the Planning Act, freeze D.C.s at a rate imposed earlier in the
development process, and allow for installment payments for certain types of
development. This provides additional administrative burden and may limit
revenues collected.
3.2.3.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Joint tender for
D.C. by-law
updates and
C.B.C. studies/by-
laws
Regarding
changes to the
Development
Charges Act and
the introduction of
Community
Benefits Charges
(C.B.C.), all
municipalities
may enter a joint
tender process to
update all DC
studies and
establish C.B.C.
by-laws.
Continued
coordination as
opportunities
arise.
Continued
Savings
Resulting from
the joint
approach
Cost Neutral All
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3.2.4 Debt Financing
3.2.4.1 Overview
Municipalities Providing Debt Financing
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
All Municipalities including the County utilize debt financing. The County is required by
legislation to be the issuing body for long-term debt. Short-term debt for cash flow loans
(e.g. bank loans) can be secured by each of the area municipalities. Long term debt is
issued either by a public debenture issue or an Infrastructure Ontario Loan through the
County as a coordinated practice.
When a local municipality requires debt financing, the County is contacted. The County
will then issue debt through Infrastructure Ontario (or a public issue). A by -law is
passed both at the County level and at the local municipality level for the amount of the
debt and the funds are passed down to the local municipality through the County. For
repayment, the local municipality will provide the County with payments which are then
sent to Infrastructure Ontario (or other source of funds).
For all area municipalities except Woodstock, there is no specific policy in place with
respect to a threshold for debt issuance. In Woodstock, the City does not issue debt for
projects less than $100,000 (i.e. they would cash flow those projects from reserves). In
all cases, municipalities first seek to fund projects from reserves or contributions from
the operating budget, then rely on debentures when required.
The County has prepared its own Debt Management Policy, Reserve Policy, and Long -
term Sustainability Policy which provides guidelines for financing County capital.
Generally, the County issues debt for County projects over a ten -year period. Debt is
only issued for longer terms if it can be justified. The County does not restrict the area
municipalities to their 10-year policy.
Service Profile Reference: Page A-35
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3.2.4.2 SWOT Analysis
Strengths
• Under the Regional government structure, section 401(3) of the Municipal Act
states that the County must issue all long-term debt. As a result, the credit
rating of the County (AA+) benefits all municipalities by having a lower
borrowing interest rate for publicly issued debt.
• All municipalities seek to finance projects from existing reserves where
possible and as a result have ample debt capacity (as defined by the
Province).
• There have been no issues to-date with respect to area municipalities
obtaining debt financing through the County.
Weaknesses
• Area municipalities are not able to issue their own long-term debt. Timing of
debt issuance is on a coordinated basis which may limit the timing of revenue
receipts.
• Additional administrative burden as a result. Both the County and area
municipalities must pass a by-law with respect to the debenture issue.
Opportunities
• The County and area municipalities may discuss amendments to section
401(3) with the Province to streamline debenture issues and limit
administrative process.
Threats
• With changes to the Development Charges Act and downloading of services
to the County and area municipalities, a heavier reliance on debt financing
may be required.
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3.2.4.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. All municipalities
review the process
for acquiring debt
financing.
All municipalities
should provide a
coordinated review
of the process and
determine if a
request to review
Section 401(3) of the
Municipal Act is
warranted.
Potential future
impacts based
on review of
process
Cost
Neutral All
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3.2.5 Municipal Licencing
3.2.5.1 Overview
Municipalities Providing Municipal Licencing
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Area municipalities provide various licences (i.e. marriage, lottery, business, etc.)
through an application process. Residents/business owners are required to complete
applications and pay the applicable fees to obtain licences for various items which vary
by municipality (see below).
Municipal licencing is administered through each local municipality. The County is not
responsible for this service.
Service Profile Reference: Page A-40
3.2.5.2 SWOT Analysis
Strengths
• Ingersoll provides a separate fee for non-residents.
• Generally, fees are similar amongst municipalities in the County.
Weaknesses
• Varied licencing fees encourage residents to obtain licences in other
municipalities
Opportunities
• Municipalities may standardize fees to encourage residents to obtain licences
within their own municipality.
• Municipalities may institute a higher fee for non-residents of the municipality
to encourage residents to obtain licences within their own municipality.
• Municipalities may consider adding licencing fees not currently provided.
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Threats
• Based on the fees to obtain certain licencing, municipal residents may be
obtaining the licence from other municipalities thus creating additional
resource burden on that municipality.
3.2.5.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Standardize
fees
Standardizing fees
(that are not
mandated as per user
fee cost recovery
rules) among
municipalities may
encourage residents
to obtain licences in
their own municipality.
Increased level
of service Cost Neutral All local
municipalities
2. Add Non-
resident fees
Including higher fees
for non-residents of
the municipality may
increase revenues
and/or encourage
residents to obtain
licences in their own
municipality.
Potential
Increased
Revenues
0% to 2%
increased
revenues
All local
municipalities
3. Include fees
for licences not
currently
provided
Municipalities may
consider including
licences not currently
provided (e.g. East
Zorra-Tavistock and
South-West Oxford
may provide marriage
licences).
Increased level
of service Cost Neutral
East Zorra-
Tavistock and
South-West
Oxford.
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3.2.6 Tax Collections
3.2.6.1 Overview
Municipalities Providing Tax Collections
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
* ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
*County levy is collected by area municipalities
Each local municipality provides for tax billing and collections. The County levy is
collected by area municipalities. Property Taxes are billed twice each year and are due
in four instalments: February, May, August, and October. Any properties with
outstanding taxes due, receive arrears notices. These notices are sent out monthly in
East Zorra-Tavistock, in instalments in Zorra, and quarterly in all other municipalities.
Service Profile Reference: Page A-44
3.2.6.2 SWOT Analysis
Strengths
• Tax billing timing is consistent across all municipalities.
• All municipalities allow for monthly pre-authorized payments which enhances
cashflow and allows for property owners to simplify personal budgets.
• County municipalities follow a similar process to other municipalities in the
Province with respect to tax collections (i.e. when there are tax payments
outstanding, first they send out arrears notices, then move to collection
agency, before a tax sale of the property as a last resort).
• Most municipalities in the County issue arrears notices quarterly.
Weaknesses
• Arrears notices are mailed out at varying frequencies among municipalities,
some more frequently than others.
Opportunities
• It was discussed that the frequency of issuing arrears notices does not
significantly impact the rate of collection. As a result, all municipalities may
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wish to send out arrears notices less frequently (e.g. quarterly or semi-
annually).
Threats
• Municipalities are working within legislation and utilizing best practices, so no
observed threats.
3.2.6.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Reduce frequency
of arrears notice
mailings
Reducing the
frequency will
decrease mailing
cost and reduce
staff time spent
on this activity
Decreased
Costs
5% to 50%
($500 to
$6,000)
All local
municipalities
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3.2.7 Tax Policy
3.2.7.1 Overview
Municipalities Providing Tax Policy
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
Tax Policy is established annually by the County in consultation with all Area Municipal
Treasurers. The tax ratios are set by the County. The area Treasurers meet with the
County to give their input and recommendations into the ratios which are ultimately
approved by County Council.
Special Area Levies imposed by the County
Special Area
Levy
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
Libraries ✔ ✔ ✔ ✔ ✔ ✔ N/A ✔
Other Protection
Services ✔ ✔ ✔ ✔ ✔ ✔ N/A ✔
Sewer
(Sanitary/Storm) N/A N/A N/A N/A N/A ✔ N/A N/A
Special Area Levies Imposed by Area Municipalities
Blandford-
Blenheim
East Zorra-
Tavistock Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
N/A N/A N/A N/A N/A Parking N/A N/A
Service Profile Reference: Page A-48
3.2.7.2 SWOT Analysis
Strengths
• Strong cooperation in the County. Area municipal treasurers meet regularly
with the County to provide input with respect to tax policy (and other financial
matters).
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• The County has imposed special area levies for libraries, other protection
services, and sewer to ensure that only those municipalities that utilize the
service are taxed.
• County practice of setting tax ratios for their area municipalities is consistent
with most other Regional governments in Ontario (except for Peel Region).
Weaknesses
• No observed weaknesses for the present practice.
Opportunities
• As coordination and cooperation are paramount to limiting issues with tax
policy in the County, all municipalities may wish to establish a formal policy of
cooperation and coordination to ensure that future staff continue to meet
regularly and provide input into the County policy process.
Threats
• The success of this service is attributable to the cooperation in the County
amongst finance departments. If staff in the future are not as cooperative, it
may lead to issues for the area municipalities.
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3.2.7.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefitting
Municipalities
1. Create a policy
of cooperation
and
coordination
As coordination and
cooperation are
paramount to limiting
issues with tax policy
in the County, all
municipalities may
wish to establish a
formal policy of
cooperation and
coordination to
ensure that future
staff continue to
meet regularly and
provide input into the
County policy
process
N/A Cost Neutral All
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Protection Services
3.2.8 Fire
3.2.8.1 Overview
Municipalities Providing Fire Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Each municipality has established, through by-law, the level of service that will be
provided within their municipalities based on their needs and circumstances. These
services include fire suppression and rescue, water and ice rescue, rope and confined
space rescue, auto extrication and medical tiered response. The services provided by
each municipality will be prescribed under their respective fire department establishing
by-law. Normally these services also include fire prevention, public education, and fire
inspection responsibilities. The delivery of services provided is d ifferent between the
three urban municipalities (Woodstock, Tillsonburg and Ingersoll) and the five rural
municipalities (South-West Oxford, East Zorra-Tavistock, Zorra, Norwich and Blandford
Blenheim). With the exception of Woodstock, fire fighters in the municipalities rely on
volunteers.
The Office of the Fire Marshal and Emergency Management (O.F.M.E.M.) is the
authority with jurisdiction for minimum training requirements for firefighters in Ontario.
The urban and rural fire services require different types of training and response
procedures. The rural municipalities jointly fund a Training Officer, a p osition which has
had positive feedback. By identifying this as a common need, the rural municipalities
were able to fund a full-time position to meet their needs. The Joint Fire Service
Training Officer is on contract between the South-West Oxford, Zorra, East Zorra-
Tavistock, and Blandford-Blenheim.
There are Cross Boundary Response Agreements and Mutual Aide Agreements
between the different municipalities in Oxford County. The Cross-Boundary Response
Agreements outline which fire stations are contacted to dispatch services. Mutual Aide
Agreements outline which fire stations will respond to respond to an emergency if
requested by the original responding station dispatch contacted. This may occur if the
emergency requires more resources than the original responding station can provide.
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There are two different dispatch systems currently being used throughout the County.
Woodstock dispatches for all municipalities except for Ingersoll and Tillson burg.
Service Profile Reference: Page A-51
3.2.8.2 SWOT Analysis
Strengths
• All achieve legislated level of service
• Shared training is very beneficial
• Staff are able to take part in training with other municipalities if they cannot
attend it in their own (some flexibility for training so that everyone can receive
it)
• Proactive on Provincial changes (mandatory certification)
• Using a single training officer for the rural municipalities has provided
excellent service delivery
Weaknesses
• Volunteer firefighting is competing for people’s time (including their full-time
jobs) making it more difficult to staff
• Not being able to offer positions that larger cities (e.g. Brampton,
Mississauga, Vaughan, etc.) can offer (24-hour shift). Time and resources are
put towards training fire fighters and then they will leave for these full-time
opportunities.
• Proactive services are difficult to provide as the staff resources are not
available.
• Lack of consistent system for notification of road closures
• Dispatch is not consistent throughout the County. Different municipalities use
different methods of delivery.
Opportunities
• Coordination with Ambulance services would lead to a better overall service
• Co-location with Ambulance for new fire stations/ambulance locations or
consideration for joint locations during renovations
• Quarterly Fire Chief meetings to discuss common issues
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• Shared Fire Inspector position(s) for rural municipalities (similar to current
shared training officer position)
• Benefit from common system for service disruptions. This system would be
used internally to provide notifications that may affect dispatch and response
times.
Threats
• Fire Chiefs wear a lot of hats and undertake several different roles
• Lack of consistent communication for service disruptions between various
divisions (County roads, local roads, water services) for First Responders
3.2.8.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Hire a Fire
Inspector(s)
A study should be
undertaken to determine
the correct number of
Fire Inspectors that need
to be hired. The
position(s) should be
divided among the rural
municipalities.
Increased
level of
service
$70,000
plus
benefits per
position
Blandford-
Blenheim,
East Zorra-
Tavistock,
Norwich,
South-West
Oxford, and
Zorra
2. Common
System for
notifications
A county-wide system
should be implemented
for service disruptions
(road closures,
watermain breaks, etc.)
Increased
Level of
Service
Cost to
implement -
$75,000
(across
multiple
services).
Operational
savings will
be in time
not dollars
All
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
3. Joint
Ambulance/Fire
Hall
Consideration should be
given to joint
ambulance/fire stations
for any new build
situations
Decreased
costs in the
future
No
Immediate
Financial
Impact
All
4. Single Dispatch
System for Fire
If the notification/
information system is not
implemented, a review
should be undertaken to
determine if a single
dispatch system for Fire
should be used
throughout the County.
Increased
Level of
Service
Cost
Neutral All
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3.2.9 Police
3.2.9.1 Overview
Municipalities Providing Police Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Municipalities are required to provide police services to their residents in accordance
with the following principles:
1. The need to ensure the safety and security of all persons and property in Ontario ;
2. The importance of safeguarding the fundamental rights guaranteed by the
Canadian Charter of Rights and Freedoms and the Human Rights Code ;
3. The need for co-operation between the providers of police services and the
communities they serve;
4. The importance of respect for victims of crime and understanding of their needs;
5. The need for sensitivity to the pluralistic, multiracial and multicultural character of
Ontario society; and
6. The need to ensure that police forces are representative of the communities they
serve.
Police in municipalities provide protection to residents, enforcement of Provincial laws,
and public education/crime prevention initiatives.
The following Provincial grants were available to municipalities in 2018:
• Ontario Municipal Partnership Fund – Police Service Grant;
• Community Policing Partnerships Program Grant;
• Court Security Prisoner Transportation Payment; and
• R.I.D.E. Grant Program.
Service Profile Reference: Page A-60
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3.2.9.2 SWOT Analysis
Strengths
• All municipalities joined together to submit one grant application in 2018
rather than submit separately.
• The County established a Court Security Advisory Committee to review the
funding model in 2015 and 2016. A recommendation from that committee
was that the costs were an efficient use of resources and that these years will
be used as based years for all future reviews.
• In the past, Woodstock provided Police services to Blandford-Blenheim, East
Zorra-Tavistock, and Norwich, however these municipalities reviewed their
level of service and moved to services being provided by the O.P.P. As a
result, Woodstock incurred large transitional costs as they were staffed to
service those municipalities. Through growth, staff hired by O.P.P., and
attrition, the City levelled out their costs.
Weaknesses
• There are 5 municipalities (Blandford-Blenheim, East Zorra-Tavistock,
Ingersoll, Norwich and Tillsonburg) that have an O.P.P. contract and all of
these municipalities have separate police boards with a total of 19 board
members.
Opportunities
• The municipalities with O.P.P. contracts may consider providing a joint police
board which will allow for a reduced number of board members, and
correspondingly, total meetings in the County.
Threats
• Under current proposed changes to the legislation (Community Safety and
Policing Act, 2019), it may be required that there be one O.P.P. detachment
board per O.P.P. detachment with requirements for community representation
and input.
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3.2.9.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Combine to
provide a joint
police services
board
Blandford-Blenheim,
East Zorra-Tavistock,
Ingersoll, Norwich and
Tillsonburg may
provide a joint police
services board. This
would allow the
number of board
members in these
municipalities to
decrease from 19 to 5.
NOTE: as noted above,
potential changes
through the Community
Safety and Policing
Act, 2019 may require
separate O.P.P. boards
for each detachment.
Decreased
Costs
35% to 85%
($3,000 to
$35,000
annually)
Blandford-
Blenheim,
East Zorra-
Tavistock,
Ingersoll,
Norwich, and
Tillsonburg
Note: potential annual savings by municipality:
• Blandford-Blenheim: $8,800
• East Zorra-Tavistock: $3,000
• Ingersoll: $30,000
• Norwich: $6,700
• Tillsonburg: $35,000
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3.2.10 Building Services, Chief Building Officials, and Property
Standards
3.2.10.1 Overview
Municipalities Providing Building Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Building Services administers and enforces the Ontario Building Code through the
examination of plans, issuance of building permits, performing inspections and
enforcing property standards. Building Services is responsible for issuing various
permits (i.e. building permits, demolition permits, pool permits, etc.), conducting building
inspections, accepting payment of D.C.s, and reviewing minor variance, zoning by-laws,
zone changes, site plan agreements, etc.
Building services are provided by all area municipalities. The County is not responsible
for any portion of this service. Two rural municipalities share CBO services.
In general, a substantial portion of building services expenditures are funded through
building fees which seek to recover the costs of providing building services (i.e. permits,
administration, etc.).
Area municipalities have policies in place to assist neighbouring municipalities to cover
for staffing issues (e.g. vacations, sick leave, etc.). This is provided in accordance with
Section 3 of the Building Code Act (B.C.A.).
Service Profile Reference: Page A-68
3.2.10.2 SWOT Analysis
Strengths
• East Zorra-Tavistock and Blandford-Blenheim share a C.B.O.
• C.B.O.s in the County have informal arrangements (set out by by-law but not
a formal agreement) to assist neighbouring municipalities with staffing for
vacations, illness, etc.
• Tillsonburg has an arrangement with Bayham to provide reciprocal C.B.O.
coverage, as necessary.
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• All municipalities are moving to AMANDA building permit software and
purchased the software jointly, reducing the cost.
Weaknesses
• Given issues with the pool of trained C.B.O.s, South-West Oxford contracted
out services to 3rd party contractors. There is a reduced level of service when
a contractor connects directly with residents, rather than a municipal staff
person.
• In busy times, municipalities may contract out plans examinations, however,
with varying contractors, continuity of interpretation of the plan varies.
• As municipalities transition to the AMANDA building permit system, the
systems are customized for each municipality by County IT services.
Updates for one municipality are not shared with other municipalities.
• AMANDA permit system is not directly compatible with municipal financial
software (Great Plains).
Opportunities
• C.B.O.s may have quarterly Chapter meetings to work together in
interpretation of plans and emerging issues.
• The Area municipalities may enter into a joint agreement to purchase IT
services to connect the AMANDA and Great Plains software programs.
• County may make one (or more) IT personnel responsible to operate
AMANDA and have them jointly employed by the area municipalities’ building
departments and the County. This may better position these staff to take
advantage of training and education opportunities related to building services
and assist in smoothing the transition to the new software.
Threats
• There has been a reduction in the pool of trained C.B.O.s which has made it
difficult to hire within the pay grid and get the right fit.
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3.2.10.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Quarterly
Chapter
Meetings
All local municipalities
may adopt a policy that
provides for quarterly
chapter meetings to
enhance cooperation
and sharing of
emerging issues.
Increased
Level of
Service
Cost Neutral All local
municipalities
2. Joint Purchase
of IT Services
Local municipalities
may enter into a joint
agreement to purchase
IT services to connect
the AMANDA and
Great Plains software
programs (currently in
process)
Decreased
Costs
0% to 5% of
IT costs. To
be
determined
upon review
of IT needs.
All local
municipalities
3. AMANDA
Implementation
Each municipality
should dedicate
resources towards
implementation
strategy of AMANDA
building permit system
to provide support and
ensure a smooth
rollout of the current
transition.
Increased
Level of
Service
Cost Neutral
(to be
funded from
Building
Fees)
All
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
4. Shared IT
Personnel
County may make one
(or more) IT personnel
responsible to operate
AMANDA and have
them jointly employed
by the area
municipalities’ building
departments and the
County. This may
better position these
staff to take advantage
of training and
education
opportunities related to
building services and
assist in smoothing the
transition to the new
software.
Increased
Level of
Service
Cost Neutral
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3.2.11 Emergency Management
3.2.11.1 Overview
Municipalities Providing Emergency Management Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Emergency Management is a service that is required by the Province. In order to fulfill
those responsibilities, the area municipalities have assigned tasks to their Fire Chiefs.
The County has a staff position and the Local municipalities include the role of
Community Emergency Management Coordinator (C.E.M.C.) as part of the Fire Chief
roles. In addition to the C.E.M.C., an alternate C.E.M.C. can be appointed, and has
been, in some of the Local municipalities. Together, they work to maintain the
requirements to remain in compliance with the legislation and focus on the community
during an emergency event.
In the event of an emergency, having good infrastructure and/or a working strategy is
the first line of defense. Responders and citizens will be kept safe and community
reputation will be protected. Losses will be mitigated, and the resulting repairs should be
less costly. Current approaches to emergency management in the County focus on the
traditional “preparedness” component. The industry best practices and the Provincial
program/doctrine encourages emphasis on all components (prevention, mitigation,
preparedness, response, and recovery), but legislation currently only requires
preparedness.
Service Profile Reference: Page A-75
3.2.11.2 SWOT Analysis
Strengths
• County and municipalities are similar in nature
• Minimum requirements are being met
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Weaknesses
• Lack of understanding of the importance of emergency management with
Councils/Staff
• It is not deemed to be a priority by all
• Lack of understanding for how emergency management responsibilities
conflict with Fire Chief duties
• It is difficult to ensure all the training is completed in compliance with
legislation
• Distribution of material/information is difficult
• Only minimum requirements are met
Opportunities
• Standardize templates across the County
• Rural municipalities would benefit from a shared dedicated training officer
• More frequent meetings a group
• A single resource available to all the municipalities whose expertise is in
emergency management to provide assistance/direction/resources.
• Benefit from common system for service disruptions. This system would be
used internally to provide notifications that may affect dispatch and response
times.
Threats
• Need to articulate the differences between who is in charge of the regulatory
compliance versus the roles during an exercise or actual emergency
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3.2.11.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Consideration
should be given
to developing a
County resource
available to all
the local
municipalities
County resource role
can be expanded to
provide more
coordination,
assistance and
eliminate duplication
of resources
Decreased
Costs
0-5% of FIR
operating costs
All local
municipalities
2. Develop more
defined C.E.M.C.
role descriptions
A clearer description
of role would assist in
understanding what
needs to be
undertaken
Increased
Level of
Service
Cost Neutral County
3. Common System
for notifications
A county-wide system
should be
implemented for
service disruptions
(road closures,
watermain breaks,
etc.)
Increased
Level of
Service
Cost to
implement -
$75,000 (across
multiple
services).
Operational
savings will be
in time not
dollars
All
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Transportation Services
3.2.12 Roads, Bridges, Culverts, Active Transportation, and
Structures
3.2.12.1 Overview
Municipalities Providing Roads Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Road maintenance services are completed by each individual municipality; the services
provided meet or exceed the minimum maintenance standards in Ontario . Road
maintenance includes streetlights, bridges, culverts, winter control, sidewalks, storm
sewers, road minimum maintenance standards, locates, ditching, and grass cutting. In
addition to its’ road maintenance services, the County manages the programs that
support and optimize the transportation network through proper maintenance,
operations and safety programs, according to legislation and municipal standards.
There are Urban Road Maintenance Agreements between the three urban
municipalities (Woodstock, Tillsonburg and Ingersoll) and the County, individually, and
Boundary Road Agreements between municipalities which includes agreements with
municipalities external to Oxford County.
Winter Control activities are undertaken by the County and the local municipalities. The
level of service being provided is different between them. Currently Woodstock is
considering modifications to sidewalk clearing in 2020.
As a group, Roads staff organize monthly meetings which have resulted in beneficial
arrangements. There is a joint purchasing group for items like culverts, salt, sand, and
other items that are common among the municipa lities. The Oxford County Road
Supervisors Association meets three (3) times per year with a joint meeting through the
Tri-County (Elgin, Oxford & Middlesex) held once per year. At the joint meetings
ongoing issues, joint training programs and group contracts for materials are discussed.
In addition, a common issues group meets quarterly for similar discussions. The service
sharing group meets 10 times per year.
Some local municipalities operate County owned stormwater infrastructure within
County Road rights-of-way (R-O-W) when they maintain the County road. Storm
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infrastructure on County roads is typically associated with the County road and fully
funded by the County. However, a well-defined model for cost sharing storm
infrastructure to ensure the maintenance undertaken is provided to the County for asset
management or the capital program between the local municipalities and Upper Tier
does not exist.
Service Profile Reference: Page A-81
3.2.12.2 SWOT Analysis
Strengths
• The Oxford County Road Supervisors Association meets monthly to discuss
ongoing issues and joint training programs
• In addition, a common issues group meets quarterly for similar discussions.
• There is a cooperative group purchasing. It allows municipalities to
participate or not participate as needed for their operations
• Agreements are in place for boundary roads, service sharing, etc.
Weaknesses
• There is no County-wide notification system
• Not all agreements for boundary roads/service sharing are formalized
• Different municipalities have different methods and cost efficiencies for winter
control activities. A detailed review of the provisions for winter control have
not been undertaken to determine if cost savings are available by
standardizing the methods
• Maintenance activities (line painting, ditch cleaning, sucker truck, shouldering
operations) are undertaken individually by municipalities and a
comprehensive review of maintenance activities should be undertaken to
determine if these activities could be grouped together and completed most
cost effectively
• Inefficiencies with connections to the County linear stormwater infrastructure
• The storm infrastructure on County Roads is fully funded by the County
however local area municipalities contribute flow to the system but do not
contribute financially to the storm system (except in Woodstock). Where
municipalities undertake the road maintenance of the County Road, they also
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undertake the storm sewer maintenance. The costs do not appear to be
balanced between the municipalities and the County.
• Work Yard rationalization has not been undertaken
Opportunities
• Further develop the purchasing group
• Maintenance rationalization costing study
• Detailed costing review for winter control activities
• Develop a common boundary road agreement that would be used by all
municipalities and includes levels of service, liability, insurance, capital
projects, maintenance levels and asset management
• County led road network management (traffic demand management, traffic
forecasting, signal coordination and corridor management)
• Review of work yard locations and combination should be undertaken
• Review of Road Rationalization study. This can be used to determine if roads
should be uploaded or downloaded.
Threats
• Increased size of farm equipment is too heavy/large for some roads
• Enforcement of spring load restrictions is difficult
• Older Storm sewers in the local municipalities and the County were built to a
2-year storm and not 5+ year storms
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3.2.12.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
1. Common
System for
notifications
A County-wide system
should be implemented
for service disruptions
(road closures, watermain
breaks, etc.)
Increased
Level of
Service
Cost to implement -
$75,000 (across
multiple services).
Operational
savings will be in
time not dollars
All
2. Formalize
Boundary
Road
Agreements
A standardized boundary
road agreement would
allow for Staff efficiencies
in the administration of
the services. It should be
developed as a template
where specific
information can be input
by the parties, but the
general terms would
remain consistent.
Increased
Level of
Service
Cost Neutral All
3. Undertake
detailed
costing review
of provision of
winter control
Where winter control is
undertaken by someone
other than the Road
Authority, a detailed
analysis should be
undertaken to determine
the cost per km and
evaluate which
municipality (County or
local) can undertake the
work more economically
Decreased
costs Minimal savings All
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
4. Service
Provision
Study (line
painting,
sucker truck,
etc.)
Undertake a study to
determine the most cost-
effective service provision
for these items
Decreased
costs
0-10% ($50,000-
$150,000 total
savings)
All
5. Yard
Rationalize
Study
Undertake a study to
determine the strategic
locations for operations
yards and avoid
duplication
Decreased
costs
To be identified by
subsequent study All
6. Traffic
Management
and future
traffic planning
Transportation Master
Planning and traffic
management should be
undertaken for
participatory local
municipalities
Increased
level of
service
$75,000 to
$100,000
Local
municipalities
7. Road
Rationalization
Study
Undertake a study to
determine if Roads
should be uploaded or
downloaded to the
appropriate authority
Decreased
Cost
To be identified by
subsequent study All
8. Formalize
Service
Provision
Agreements
Formalize the service
agreements. Many are
historical and may be
informal. This will reduce
liability
Decreased
costs Cost Neutral All
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3.2.13 Transit
3.2.13.1 Overview
Municipalities Providing Transit Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔
Transit and paratransit services are available in Ingersoll, Tillsonburg and Woodstock.
Woodstock has 6 bus routes and a paratransit service for those who qualify, Tillsonburg
has a single, fixed route service that runs hourly, and Ingersoll offers paratransit
services to those who qualify. Paratransit services offered provide specialized, bookable
services that are typically more specialized than regular transit because they offer door
to door pickup/drop off, and assistance from the driver.
Woodstock funds its transit service through grants, taxes and fares. Fares are collected
using the OneCARD / SmartCard bus pass system. Bus advertising is available at set
monthly rates based on their location, exterior and interior bus advertising options exist.
Tillsonburg successfully applied for M.T.O. funding in 2018 for an inter-community
transit service. An inter-community sustainability plan is a requirement of the M.T.O.
grant funding that will likely look to municipal partnerships to help keep the pilot project
viable. The service is planned to connect Tillsonburg, Norwich, Woodstock, Ingersoll,
and South-West Oxford on a fixed loop. In addition, transit service will be provided to
neighbouring communities (Langton, Delhi, Port Burwell), and into London Victoria
Hospital through Dorchester and Nilestown.
The County is advocating for an inter-regional transportation system that includes
enhanced passenger rail and an intercommunity bus transit system (i.e.
SouthwestLynx).
Service Profile Reference: Page A-99
3.2.13.2 SWOT Analysis
Strengths
• Woodstock offers service within 400 m of all residential areas
• Woodstock uses an electronic payment system (OneCARD)
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• Ridership in Woodstock is increasing every year
Weaknesses
• Making transit a desirable mode of transportation (instead of driving)
• Service is not available in all areas
Opportunities
• Work towards an agreement with the Health Unit to provide subsidised tickets
to vulnerable populations
• Funding opportunities for expansion of services
Threats
• 2018 M.T.O. funding (application approved) will not cover the entire cost of
running an Intercommunity Route on a long-term basis. A long-term funding
model must be developed
• Lack of funding programs
3.2.13.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Consideration of
County wide
applications for
funding
When funding
opportunities are
available, consideration
should be given to a single
regional application.
Increased
level of
service
Cost
Neutral
Ingersoll,
Tillsonburg,
and
Woodstock
2. Consideration
should be given
to including more
transit policies in
Official Plans or
Transportation
Master Plans
Transit needs to be made
a more desirable method
of transportation and
create more
interconnectivity between
communities
Increased
level of
service
Cost
Neutral
Ingersoll,
Tillsonburg,
and
Woodstock
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3.2.14 Airports
3.2.14.1 Overview
Municipalities Providing Airports Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
The single airport in Oxford County (the Tillsonburg Regional Airport) covers
approximately 600 acres and is located in South -West Oxford but is owned and
operated by the Town of Tillsonburg. It is classified as an aerodrome in accordance
with Canadian Aviation Regulations and as such, is not a passenger airport. The
aerodrome has 3 runways (1 paved and 2 grass), several taxi ways, one public apron,
19 general aviation hangars, 5 commercial hangars, and an administration building with
a Flight School and café/restaurant. The Town of Tillsonburg leases the land for hangar
space as well as the land for agricultural purposes. The hangars are privately built and
operated. The airport receives approximately $130,000 in operating rent revenue. There
are various assets associated with the airport such as the administrative building,
fueling stations, and air navigation facilities.
Town Council appointed an Airport Advisory Committee (T.A.A.C.) comprised of two
elected officials from the Town and the Township of South-West Oxford, in addition to
nine appointees. T.A.A.C. makes recommendations to Council on matters related to the
Tillsonburg Regional Airport. The committee does not have any authority to make ma jor
decisions regarding the operation or development of the Airport.
An Airport Feasibility Analysis Study was completed in 2019 which had a series of long-
and short-term recommendations which are being considered for implementation by
Tillsonburg.
Through changes made by staff, the airport has made great strides in balancing
operating costs and revenues. However, it is difficult to incorporate capital needs into
the budget and there are not sufficient reserve contributions. Tillsonburg is the primary
contributor of funding for capital and operating expenses for the airport services with an
annual grant from Oxford County. The County has increased the annual grant to the
airport for 2020 from $5,000 to $30,000. The airport is included in the Tillsonburg’s
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annual financial plan with budget allocated to it for 2019. Operating budget
requirements saw an increase from 2018 to 2019 of $4,600.
Service Profile Reference: Page A-104
3.2.14.2 SWOT Analysis
Strengths
• Café space in the main building is helping reduce the deficit
Weaknesses
• Operating with a deficit
Opportunities
• Get Council to approve updating the master plan
• Undeveloped land on airport site
Threats
• Airport is currently not able to be self-sustaining
3.2.14.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Develop a long-
term plan to
implement the
recommendations
in the Airport
Feasibility
Analysis
A plan should be
developed to
implement the
recommendations in
the report.
As outlined
in the report
As outlined
in the report Tillsonburg
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
2. Undertake a
regional review to
determine if the
Airport is an
economic driver
for the County
The airport is
considered to be an
economic benefit to
the area. With the
exception of a small
contribution from
Oxford County, the
airport is solely
funded by
Tillsonburg. If it is
an economic benefit
for the County,
additional funding
should be required
from benefiting
municipalities
Neutral Cost Neutral Tillsonburg
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Environmental Services
3.2.15 Wastewater
3.2.15.1 Overview
Municipalities Providing Wastewater Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔
The County owns all of the wastewater infrastructure. There are 11 wastewater
collection systems and 9 wastewater treatment plants (W.W.T.P.s) across Oxford
County. The County operates the WWTPs that are located in Woodstock, Tillsonburg,
Ingersoll, Thamesford, Tavistock, Plattsville, Drumbo, Mount Elgin, and Norwich.
Wastewater from the communities of Embro and Innerkip is transferred to the
Woodstock W.W.T.P. for treatment. Additionally, the County operates a private sewage
pumping station at the eastbound 401 Service Centre under contract with the owner.
Wastewater collection operations is undertaken by Tillsonburg, Woodstock and Oxford
County. Tillsonsburg and Woodstock operate the collection network within their
boundaries. Wastewater collections by Oxford County is undertaken through the Water
Operations division. The major lift stations at or near the plants at Woodstock,
Ingersoll, Tillsonburg and Thamesford are operated and maintained by the Wastewater
Treatment Operations staff. The Water Operations division staff actively oversee 28
different monitoring sites throughout the wastewater collection system. There are
historical service agreements (O&M) between Oxford County and Woodstock, and
Oxford County and Tillsonburg but are currently expired.
Collection and treatment of sewage is important to upholding standards of health and
safety. Wastewater services provided for the collection and treatment of these
wastewaters must discharge within limits contained in each plants’ Environmental
Compliance Certificate.
The County also oversees biosolids generation, a land application program, and a
biosolids centralized storage facility (B.C.S.F.). Biosolid land application for beneficial
reuse are contracted services in Oxford County.
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The budget for wastewater treatment and collection is financed through wastewater
user fees. Residents are billed monthly for wastewater based on their household use.
Capital forecasting is based on historical life expectancy of assets versus their future
demand. Future demands from development are also considered during capi tal
forecasting. There is an industry trend to optimize plants instead of building new ones.
Service Profile Reference: Page A-109
3.2.15.2 SWOT Analysis
Strengths
• Single organization responsible for all wastewater treatment and compliance
• Purchasing supplies in bulk
• Diverse background of staff which allows staff to be resources at different
plants
• Efforts to reduce hydro consumption have resulted in savings
• Staff have been optimizing the plants to avoid expansions
Weaknesses
• Hydro is a large cost
Opportunities
• Potential for further optimization of wastewater plant operations
• Plant optimization could create additional capacity for development with a
smaller capital investment
Threats
• Rising costs of hydro
• Increased development pressures
• Changing legislation and reporting requirements
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3.2.15.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Develop a capital
plan to explore
further optimization
for the treatment
plants
Additional
optimization at
the plants will
increase capacity
and defer future
capital costs
Decreased
costs
(exact
amount will
vary
depending
on the
outcomes of
the study)
County
2. Common System
for notifications
A County-wide
system should be
implemented for
service
disruptions (road
closures,
watermain
breaks, etc.)
Increased level
of service
Cost to
implement -
$75,000
(across
multiple
services).
Operational
savings will
be in time
not dollars
All
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3.2.16 Water
3.2.16.1 Overview
Municipalities Providing Water Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔
All water infrastructure is owned by Oxford County. The goal of water services is to
provide a necessary resource – access to clean drinking water. The County operates 17
amalgamated drinking water systems (with 64 active well sites and 89 monitoring sites)
that provide clean drinking water to 21 communities (~33,579 customers). Oxford
County, through agreements, provides municipal water to areas of Perth County
(Tavistock) and Norfolk.
The County owns the distribution network and operates and maintains ~ 288 km of the
693 km asset. The remaining sections are operated and maintained by Woodstock and
Tillsonburg within their urban limits through (expired) service agreements (excluding
storage and pumping). Oxford County also has an expired Water Distribution
Agreement with Ingersoll.
Service Profile Reference: Page A-121
3.2.16.2 SWOT Analysis
Strengths
• Water Treatment Plants are similar throughout Oxford
• Strong source water protection program
Weaknesses
• Hydro is a large operational cost
• In undertaking locates, it can be difficult with transmission mains and local
mains in the same area as they are identified by different municipalities
(duplication of people being on site to locate similar infrastructure)
• Changes to the water system do not always go through the County
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Opportunities
• Develop a revised procedure for how changes (additions, deletions or
modifications) to the water distribution system are communicated to the
operating authority or system owner.
• Better integration for asset management
Threats
• Changing legislation and reporting requirements
• Rising costs of hydro
• Increased development pressures
3.2.16.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Develop revised
procedure for
changes to
water distribution
system
Implementation of
procedures is difficult
with various operating
authorities. A written
procedure would benefit
all. Currently the
operating authority (local
municipality) approves
the changes to the
system without notice to
the owner (County)
Increased
level of
service
Cost Neutral All
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
2. Common
System for
notifications
A County-wide system
should be implemented
for service disruptions
(road closures,
watermain breaks, etc.)
Increased
level of
service
Cost to
implement -
$75,000
(across
multiple
services).
Operational
savings will
be in time not
dollars
All
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3.2.17 Water/Wastewater Asset Management, Capital Programming,
Financing, and Billing
3.2.17.1 Overview
Municipalities Providing Service
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
Water and wastewater infrastructure is owned by Oxford County who maintains an
asset inventory and includes this infrastructure in its’ Asset Management Plan (A .M.P.).
The County A.M.P. provides information used to prepare the five- and ten-year capital
forecasts. The budgets for water and wastewater treatment, distribution, and collection
are financed through their respective user fees.
Water and Wastewater Rates
The budget for water and wastewater treatment, distribution, and collection is financed
through user fees.
Residents are billed monthly based on their household use. These rates will vary based
on the systems needs of the communities. The rates for water and sanitary services are
set by Council through a by-law which will be reviewed in 2020. By-Law No. 5903-2017
in Oxford County outlines the 2017-2020 water and sanitary sewer rates. By-Law No.
4193-2002 outlines the use of water outside of buildings.
By-Law No. 2719-87 regulates the discharge of sewage into the County of Oxford
sanitary sewer system. By-Law No. 2719-87 was amended in 2015 (By-Law No. 5715-
2015) to include prohibiting the discharge or deposit of landfill leachate from any
privately owned or operated facility.
Capital Forecasting
The assets listed by the County in the A.M.P. are assessed for replacement based on
age and consultation from the Operating Authorities. The historical life expectancy of
this asset is considered when the County is completing its capital forecasting. Future
demands from development are also considered during capital forecasting.
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There are development pressures and inquires that require significant water
infrastructure to be built. There are agreements between the County and Woodstock,
and the County and Ingersoll that allow the Local municipalities to build water capital
projects. The municipalities may build infrastructure and the County will assume it.
There is a trend to optimize wastewater treatment plants instead of building new ones
3.2.17.2 SWOT Analysis
Strengths
• Rates are different for different systems which ensures that the users are not
subsidizing infrastructure for which they do not have a connection.
Weaknesses
• Operating authorities (the local municipalities) are unable to apply for funding
programs as they are not the owner of the system. The C ounty must approve
the funding application. At times, this is a hindrance to the local municipality
who wishes to have control of the system.
• Desire for the Tillsonburg and Woodstock to assume their local systems
• There are different billing systems in place. Some municipalities undertake
billing and the County undertakes some billing. The rates are set by the
County.
Opportunities
• Bylaw to require the landlord (not the tenant) be responsible for paying in the
event that tenants do not pay (note that separate staff report being provided
to Council).
• Single billing system.
Threats
• Changing legislation and reporting requirements.
• Increased development pressures.
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3.2.17.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Undertake a study
to determine if a
single billing
provider would
provide cost
savings
Various billing
contractors are
used. It would be
advantageous to
have a single
billing contractor
and a single point
of contact for all
residents. Cost
saving would
result in reduction
of duplication of
services
Decreased
Costs
Approximately
$10,000
annually
All
Note: anticipated financial impact based on analysis prepared by D.F.A. Infrastructure International Inc. in
their January 31, 2019 report on water and wastewater billing and collections policies, currently under
review by Council.
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3.2.18 Stormwater Management Ponds
3.2.18.1 Overview
Municipalities Providing Stormwater Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔
Stormwater management ponds are the focus of this profile. Infrastructure typically
associated with stormwater management such as storm sewers, ditches, and municipal
drains are closely tied to the activities covered in the Roads and Municipal Drains
service profiles and as such, were included as part of those service profiles. The ponds
provide temporary storage, prevent erosion and flooding downstream of the ponds, and
enhance water quality.
Stormwater management is undertaken d ifferently in each municipality and therefore,
the staffing in each municipality is unique. Any capital works on stormwater
management ponds is typically undertaken through contracted services. Maintenance of
stormwater ponds is typically undertaken by Public Works staff, with the exception of
Zorra. All municipalities provide stormwater pond maintenance on an as needed call in
basis. Municipalities are considering the need for future maintenance and cleaning
programs to extend the life of stormwater assets. City of Woodstock has started a
program of investigating and cleaning stormwater ponds on a revolving basis and has
budgeted funds for maintenance.
The municipalities with stormwater ponds do not maintain a detailed asset inventory of
them (with the exception of Woodstock). As such, the replacement costs and
information related to replacement are not readily available. Based on the information
available there are currently insufficient funds allocated in the capital forecasts/budget
to capital replacement project for stormwater management ponds.
Each municipality, with the exception of Blandford-Blenheim, funds stormwater
management ponds through the municipal tax levy. For Blandford-Blenheim, it is
considered a part of the municipal drain system and is funded as such. Service Profile
Reference: Page A-131
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3.2.18.2 SWOT Analysis
Strengths
• Each municipality maintains ponds in a manner that is acceptable for them
and in compliance with legislation
Weaknesses
• Pond maintenance is costly and not all municipalities have appropriately
budgeted for future costs
Opportunities
• Creation of a S.W.M. pond maintenance plan
• Development of a user fee rate system for users of the ponds
Threats
• Changing legislation and reporting requirements
3.2.18.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Undertake a
SWM pond
maintenance
program
A joint request for
proposal to
undertake a S.W.M.
pond maintenance
program report
should be issued. It
would identify the
existing conditions
and future
maintenance
programs on an
annual basis.
Decreased
costs and
increased level
of service
The
maintenance
costs will
increase on
an annual
basis but will
reduce the
long-term
capital costs
resulting in a
cost neutral
position
Blandford-
Blenheim,
Ingersoll, and
Zorra
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3.2.19 Solid Waste Management
3.2.19.1 Overview
Municipalities Providing Solid Waste Management Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔
Solid waste management in Oxford County includes waste diversion, waste disposal
and waste collection services. Oxford County oversees landfill sites and provides
curbside pickup and associated customer service for all the municipalities with the
exception of Woodstock and South-West Oxford who undertake their own curbside
collection on behalf of the County through service contracts. Closed municipal landfills
(not owned by Woodstock) are the responsibility of the County.
The municipalities utilize the bag tag system for curbside collection which includes
garbage and recycling. In addition to regular curbside waste pickup, large article pick-up
is offered once per year under the County’s contract however some municipalities
address large item collection differently. Under the County’s curbside collection
program, materials are collected from residential, multi-residential, industrial,
commercial and institutional (IC&I), and approved private properties meeting the Oxford
County Private Property Policy.
Currently there is no organic collection program resulting in organic material being
landfilled. Implementation of organics collection would result in a significant cost without
a comparable associated cost savings. There is an organics/food waste collection
program operated in Oxford County through the Woodingford Lodge long-term care
facilities and at Oxford County Administration Building. The County also promotes
backyard composting using green cones/composter to further reduce/reuse waste. This
organics/food waste initiative is part of the County’s overall goal of Zero Waste by 2025.
The County also oversees 11 brush, leaf, and yard waste drop-off depots that are
operated by the local municipalities. Oxford County reimburses each Local municipality
(except the Township of South-West Oxford which uses the depot at the Oxford County
Waste Management Facility) for costs associated with the maintenance and loading of
hauled material at each depot; however, the County has no input into how the costs are
established by each Local municipality. Brush, leaf, and yard waste material is
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transported to the County’s Compost Facility where it is further processed for end
markets.
The County operates a Waste Management Facility (landfill) that residents and
business owners can dispose of various waste and recycling while the facility is open.
Tipping fees apply to mixed solid waste, construction & demolition waste, items
containing Freon. Any mixed articles will be charged at the highest fee item in the
waste. Many other items are accepted at the landfill like small domestic loads,
recyclable materials from industrial, commercial and institutional sectors, hazardous and
liquid industrial waste, and special waste items.
The budget for solid waste management comes from the tax base and from the bag
tagging system. The County is working towards becoming a Zero Waste community and
includes funding initiatives to each budget cycle to bring them closer to achieving this
goal. In addition to the asset list, the County completed a 2018 Zero Waste Plan to
identify and understand the waste composition and opportunities to reduce waste and
recover resources in Oxford County. Other strategic approaches in Oxford County
include the County’s Zero Waste Plan (2004), Biosolids Management Master Plan, and
the 2014 Waste Management Strategy.
City of Woodstock
The City has a Waste Collection & Recycling Agreement (2008) with the County to
establish collection frequency and payment structure between Woodstock and the
County. The City of Woodstock provides weekly garbage collection, bi-weekly two-
stream recycling collection (with weekly recycling collection in the downtown core), and
customer service. Oxford County pays Woodstock for all costs associated with the
above services in accordance with their agreement.
The City operates a depot that accepts large articles year-round in addition to providing
two dates each year for large article pick-up. They are moving away from large article
pickup. In 2018, a depot was introduced where residents can drop off large items year-
round between Wednesday and Saturday with no tipping fee (for Woodstock residents),
however, the City reimburses the County for this lost revenue. There is a tipping fee for
non-Woodstock residents to use the depot. The depot is supported through the tax
base. Oxford County reimburses all operating costs for the depot and hauling costs for
transfer of the material to the Waste Management Facility.
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Woodstock also offers more frequent downtown garbage and recycling collection,
special events collection, curbside brush pickup, customer service and does advertising.
Township of South-West Oxford
South-West Oxford collects their curbside materials and is reimbursed by Oxford based
on a per household basis for collection as well as customer service as outlined in their
service agreement with Oxford which expired in 2018. The Township of South-West
Oxford provides six-day co-collection of garbage and single-stream recycling where
their collected recyclables are brought to the County’s Waste Management Facility
transfer station.
Town of Tillsonburg
Tillsonburg has a service agreement with Oxford County which expired in 2018,
however both the Town and Oxford County have continued under the same terms and
conditions. A new agreement is currently being discussed. Tillsonburg is currently
reimbursed by Oxford for operation of a large article transfer station in lieu of an annual
curbside large article collection (as outlined in the expired agreement with Oxford which
is based on a per household basis).
The Town of Tillsonburg does not have curbside large article pick-up. Instead,
Tillsonburg operates a transfer station year-round for residents to dispose of large
articles. This is funded in part by the County in lieu of performing an annual curbside
large article collection. Tillsonburg taxpayers are responsible for the remaining cost
each year. The Town also charges a user fee of $25 for large loads consisting primarily
of construction and demolition material. The Tillsonburg Yard Waste Depot uses an
automatic gate that allows residents to drop off items during day light hours. The Large
Item Depot is only open Sat. 9am-5pm and gated closed otherwise.
Service Profile Reference: Page A-136
3.2.19.2 SWOT Analysis
Strengths
• Bag tag covers the collection costs and helps increase the participation in the
recycling programs – also provides non-tax revenue source
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• Services have been tailored to match the expectations of the local area
residents
Weaknesses
• Large item disposal is not consistent across the County as it varies by
municipality
• Bag tags can result in excessive amounts for large item collection
• Bag tags can result in excessive illegal dumping
• Bag tags can result in increased contamination in recycling bins
• There is no curbside organics program
Opportunities
• Harmonizing contracts (could be hard because they have different end dates)
• Providing consistent levels of service across the County
Threats
• As development continues, new residents are requesting programs that are
not currently financially sustainable
• Changes in current legislation and provincial requirements
3.2.19.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Further explore
the potential
combination of
contracts
Use of the
existing
purchasing group
could include
items for Solid
Waste
Decreased
Costs
0-5% based on
FIR All
2. Further explore
the provision of
large item
Level of Service
is not consistent Decreased
costs
0-5% of large
item collection
operating cost
Select
Municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
collection
throughout the
municipalities
and should be
reviewed
3. Consideration
should be given to
encouraging
backyard
composting
It would not be
financially
sustainable to
implement an
organics
collection
program at this
time. However,
an increased
focus on
household
composting
through
enhancement to
education
programs would
result in less
organic material
being sent to the
sent to the
landfill. (currently
being undertaken
in Woodstock)
Increased
capacity at the
landfill
Cost Neutral All
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3.2.20 Municipal Drains
3.2.20.1 Overview
Municipalities Providing Municipal Drains Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔
Municipal drains are created through the Drainage Act (1990). They are used to
improve drainage, typically in rural areas. They can consist of ditches, pipes, tiles,
stormwater management ponds, wetlands, etc. Municipal drain infrastructure is located
on both private and municipal lands. Municipalities are responsible for their operation
and maintenance.
A municipality maintains a municipal drain on behalf of the landowners (who benefit
from it) but the cost of repairs and maintenance is shared between the landowners in
accordance with an approved Drain Report. It is possible that the municipality may
contribute to this cost if their land benefits from the municipal drain. There are grants
available that provide landowners the opportunity to reduce the costs from municipal
drains, if they qualify. East Zorra-Tavistock, Zorra, South-West Oxford, Blandford-
Blenheim, and Norwich use this delivery model.
Ingersoll, Woodstock and Tillsonburg do not have traditional municipal drains as any
former drains are now considered to be part of the municipal stormwater management
infrastructure and is funded through the tax levy.
Municipal drains are maintained through the Drainage Superintendent position, which is
a part-time position in Zorra, Blandford-Blenheim, East Zorra-Tavistock, Norwich,
South-West Oxford. The Drainage Superintendent’s position is often combined with the
Building Department and is partially funded through the provincial grants. All
Superintendents indicated that they maintain and repair municipal drains when a
request is submitted and do not have the capacity to undertake proactive, preventative
maintenance.
In addition to maintaining the municipal drains, the Drainage Superintendents assist
with billing, completing locates, complete reapportionments, and undertake block
assessments. The Drainage Superintendents in East Zorra -Tavistock, South-West
Oxford, and Norwich are also responsible for providing locates. Administrative and
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finance staff assist in completing other tasks (grant applications and billing, etc.). Their
time is not tracked nor assigned to specific drains and is therefore included in their
respective roles.
There is limited information in relation to the inventory of all municipal drains, as such,
asset management is typically undertaken on a complaint basis. Blandford Blenheim
and East Zorra-Tavistock maintains an inventory of municipal drains (quantity) within
the road allowance. East Zorra-Tavistock is working on updating the maps of drain
locations as part of their inventory.
Service Profile Reference: Page A-147
3.2.20.2 SWOT Analysis
Strengths
• Strong development of relationships between drainage superintendents and
landowners
Weaknesses
• Program is currently reactive and not proactive resulting in inconsistent levels
of service for drains. Maintenance is typically undertaken on a complaint
driven basis and not proactively undertaken.
• The drainage superintendent role is a full-time role, but it is not a full-time staff
position. It is combined with a building inspector role or a part time position.
• There are no dedicated maintenance staff available to work on the drains
Opportunities
• Creation of “all clear” mapping for Ontario One Call to minimize the costs of
undertaking locates. These all clear maps are large scale maps where “all
clear” locates can be issued by Ontario One Call. In some situations, it may
be less expensive to undertake the repair of the damaged municipal drain
than it is to locate them.
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Threats
• Not enough resources to undertake proactive drain maintenance which may
result in flooding
• Climate change
3.2.20.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
1. Consideration
should be given
to hire a full-time
drainage
superintendent(s)
Full time drainage
superintendent(s)
covering more than
one municipality
would allow for a
proactive
maintenance
program
Increased
level of
service
Cost Neutral as
drainage
superintendent
positions are funded
through Provincial
grants and are able
to be charged back
to property owner
Blandford-
Blenheim,
East Zorra-
Tavistock,
Norwich,
South-West
Oxford, and
Zorra
2. Development of
“all clear” maps
Considerable time
and resources are
spent on doing
locates in area
where it would be
less expensive to
repair any
damages than to
send the staff
onsite to complete
the locates.
Decreased
costs
0 to 15% of staff
resources spent on
locates
Blandford-
Blenheim,
East Zorra-
Tavistock,
Norwich,
South-West
Oxford, and
Zorra
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Health Services
3.2.21 Cemeteries
3.2.21.1 Overview
Municipalities Providing Cemeteries Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔
Municipal cemeteries are owned and maintained at the local municipalities in Oxford
County. There are also private cemeteries which are not currently the responsibility of
the municipalities. However, there is the potential that ownership will transfer to the
local municipalities if private ownership is no longer possible/feasible.
The local municipalities with cemeteries are maintained/operated through a variety of
delivery models. Cemeteries in Blandford Blenheim and Tillsonburg are operated and
maintained by municipal staff. Tillsonburg uses the software Stone Orchard to keep
record of the plots in its cemetery. Cemeteries in Ingersoll and Zorra are operated
through a local cemetery board and receives funding from the two municipalities. East
Zorra-Tavistock provides operating grants to 4 cemeteries, none of which are owned or
operated by the municipality, instead, they are maintained by local caregivers. In
Norwich, the operation, including sales, of the four active cemeteries owned by Norwich
are done privately while maintenance is completed by municipal staff. South -West
Oxford cemeteries are run through local boards with assistance from the Township
Treasurer. Lastly, Woodstock does not have any municipal cemeteries.
It is difficult to quantify the resources required to maintain the cemeteries as it is not
tracked by cemetery. In many areas, the maintenance is undertaken by Public Works
staff or Parks Staff and it is not tracked as being associated with a specific cemetery. As
noted above, some cemeteries are maintained by the cemetery board. Based on the
different structures for maintenance and operation, communication between the
different organizing parties has been difficult.
Cemeteries are funded through the tax levy, external grants (e.g. for veteran memorial
maintenance), and user fees. The cemetery budgets are predominantly maintenance
oriented (operations budgets) with items like columbariums in the capital budgets.
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Service Profile Reference: Page A-160
3.2.21.2 SWOT Analysis
Strengths
• Variety of delivery methods are tailored to the communities ’ needs
• Additional cemeteries are available through private means (church, etc.)
Weaknesses
• Record keeping has not been consistent over the years as it has been kept by
private parties, municipalities and private citizens. It is extremely difficult to
research as it is not consolidated
• Several areas are lacking formal arrangements for the provisions of the
services
Opportunities
• Stone Orchard (or an alternative software program) could be expanded to all
municipalities to consolidate that data.
• Grass cutting can be used to evaluate the condition of monuments (through
identification of maintenance opportunities)
• Development of Common Interest Group that would discuss the challenges,
opportunities and potential solutions to common cemetery items.
• Opportunities to share resources
o Potential for a full-time person to be shared between South-West Oxford
and Tillsonburg
o Determine a method to combine mausoleum services
o Shared purchasing
o Shared documents
o Shared training
Threats
• If private cemeteries are no longer able to operate, the municipalities are
required by legislation to assume the operations
• There is insufficient revenue to operate assumed cemeteries
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3.2.21.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Develop a
working group
to meet twice a
year
It would be beneficial
for all parties to get
together to discuss
common issues,
concerns and
potential resolutions
Increased
Level of
Service
Cost Neutral
Blandford-
Blenheim,
Ingersoll,
Norwich,
South-West
Oxford,
Tillsonburg,
and Zorra
2. Consideration
for creation of
a reserve for
private
cemeteries
A contingency reserve
can be used to help
offset future possible
costs associated with
obtaining defunct
private cemeteries
Increased
Cost for
Reserve
To be
assessed by
individual
municipality
Blandford-
Blenheim,
Ingersoll,
Norwich,
South-West
Oxford,
Tillsonburg,
and Zorra
3. Develop a
purchasing
group for items
such as
monument
restoration and
columbariums.
Decreased
costs
To be
assessed by
individual
municipality
Blandford-
Blenheim,
Ingersoll,
Norwich,
South-West
Oxford,
Tillsonburg,
and Zorra
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Recreation and Cultural Services
3.2.22 Parks and Recreation
3.2.22.1 Overview
Municipalities Providing Parks and Recreation Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Indirect Indirect Mixed Mixed Indirect Mixed Mixed Mixed
Parks and recreation services include design, development, programming, operations
and maintenance, and management of parks and recreation facilities. Parks and
recreation services are provided by all area municipalities in some respect; Ingersoll,
Tillsonburg, Woodstock, Norwich, and Zorra offer direct programs and services (and
support indirect programming through community groups), while Blandford-Blenheim,
East Zorra-Tavistock, and South-West Oxford predominantly work with and support
community groups and third-party operators to provide parks and recreation activities in
their municipalities.
All area municipalities are responsible for the development and general oversight of
parks and recreation facilities, although a variety of different models are employed
within and between municipalities for the programming, operation and maintenance of
parks and recreation services. The County is not responsible for delivering this service.
Parks and recreation services are highly localized and service expectations vary by
community. Delivery models have evolved over time and are heavily influenced by local
circumstances. For instance, rural municipalities tend to have a more limited range of
offerings and a greater reliance on volunteers (and lower funding levels as a result),
while larger/urban municipalities tend to have more and higher order services that not
only serve local residents but also surrounding communities (resulting in greater funding
requirements).
Responsibilities for municipal parks generally fall under the purview of either Parks and
Recreation Departments (Ingersoll, Tillsonburg, Woodstock, Zorra), Community
Services (Blandford-Blenheim, Norwich) or Public Works Departments (East Zorra-
Tavistock, South-West Oxford) while responsibilities for municipal recreation generally
fall under the purview of either Community Services Departments or Parks and
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Recreation Departments. East Zorra-Tavistock is a unique circumstance as the Clerks
and Building Drainage Departments also play a role in delivery of parks and recreation
services and the municipality has contracted a “Recreation Superintendent” who
oversees facility bookings, park and program schedules, and coordinates staff and
volunteers, among other duties.
On average, parks and recreation services account for 16% of local municipal budgets
and contribute significantly to community satisfaction and resident wellbeing. Oxford
County municipalities serve residents well and support parks and recreation through
lean staffing levels, benefitting from the support of dedicated community volunteers.
Operating expenditures within these departments are most heavily influenced by facility
amortization as well as employee salaries and wages. The larger urban centres
(Ingersoll, Tillsonburg and Woodstock) have higher parks and recreation expenses per
capita ($315, $292 and $209, respectively) than their rural community counterparts.
This underscores the financial impact of providing higher-order facilities in these
municipalities and is reflective of costs associated with operation such as capital
investment, staffing, maintenance, etc. Expense rates per capita are notably low in
South-West Oxford, likely due to a lack of major recreation infrastructure.
Operating revenues for parks and recreation services are primarily generated through
user fees and service charges with occasional support from government grants (not
guaranteed). Park revenues were low across all area municipalities ($4 per capita or
less in 2018), but this is to be expected as user fees are limited. Contrastingly,
recreation services were able to generate annual revenues per capita between $31
(South-West Oxford) and $85 (East Zorra-Tavistock). When evaluating the percentage
of expense recovery from user fees and service charges, East Zorra -Tavistock and
South-West Oxford have the highest recovery rates (52% and 44%, respectively). This
may be attributed to the indirect operating model in those municipalities, enabling
significant savings on employee wages and benefits.
Parks and recreation services are not specifically legislated, however, various
operations are subject to health and safety regulations, while the development and
management of certain assets are subject to regulations within the Ontario Planning
Act, Ontario Cemeteries Act, etc. A variety of other non-legislative supporting
documents also help to guide provision of parks and recreation services. Some
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examples include the Framework for Recreation in Canada, Parks for All and Parks and
Recreation Master Plans.
Staffing resources vary significantly depending on the service delivery model applied in
each local municipality (i.e., direct / mixed or indirect), historic staffing levels, as well as
size and scope of major parks and recreation amenities. The majority of municipal parks
and recreation employees are non-union, with the exception of specific positions in
Ingersoll and Norwich as well as all City of Woodstock staff that are not management.
Many of the area municipalities contract parks and recreation se rvices in some capacity.
Most common contracted services are grass cutting, snow clearing and specialized
maintenance.
Parks and recreation assets vary significantly throughout the County, particularly when
comparing urban and rural municipalities. Major recreation facilities considered include
arenas / ice pads, deep water aquatic facilities, recreation complexes, and community
halls. The inventory of active parkland for each local municipality has also been
considered.
Each local municipality has established Asset Management Policies, and these are
supported by Asset Management Plans to guide investment, repair, replacement, etc. of
municipal capital assets. Capital budget policies and practices relating to municipal
parks and recreation assets are typically guided by asset management reports,
community input, growth-related needs, and parks and recreation master plans (where
applicable).
Key trends and best practices for parks and recreation services include consideration
for: variety in program formats, fees and registration types; multi-generational and multi-
purpose facility and park designs; inclusion and accessibility; age-friendly opportunities;
increasing social challenges; growing emphasis on environmental sustainability and
impact; use of modern technologies in programming and registration; maximizing use of
existing assets; management of aging infrastructure; and variety in park types available
throughout area municipalities.
Service Profile Reference: Page A-182
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3.2.22.2 SWOT Analysis
Strengths
• Physical activity: Parks and recreation programs and services foster
community well-being and active living in each of the area municipalities.
• Social interaction: Participation in parks and recreation activities, events and
programs provides opportunities for social interaction and connections with
nature, which is beneficial for rural and urban residents alike.
• Affordability: Most community-based programming and many facility rentals
are affordable, partly due to the reliance on volunteers in several
communities. Parks are generally free to use.
• Staffing: Staffing levels are lean across all municipalities and most provide
responsive front-line services. Part-time and seasonal employee models are
cost effective and help to address gaps at peak times.
Weaknesses
• Limited coordination: Although area municipalities do communicate with
one another on an informal basis, there is a lack of coordination on long -term
or large-scale plans and projects.
• Available public space: Many municipalities indicated a shortage of indoor
public space for gatherings, programs, rentals, etc. to meet growing demands
Opportunities
• Parks and Recreation Strategies: Few area municipalities have a
comprehensive Master Plans outlining current and future resident needs for
parks and recreation. Understanding resident satisfaction and needs helps to
identify changes in service delivery and partnership opportunities.
• Contract service standards: Service levels and expectations are varied
across area municipalities and are dependent on the type of service involved.
Municipalities may consider review of existing contracts and service
agreements to establish a quality control measure for implementing future
maintenance and operations contracts.
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Threats
• Declining volunteerism: Many municipalities rely on support from local
community organizations and volunteers to operate facilities and facilitate /
organize programming. Declining volunteerism is of concern and should be
mitigated.
• Volunteer service boards: Service boards are successfully utilized in a few
area municipalities but pose potential issues related to sustainability, liability,
service standards, volunteer commitment, succession planning, etc.
• Aging facilities and infrastructure: Each of the area municipalities are
encouraged to implement their respective asset management plans and
remain apprised of the state of parks and recreation amenities.
• Rising Costs: Some municipalities are considering closure /
decommissioning / repurposing of facilities or a reduction of operating hours
to balance costs associated with provision and community needs.
• Changing demographics: Children and youth have predominantly been the
core market for parks and recreation services. An aging demographic leads to
shifts in demands and changes to services and infrastructure may be
required, especially if the number of younger residents declines.
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3.2.22.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
1. Regularly
undertake
parks and
recreation
facility needs
and service
studies.
Ensure the needs
of current and
future residents are
met through
planning and
provision of parks
and recreation
facilities and
services. Regular
assessments of
community priorities
and funding
sources helps to
direct resources
where they are
needed most.
Increased
Level of
Service
(long-term
sustainability)
Project-specific All local
municipalities
2. Conduct cost-
benefit
analyses of
under-utilized
recreation
facilities.
Consider the
benefit of existing
recreation facilities,
especially outdoor
pools and stand-
alone facilities.
Explore options for
closure,
repurposing,
decommissioning or
reduced hours.
Decreased
Costs
(cost
efficiency)
Project-specific All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
3. Establish a
cross-
municipal
parks and
recreation
working
group or
network.
Establish a group
representing the
eight local
municipalities to
meet regularly to
collaborate discuss
various planning,
operational and
management
matters.
Increased
Level of
Service
(coordination /
streamlined
services)
Cost Neutral All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
4. Conduct a
user fee / cost
recovery
analysis to
determine the
true cost to
deliver parks
and recreation
services within
each
municipality.
Results should
be used to set
target recovery
rates for parks
and recreation
services within
each
municipality.
The review
should also
evaluate the
merit of
increasing user
fees for
selected
activities and
introducing
non-resident
fees.
It is critical to
understand the true
costs associated
with parks and
recreation service
delivery when
planning future
programs and
services. A cost
recovery analysis
(including a review
of how non-resident
fees are applied
within and outside
of Oxford County)
would provide
municipalities with
valuable data to
establish realistic
cost recovery rates
when considering
revenue-generating
opportunities.
Decreased
Costs
(cost
efficiency)
Up to $250,000 in
new revenue
annually across all
local municipalities
(5% increase in fees)
All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
5. Review
program
provision and
participation
data annually
(municipal and
non-municipal
providers) to
ensure that
resident needs
are being met
for all ages,
interests and
abilities. This
information
may also be
used to inform
future
participation
rate targets.
Work with
community
groups to fill
gaps in
provision either
directly or
indirectly.
Parks and
recreation
participation trends
are constantly
evolving as the
demographic shifts
and new activities
emerge. It is critical
that municipalities
remain apprised of
current offerings in
the community to
ensure resident
needs are being
met.
Increased
Level of
Service
(enhanced
performance,
long-term
sustainability)
Cost Neutral All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
6. Encourage
local
municipalities
to work
together to
coordinate
off-peak
schedules for
major indoor
recreation
amenities (i.e.,
arenas). This
should include
ice bookings
and promotion
of year-round
use (e.g.,
summer
pickleball, day
camps, or
community
events).
Arenas are the
biggest cost center
in most
communities and
are sometimes
underutilized,
especially during
off-peak times. To
maximize use and
encourage year-
round participation,
local municipalities
should coordinate
scheduling and
work together to fill
available times /
sites. A local best
practice example is
the $10 gap ice
rental process in
East Zorra-
Tavistock.
Increased
Level of
Service
(streamlined
services /
coordination,
service
efficiency)
Cost Neutral All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
7. Use the
Framework
for Recreation
in Canada to
guide planning
in parks and
recreation
services.
The Framework for
Recreation in
Canada was
developed in 2015
and it an excellent
resource for parks
and recreation
service providers. It
supports planning
for all facets of
municipal
recreation
programming.
Increased
Level of
Service
(improved
accountability)
Cost Neutral All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
8. Explore
options for
outsourcing
general parks
grass cutting
(excluding
higher-end
sports fields),
depending on
collective
agreements.
Additional
efficiencies
may be
realized
through shared
contracts
where parks
are situated in
close proximity
to municipal
boundaries.
General parks
grass cutting (e.g.,
open space,
playgrounds,
municipal buildings,
etc.) is contracted
out by some local
municipalities.
Cost-savings may
be realized, or staff
time may be
optimized by
outsourcing this
task to external
landscaping
companies.
Increased
Level of
Service
(risk reduction,
potential cost
efficiency,
potential
service
efficiency)
Cost Neutral
Blandford-
Blenheim,
East Zorra
Tavistock,
Ingersoll,
Norwich
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
9. Commence
succession
planning and
consider
options for
enhanced
administrative
oversight in
East Zorra-
Tavistock.
The unique third-
party Recreation
Superintendent role
in East Zorra-
Tavistock is well-
established and
works well in the
community.
However, this
model is not
sustainable, and
the Town should
begin to consider
succession
planning for Parks
and Recreation
Services.
Increased
Level of
Service
(long-term
sustainability,
enhanced
performance)
$100,000 annual
increase for East
Zorra-Tavistock
(mostly staffing);
further study required
to confirm
East Zorra-
Tavistock
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
10. Conduct risk
analyses and
opportunity
audits to
review and
rationalize
existing
contracts and
service
agreements.
Review may
include
volunteer
service boards,
caretaker roles
for rural halls,
and
landscaping /
maintenance
contracts.
Ensure
alignment with
municipal
values.
Quality control and
risk assessment for
contracted services
should be reviewed
regularly to ensure
resources are being
used wisely.
Alignment with
leading values and
objectives such as
those contained in
the Framework for
Recreation in
Canada should be
pursued.
Increased
Level of
Service
(risk reduction,
enhanced
performance)
Cost Neutral All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
11. Coordinate
scheduling of
staff training
and
professional
development
sessions
amongst local
municipalities,
where
appropriate.
All staff require a
variety of training
sessions and skill
development
opportunities;
current efforts are
disjointed.
Increased
Level of
Service
(service
efficiency,
coordination)
Cost Neutral All local
municipalities
12. Coordinate
bulk
purchasing
and take
advantage of
purchasing
consortiums
amongst area
municipalities
where
appropriate.
Many municipalities
have varied
purchasing
agreements and
may benefit from
bulk purchasing for
goods and services.
Decreased
Costs
(cost
efficiency,
coordination)
$5,000 to $10,000
annual savings per
local municipality (will
vary)
All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
13. Encourage
local
municipalities
to work
together to
fund, develop
and/or operate
parks and
recreation
facilities that
have regional
markets,
where
supported by
demonstrated
needs.
Higher-order parks
and recreation
facilities tend to
draw from a
regional user base
but costs for
development and
operation often fall
to a single
municipality. Where
demand exists for
these facilities in
Oxford County, it is
recommended that
area municipalities
consider innovative
ways of
collaborating to
share the
associated funding,
development and
operational costs.
Increased
Level of
Service
(long-term
sustainability,
broader
economic
impacts,
coordination)
Project-specific All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
14. Establish a
County-wide
staff position,
committee or
partnership
with an
external
agency to
coordinate
additional
volunteer
support (e.g.,
recruiting,
training,
retention,
recognition,
etc.).
Volunteerism is
declining and local
municipalities have
a heavy reliance on
volunteer support.
Consider additional
support options
such as
coordinators,
committees or
external agencies.
Increased
Level of
Service
(improved
accountability,
enhanced
performance)
Up to $75,000
annual increase All
15. Establish a
County-wide
financial
assistance
program to
support
affordable
access to
recreation,
where not
already
present.
Fee assistance /
subsidy programs
are useful tools to
remove barriers for
low-income
residents and
families. Woodstock
and Tillsonburg
currently have
locally funded
programs in place,
as do those
receiving social
assistance from the
County.
Increased
Level of
Service
(increased
participation,
broader
economic
impacts)
$75,000 annual
increase shared by
all participating
municipalities
Blandford-
Blenheim,
East Zorra
Tavistock,
Ingersoll,
Norwich,
South-West
Oxford, Zorra
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
16. Consider
partnering with
external
agencies to
provide
community
access to
indoor public
space.
Coordinate with
external agencies
(i.e., school boards)
to provide public
access to indoor
space for
gatherings,
programs, rentals,
etc.
Increased
Level of
Service
(enhanced
performance,
increased
accessibility)
Cost Neutral All local
municipalities
17. Cross-promote
community
events on
social media
platforms or
community
calendars to
avoid
duplication and
encourage
participation
throughout the
County.
A coordinated
approach to
planning and
promotion of events
and activities would
help to avoid
duplication across
area municipalities.
For example, cross-
promoted social
media posts or
linked community
calendars may
enable coordinated
planning an avoid
overlap.
Increased
Level of
Service
(coordination /
streamlined
services)
Cost Neutral All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
18. Explore
options for
shared
purchasing
and
implementation
of recreation
software and
other
technologies.
Paper-based record
keeping remains a
common practice in
some area
municipalities,
particularly rural
communities. For
those municipalities
without an updated
platform, options for
shared purchasing
of recreation
software may be
explored. This
would allow
municipalities to
coordinate
schedules, save on
subscription or
licencing fees,
share training and
collect accurate an
up-to-date records
of program
registrations, facility
bookings and other
recreation services.
Increased
Level of
Service
(modernization
, coordination,
service
efficiency)
Cost Neutral
Blandford-
Blenheim,
East Zorra
Tavistock,
Norwich,
South-West
Oxford, and
Zorra
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3.2.23 Libraries
3.2.23.1 Overview
Municipalities Providing Library Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔
Oxford County (Oxford County Library) is responsible for library services in seven of the
eight area municipalities (Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich,
South-West Oxford, Tillsonburg and Zorra) while the City of Woodstock offers library
services independently through the Woodstock Public Library. Amalgamation of the two
library systems has been explored through past studies and has not been supported
(most staff are front-line and would not result in substantial efficiencies); opportunities
for the two systems to work more closely together are examined herein.
In the case of Oxford County and area municipalities, the ma jority of library services
provided fall within the traditional service delivery model of collections, lending,
technology, programming, and information support. Lending is only available to
registered cardholders (based on residency, although the County system is open to
Woodstock residents at no charge), while most other services – such as information
services and programming – are available to anyone.
There are 15 physical library locations within the County (14 – decentralized model) and
Woodstock (1 – centralized model) library systems; the larger branches contain public
space that can be used for third-party community meetings and events.
Libraries are subject to legislation such as the Municipal Act, the Public Libraries Act,
and Accessibility for Ontarians with Disabilities Act and are accountable to the
communities they serve. Two non-legislative resource documents; Guidelines for Rural /
Urban Public Library Systems, 3rd edition (2017) and Ontario Public Library Guidelines,
7th edition (2017), are also commonly used to guide library services.
Per the Public Libraries Act, public libraries are limited in their ability to impose fees for
programs, services or materials and modify existing revenue sources. As a result,
libraries rely heavily on municipal support (and, to a lesser extent, Provincial grants) to
fund their operations. As a low-to-no cost public service, libraries seek operating
efficiencies within their staff complement as well as support from dedicated volunteers.
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For example, many in-branch programs offered at both the Oxford County Library and
Woodstock Public Library are facilitated by staff members and volunteers. On a per
capita basis, revenues generated from user fees and surcharges in 2018 were
comparable between the two systems ($2 in Oxford County and $3 in Woodstock).
Annual library expenses for the Oxford County System were $47 per capita in 2018,
compared to $66 per capita in the Woodstock system. These variations may be
explained by a variety of reasons, the most notable include per capita space provision,
operating hours and staffing levels. The Woodstock Public Library Branch operates for
approximately 63.5 hours per week, while the average weekly operating hours among
Oxford County Libraries is only 25 hours per week. As urban centres serving a larger
local population base, Tillsonburg and Ingersoll operate with higher weekly hours (60
and 59.5, respectively). The lower operating hours among rural library branches helps
decrease expenses such as staffing and applicable overhead (i.e., utilities). It should
also be noted that all employees of the Woodstock Public Library are unionized
members of CUPE Local 1146 – Library Unit; the Oxford County Library does not have
any unionized employees.
The Oxford County Library system includes 14 branch libraries distributed throughout
seven area municipalities; some buildings are owned by the Library, some by the local
municipality (including shared use arrangements), and some are leased from other
sectors. The Oxford County Library is also responsible for one additional building that
serves as the library headquarters (but does not function as a public library branch).
Woodstock Public Library includes one main branch facility in the City of Woodstock.
Library assets include not only the physical library branches, but also the collections
and technologies stored within them.
The Oxford County Development Charges Background Study identifies a number of
capital investments in library infrastructure within the next 10 years. Capital investment
in libraries generally plans for expanded space in response to anticipated population
growth and capital repair / replacement, as necessary.
Key trends and best practices for public library services include: co -location with other
community facilities and extended community use of library space; consortium
purchasing to ease the rising cost of materials; accommodation of social service
providers; increased programming; non-traditional item lending; extended technology
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and creative resources (e.g., Wi-Fi, maker spaces, digital editing studios, etc.); and
community librarianship models and outreach services.
Service Profile Reference: Page A-202
3.2.23.2 SWOT Analysis
Strengths
• Community Benefits: Through a variety of free services, libraries encourage
literacy in communities, offer employment resources, provide tech help, foster
social interaction and support lifelong learning. The Library sector has
invested heavily in advocacy and effectively collects and disseminates data to
support its services.
• Data Collection: Libraries keep detailed records of circulations, registrations,
visits and more. It is important that they continue to track and analyze data to
support service provision and adaptation to trends.
• Staff: Library staff are frequently identified by the public as a tremendous
asset. Many have worked in the communities for several years and have built
relationships with patrons, which strengthens customer service.
Weaknesses
• Resources and operating hours: Demand for library services is shifting but
continues to grow; however, services are limited by resources and physical
space to offer programs and services.
• Staff turnover and expanding skills: The current operating model includes
a high proportion of part-time positions, which can sometimes lead to staff
turnover. Furthermore, the range of skills and specializations within the library
sector is expanding, creating the need for increased training and hiring.
Staffing is by far the most significant expense within the library budget.
Opportunities
• Greater coordination of library services: Oxford County Library and
Woodstock Public Library may find efficiencies through shared staffing,
collections, programs, subscriptions, and more. Although th ere are historic
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agreements, library boards, and union contracts to consider, there may be
benefits in exploring a closer working relationship between the two systems.
• Community librarianship and external services: The public libraries may
wish to further explore opportunities to work with local organizations and
coordinate off-site library services such as mini-libraries, bookmobiles, etc.
Threats
• Reliance on Municipal Funding: Libraries are very limited in their ability to
generate revenue. Although operated independently from municipalities,
public libraries rely heavily on funding from area municipalities.
• Under-utilized facilities: Some Oxford County Library branches are small
and operate for reduced hours, leading to a perception that they are under-
utilized. In fiscally constrained times, these locations can become candidates
for closure or further service reductions. The number of library branches has
been reduced in the past. It is important to reinforce the role that these
venues play as community gathering spaces, particularly in rural settlement
areas.
• Digital technologies: Also viewed as an opportunity, the fast-changing digital
world has forced libraries to keep pace and offer an expanded range of
services. Computer and internet access, electronic books and databases, 3D
printing, and more have become commonplace in libraries, which stretches
resources thin. Although concern has been expressed about the impact of
new technologies on book lending, circulation of physical materials remains
strong.
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3.2.23.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased Level
of Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Pursue an
integrated system
of reciprocal
borrowing
through the
removal of the
non-resident fee
for Oxford County
residents
accessing
Woodstock Public
Library collections.
Application of a
non-resident fee
for accessing
collections at the
Woodstock
Public Library
may present a
barrier to access
for some
residents of
Oxford County.
Increased Level
of Service
(improved
coordination)
$10,000
annual
decrease in
revenue for
Woodstock
Public
Library
Oxford County
and
Woodstock
2. If reciprocal
borrowing is
implemented,
coordinate
material
purchasing
between the
Oxford Public
Library and
Woodstock Public
library and seek
opportunities for
shared use of
collections and
subscriptions.
To optimize
investment and
use, greater
integration
between the
public libraries is
recommended,
such as working
together to
coordinate
selected
collections (e.g.,
non-core
materials) to
reduce
duplication.
Increased Level
of Service
(improved
coordination)
Cost Neutral
Oxford County
and
Woodstock
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Recommendation Discussion
Decreased
Costs or
Increased Level
of Service
Anticipated
Financial
Impact
Benefiting
Municipalities
3. Continue to
expand data
metrics and the
analysis of library
usage.
Library usage is
changing, and
the impact is
growing. New
ways of
illustrating these
impacts are
required to
ensure resources
are allocated
efficiently.
(currently
underway in
Woodstock)
Increased Level
of Service
(service
efficiency,
enhanced
performance,
modernization)
Cost Neutral
Oxford County
and
Woodstock
4. Consider
expansion or
redevelopment of
select existing
library facilities to
accommodate
greater community
use. Any potential
relocations should
consider
opportunities to
align with other
community
facilities (e.g.,
parks and
recreation).
Demand for
physical library
space is
increasing. There
is a greater public
desire for passive
/ casual space as
well as increased
participation in
library programs.
Leased locations
should be
assessed further.
Multi-use facilities
are convenient
and cost
effective.
Increased Level
of Service
(service
efficiency,
enhanced
performance)
Project-
specific
Oxford County
and
Woodstock
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Recommendation Discussion
Decreased
Costs or
Increased Level
of Service
Anticipated
Financial
Impact
Benefiting
Municipalities
5. Explore
opportunities to
provide library
services outside
of dedicated
facilities and to
accommodate
after-hours use of
program rooms for
community use.
Demand for
library
programming
continues to
increase, as does
interest in multi-
use sites that
allow user
convenience.
Community
outreach and off-
site programs
and collections
may help
alleviate these
pressures.
Increased Level
of Service
(improved
coordination,
enhanced
performance)
Project-
specific
Oxford County
and
Woodstock
6. Continue to foster
and support
relationships
with community
agencies that
offer outreach
opportunities for
library services.
Libraries have
done well to build
relationships with
local agencies
and volunteers.
These should
continue to be
supported and
expanded.
Increased Level
of Service
(improved
coordination,
enhanced
performance)
Cost Neutral
Oxford County
and
Woodstock
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Recommendation Discussion
Decreased
Costs or
Increased Level
of Service
Anticipated
Financial
Impact
Benefiting
Municipalities
7. Inventory the
current staff skill
set and evaluate
reasons for staff
turnover. Seek
opportunities to
adjust hours for
part-time staff and
/ or provide
additional training.
To mitigate the
impact of high
part-time
employee
turnover rates,
the public
libraries may
wish to provide
additional training
or scheduled
hours as
incentives to
remain on staff.
Increased Level
of Service
(enhanced
performance)
Cost Neutral Oxford County
8. Strategically
recruit for library
staff that possess
emerging
competencies.
Using the
knowledge
gleaned from the
recommended
staff skill set
inventory, the
public libraries
may focus on
recruitment of
new employees
with knowledge
or skills that are
lacking in the
current staff
complement.
Increased Level
of Service
(enhanced
performance)
Cost Neutral
Oxford County
and
Woodstock
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Recommendation Discussion
Decreased
Costs or
Increased Level
of Service
Anticipated
Financial
Impact
Benefiting
Municipalities
9. Explore cost-
benefit of utilizing
technology such
as RFID or self-
serve kiosks /
non-staffed
libraries.
Demand for
library services is
high and
investment in
technologies may
help to alleviate
demand for staff
time. This would
enable librarians
and other staff to
utilize their time
with more in-
person
interactions.
Increased Level
of Service
(service
efficiency,
modernization)
To be
informed
through
further study
Oxford County
and
Woodstock
10. Seek opportunities
to promote
library services
through print and
digital media.
Share data
analysis results
with the public and
municipal officials
to promote
positive outcomes
of library services.
Many residents
may be unaware
of the new
services provided
by local public
libraries. Library
services should
be promoted
through print and
digital media
(e.g., leisure
guides, social
media,
newsletters, etc.).
Sharing results
from data
analysis will
illustrate impacts
and outcomes.
Increased Level
of Service
(improved
transparency)
Cost Neutral
Oxford County
and
Woodstock
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3.2.24 Cultural Services
3.2.24.1 Overview
Municipalities Providing Cultural Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔
Archives Indirect Indirect Mixed Indirect Indirect Mixed Mixed Indirect
Cultural services refer to the provision of staff, facilities and support for arts, cultural and
heritage experiences. This may include museums, art galleries, archives, programs,
events or community celebrations, among countless other experiences.
Cultural services in Oxford County and area municipalities are largely supplied by
private operators, service organizations and volunteers with the exception of a few
municipally owned and operated arts and cultural assets (i.e., museums and art
centres). All area municipalities support or indirectly facilitate cultural services such as
community festivals, introductory arts programs, and heritage preservation and
appreciation. Cultural services are also closely linked with parks, recreation, libraries,
tourism and other community services. Many of the area municipalities (e.g., Blandford-
Blenheim, East-Zorra Tavistock, Norwich, South-West Oxford, Zorra) rely solely on
support from external cultural service providers and use community calendars and
publications to promote available opportunities.
The municipalities of Ingersoll, Tillsonburg and Woodstock have employees dedicated
to cultural services. City of Woodstock cultural employees are unionized. Many other
area municipalities have employees within Parks and Recreation, Community Services,
Tourism or Economic Development Departments that have a shared portfolio and job
descriptions that refer to cultural services. Municipal culture staff are commonly
responsible for acting as a liaison between the municipality and local service
organizations (e.g., historical societies, volunteer groups, etc.).
In addition, Oxford County Archives are acquired, preserved and made accessible by
the County; the archival collections of three area municipalities are also accommodated
by the Oxford County Archives.
Some cultural services are subject to the Ontario Heritage Act as well as the County of
Oxford Official Plan. Non-legislative guiding documents such as the Ontario Culture
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Strategy and Municipal Master Plans also support provision of municipal cultural
services.
About half of the municipalities in Oxford County do not provide direct cultural services,
and as a result do not incur any associated revenues or expenses. However, among the
municipalities that directly support arts and culture, Woodstock incurred the greatest
expense ($48 per capita), while Tillsonburg and Ingersoll were about half of that ($24
and $20, respectively). As urban centres, there is greater public demand for services
such as programming, festivals, events and cultural amenities in these three
municipalities. Dedicated facilities (i.e., museums, art centres, theatres, etc.) and
associated staff are significant factors influencing the cost of cultural services.
Revenues were evaluated as a percentage of expense recovery from user fees and
service charges; Tillsonburg and Woodstock each recovered 8%, while Ingersoll
recovered 6%.
Rates and fees for municipal cultural services are typically set below cost recovery due
to community benefits associated with participation. Operating costs for cultural services
are often categorized or shared within larger departments such as parks and recreation
or community services. Where applicable, the most significant expenditures for this
service area are staff wages, contracted services and capital infrastructure.
A number of Oxford County area municipalities have agreements in place for Board-
operation of municipal facilities (e.g., Beachville District Museum operated by the
Beachville District Museum Society and Zorra Heritage Committee in partnership the
municipalities of South-West Oxford and Zorra). In addition, several municipal cultural
facilities are leased to community organizations for the delivery of cultural services (e.g.,
Norwich Museum operated by Norwich and District Historical Society; Tillsonburg Art
Gallery receives financial support per a memorandum of understanding , etc.). Not all
Oxford County municipalities own and / or operate built cultural assets (e.g., Blandford-
Blenheim, East Zorra-Tavistock).
Key trends and best practices for cultural services include: community development
approach based on partnerships with volunteers and non-profit organizations; non-
traditional use of space (e.g., markets, yoga classes, workshops, pop -up activities, etc.);
animation and interactivity of cultural exhibits; integration of arts and cultural spaces
within multi-use facilities.
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Service Profile Reference: Page A-202
3.2.24.2 SWOT Analysis
Strengths
• Collaboration with neighbouring municipalities: Many cultural service
providers in Oxford County regularly collaborate with municipal partners to
plan and coordinate schedules, particularly for travelling exhibits and
collections.
Weaknesses
• Maximization of Space: Some cultural assets in the area municipalities
could be utilized more frequently for a variety of programs and events.
Opportunities
• Support Local: Oxford County and area municipalities are home to a wide
variety of talented local artists, artisans, historians and other creatives.
Threats
• Reliance upon external providers: Many cultural services are provided by
external groups, volunteers and community members. External commitment
to programs, services, events, etc. may be variable and impact consistent
delivery of cultural service offerings in Oxford County.
• Capital funding and aging infrastructure: Many cultural assets are aging
and require increased capital maintenance. Revenues are typically insufficient
to offset these costs, creating concerns around long-term viability.
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3.2.24.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Seek opportunities
to promote use of
cultural facilities as
community
space.
Many local
municipalities
indicated a lack
of available
public space for
various activities.
Cultural facilities
may help to fill
this provision
gap.
Increased Level
of Service
(service
efficiency,
improved
coordination,
long-term
sustainability)
Cost Neutral
Ingersoll,
Norwich,
South-West
Oxford,
Tillsonburg,
Woodstock,
and Zorra
2. Facilitate use of
public space to
promote arts and
culture, focusing
on support for
local artists and
historians.
Oxford County is
fortunate to be
home to a
plethora of local
heritage, history
and talent.
Leveraging
existing public
spaces to exhibit
art and offer
programs helps
to showcase
these talents,
educate
residents, and
bolster
participation.
Increased Level
of Service
(service
efficiency,
improved
coordination,
long-term
sustainability,
broader
economic
impacts)
Cost Neutral All
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
3. Continue to
collaborate and
plan amongst
municipal
neighbours (e.g.,
Norfolk County
and Elgin County)
to maximize
benefit for
collections and
travelling exhibits.
Many benefits
and efficiencies
may be realized
by all
participating arts
and cultural
service providers
through
coordinated
planning and
scheduling.
Increased Level
of Service
(improved
coordination and
enhanced
performance)
Cost Neutral All
4. Seek opportunities
to create stronger
links between
arts, culture,
tourism and
economic
development
throughout the
County
Cultural services
are an effective
means to attract
residents, visitors
and businesses.
Tourism and
Economic
Development
initiatives should
be developed in
consultation with
arts and cultural
service providers
to benefit from
mutual
promotion.
Increased Level
of Service
(broader
economic
impacts)
Cost Neutral All
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3.2.25 Trails
3.2.25.1 Overview
Municipalities Providing Trails Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
Support ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
At their discretion, each municipality is responsible for the design, approval,
development and / or implementation of off-road recreational trails on lands within their
jurisdiction, including municipal parks and open spaces and other lands under
agreement. Trail networks in Oxford County are a complex combination of public and
private facilities, collectively supporting active transportation within and among area
municipalities. Each of the eight area municipalities provides public trails and also
contribute to large sections of dedicated off-road trail routes, signed on-road routes, or
natural paths and linear parks. The County provides support to local municipalities,
service groups, and the Oxford County Trails Council in the design and implementation
of new trails in the system, and also assists with marketing efforts. Most trails are
maintained by representatives from the Oxford County Trails Council, area
Conservation Authorities, or local municipalities.
Public access trails are subject to the Ontario Trails Act, Accessibility for Ontarians with
Disabilities Act, Motorized Snow Vehicles Act, Off-Road Vehicles Act, Occupiers’
Liability Act, Public Lands Act or Trespass to Property Act. Municipal trails are also
influenced by non-legislative guiding documents such as the Ontario Trails Strategy or
municipal trails master plans and active transportation strategies.
Municipal trails are often overseen by parks, recreation and / or public works
departments, depending on the municipality and trail ownership / operating agreements.
As a result, revenues, expenditures and operating details are typically captured through
municipal parks budgets. Some agreements for trail maintenance exist between
municipalities, stewardship groups (volunteers) and conservation authorities.
Recreational trail asset types, lengths and responsibilities are varied throughout the
area municipalities and include a variety distances, surface types and difficulty levels.
The Oxford County Trails Master Plan outlines the process for designing and
developing the trails network in Oxford County, including capital budget considerations.
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Key trends and best practices for municipal trails services include: partnerships with
community groups and stewardship organizations; creation of planning guidelines and
strategies; offering a variety of trail and pathway e xperiences; prioritizing high impact
connections; and installation of signage and wayfinding infrastructure. Through the use
of local advisory committees, volunteers and agencies, Oxford County municipalities
have strong leadership and guidance on this subject and are viewed as a leading
example amongst rural municipalities.
Service Profile Reference: Page A-222
3.2.25.2 SWOT Analysis
Strengths
• Growing focus on active transportation: Resident and visitor use of trails
promotes physical activity, enables interactions with nature and reduces
emissions through decreased reliance on motorized vehicles.
• Coordinated planning and promotion: The Oxford County Trails Master
Plan identifies a well-planned, cohesive and coordinated network of trails and
pathways, while still allowing for locally responsive solutions.
• Municipal resourcing is lean and cost-effective, with minimal
duplication: Organizations such as the Oxford County Trails Council
leverage volunteer resources in the development, coordination, and
maintenance of trails.
Weaknesses
• Informal agreements: A variety of trails agreements and stewardship groups
exist within the Oxford County trails network and many are not consistent or
formalized.
• Non-revenue generating: Trails on public lands are generally free to use and
revenues are limited to donations or in-kind contributions.
Opportunities
• Partnerships: Continued coordination with stewardship groups, active
transportation enthusiasts and community partners to promote use of the
trails and participation in trail-based recreation and tourism.
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Threats
• Incremental, opportunity-based development of trails: Trail development
can be complex and piecemeal as it often relies on opportunities created by
land development and/or willing partners. This can be challenging for
advance planning and resource allocation.
3.2.25.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Review existing
trails
agreements,
responsibilities
and ownership
models.
Review existing
trails agreements
to better
understand the
variety of
responsibilities,
stewardship
groups, and
opportunities for
development /
maintenance of
trails throughout
Oxford County.
Conduct a
municipal liability
and risk scan.
Seek to
standardize
agreements
wherever
possible.
Increased
Level of
Service
(risk
reduction)
Cost Neutral All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
2. Continue to
coordinate
promotion and
development of
trails.
Municipalities
should work in
conjunction with
the County and
trail agencies /
organizations to
coordinate
promotion and
development of
trails including
implementation of
the Oxford County
Trails Plan and
active
transportation
initiatives.
Increased
Level of
Service
(improved
coordination,
enhanced
performance,
long-term
sustainability)
Cost Neutral All
3. Assess the
economic
benefit of trails
and develop
metrics to
understand trail
use in the
County (i.e., trail
counters, etc.).
Information can
support future
decision making
and rationalize
return on
investment in trail
infrastructure.
Increased
Level of
Service
(broader
economic
impact)
Cost Neutral All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
4. Seek to
formalize
maintenance
standards for
trails in Oxford
County and local
municipalities.
Development of
maintenance and
operations
standards for
trails in Oxford
County may
encourage
greater use and
ensure consistent
and satisfactory
user experiences.
Increased
Level of
Service
(enhanced
performance,
risk
reduction)
Cost Neutral All local
municipalities
5. Evaluate
opportunities to
share
specialized
maintenance
equipment
between
municipalities.
Consider the
potential
benefits and
cost-savings
associated with
investment in
and shared use.
Specialized
maintenance
equipment such
as: brush saws or
pole saws for
clearing; ATVs for
transportation or
hauling; and
hoists for lifting.
These expensive
pieces of
equipment are not
used on a regular
basis and could
be shared among
area
municipalities on
an as needed
basis with
consideration
given to insurance
and capital
depreciation.
Decreased
Costs
(cost
efficiency,
streamlined
services)
$5,000 annual
savings per local
municipality (will
vary)
All
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Planning and Development
3.2.26 Land-use Planning
3.2.26.1 Overview
Municipalities Providing Land-use Planning
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
The County provides a full range of municipal planning services (including GIS-based
planning information) for the County and Area Municipalities via a single harmonized
service. Some planning functions are carried out at the local level using the County’s
planning staff/services (similar to contracting out the service). The County deploys staff
to each local municipality based on the demand/need for planning services.
Decision making regarding zoning and site plans is a local responsibility which is
administered to a large extent through the County service: e.g. notice of complete
application, circulations for agency comment and public notices for all zoning
applications are undertaken by County administrative staff while the notice of passing of
a by-law is forwarded via the Local Municipality. Similarly, the processing of
applications for site plan is currently undertaken at the County level for Woodstock and
Ingersoll, while the remaining municipalities do their own administration. Administration
for all subdivision, consent and Official Plan related applications is also administered by
County staff. The decision-making process related to these latter applications is
integrated with the Local Municipalities, but ultimately rests at the County level.
The County Official Plan (O.P.) serves as the O.P. for the County and all area
municipalities, providing County-wide and local municipality specific policy direction in a
single, integrated document. There are no local municipal O.P.’s.
Site plans are approved at the Local Municipal level. Subdivisions and consents (where
requested by the Local Municipality) are presented to the municipality for
consideration/recommendation, however, both these applications are approved at the
County level. With respect to the prescribed consultation requirements of the Planning
Act in regard to planning applications, in Oxford County, public meetings are being held
at both the local and the County level for any applications requiring County Approvals.
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This is an area that could be streamlined into a single meeting on behalf of both the
local municipality and the County.
Policy development, growth management and related studies, and special projects
(natural heritage studies, source protection planning, etc.) are undertaken at the County
level; the County also provides planning support for planning-related studies/projects at
the local municipal level (Community Improvement Plans, Urban Design Guidelines,
etc.).
Service Profile Reference: Page A-229
3.2.26.2 SWOT Analysis
Strengths
• The process at the County has been streamlined over time, as the Director of
Planning is now able to sign-off on draft plans of subdivision and any
amendments (i.e. has delegated approval authority). Previously, the Warden
was required to approve draft plans, which could impose processing delays.
• With most of the planning functions being provided at the County level, this
provides a single point of contact for planning-related inquiries. Additionally,
there is one single web based G.I.S. mapping service and web portal to
provide public access to planning related documents, data, notices, etc. for
both the County and all area municipalities. Further, this provides centralized
development and maintenance of all planning related data and in formation.
• The County undertakes and coordinates all County-wide planning related
studies in consultation with the area municipalities and assists with and/or
project manages local planning related studies.
• Application processing times in the County are reasonable, based on
discussions with staff.
Weaknesses
• In all area municipalities, other than Woodstock, mainly Clerks handle the
applications, however, it is not always clear who is responsible to ensure the
local municipal review of the applications. There is also some piecemeal
work for building and public works staff to review the applications.
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• With site plans and subdivisions, quite a bit of administrative work falls on
local municipal staff.
• There are currently delays with the 5-year Official Plan review at the County
as there are limitations on staff resources.
Opportunities
• Woodstock utilizes a staff member to manage and administer development
projects. This may be beneficial for other municipalities to consider as this
has been successful in nearby municipalities such as Bayham and Malahide.
One staff member could be hired per municipality, or a few staff could be
hired and shared between municipalities.
• Municipalities may impose the requirement of a pre-consultation and ensure
that the applicant provides a “complete” application prior to review by staff.
This would decrease the unnecessary review and provide local municipal staff
with more time to manage the applications as a result of the statutory review
period to determine an application complete. The Planning Act gives a
planning authority 30 days to review and deem an application to be complete
if the Official Plan contains the necessary requirements. The advantage to
this is that it allows staff 30 days to review and deem an application comp lete
prior to the approval clock starting to run.
• Currently applications with water and wastewater servicing have to be signed
off by the County (with respect to those services), however, the County may
consider allowing sign-off on linear assets by the area municipalities that
maintain those assets (i.e. Woodstock and Tillsonburg).
• Currently, Official Plan amendments, consents and subdivisions are
presented at a public meeting at the local level for a recommendation and
then brought to the County for another public meeting and a decision
(additional administrative process, advertising costs and implications to
County Council meeting agendas). Consideration may be given to
consolidating public meetings to eliminate duplication for O.P.A., subdivision
and consent applications.
Threats
• There is a need for the County to update their zoning by-laws to maintain
proper record of zoning to avoid issues and legal action
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3.2.26.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
1. Planning
Coordinators
Planning
coordinators could
provide efficiency
of review of
planning
applications and
reduce burden on
current staff by
sharing on other
administrative
duties.
Increased
Level of
Service
Approximately
$65,000 per
additional staff
member
(between 1 and 7
additional staff)
All local
municipalities
except
Woodstock
2. Pre-
consultation
policy
Local municipalities
may impose the
requirement for a
pre-consultation
meeting to review
proposals with
applicants which
may reduce
occurrence of
resubmissions of
incomplete
applications
Increased
Level of
Service
Cost Neutral All local
municipalities
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Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial Impact
Benefiting
Municipalities
3. Complete
application
requirements
The County may
consider complete
application
requirements in its
Official Plan to aid
in the timing of
processing
applications and
ensure appropriate
supporting
materials are
provided.
Increased
Level of
Service
(may result
in reduced
staff time
spent on
applications)
Cost Neutral All
4. Update County
planning by-
laws
Update County by-
laws to maintain
proper record of
zoning to avoid
issues and legal
action
Risk
Management Cost Neutral County
5. Consolidation
of Public
Meetings
Consideration may
be given to
consolidating public
meetings to
eliminate
duplication for
planning
applications.
Decreased
Costs
May vary by
municipality.
Potential savings
through staff time,
advertising costs,
etc.
Further review
required.
All
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3.2.27 Economic Development
3.2.27.1 Overview
Municipalities Providing Economic Development Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔* ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
The main role of the economic development function is to bring economic prosperity to
their municipality (and County). This may be accomplished using varying metrics for
different municipalities, depending on their goals (e.g. increasing development,
increasing employment, increasing population, etc.). These goals are accomplished
through a network of partnerships, both public and private, to use all tools at their
disposal to improve economic conditions in their municipality. Some tools municipalities
may employ include the use of Community Improvement Plans (C.I.P.s) to provide a
number of development and rehabilitation incentives, grant programs, and marketing
campaigns to attract persons and jobs. In some cases, municipalities (e.g. Woodstock)
may purchase and develop industrial lands to incentivize potential employers that may
not be able to afford to service these lands. The cost to purchase and develop the
lands are then recouped through sale of the property.
The following provides a high-level summary of the way each municipality delivers
economic development services, however, within the County and surrounding area
there is a vast network of relationships and partnerships that assist each municipality in
their endeavours.
Municipality Economic Development Delivery
Oxford County Provides funding for memberships and programs. Additionally, the County
operates Tourism program/services
Blandford-Blenheim Funding partner for Rural Oxford Economic Development Corporation
East-Zorra Tavistock Funding partner for Rural Oxford Economic Development Corporation
Ingersoll Economic Development personnel on staff
Norwich Funding partner for Rural Oxford Economic Development Corporation
South-west Oxford Funding partner for Rural Oxford Economic Development Corporation
Tillsonburg Economic Development personnel on staff
Woodstock Economic Development personnel on staff
Zorra Funding partner for Rural Oxford Economic Development Corporation
In addition to the municipal service delivery, there are a number of organizations and
partnerships in Oxford that contribute to providing economic development services to
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the municipalities in the County. The following provides a list of some of these
organizations and partnerships as well as a brief description of the role they play:
Organization/
Partnership
Description
Oxford Connections • Oxford Connections is an economic development partnership between
the communities of Ingersoll, Rural Oxford Economic Development
Corporation, Tillsonburg and Woodstock. Its partners offer many support
services to new and existing businesses and industries located in
Oxford County.
• County provides $35,000 per year. This investment is used, in general,
for space at trade events
• Operates mainly in Canada with largest markets being Toronto and
Montreal
Oxford Workforce
Development
Partnership (OWDP)
• The Oxford Workforce Development Partnership is a strategic
collaboration that supports their community around issues of common
concern by assuming a leadership role in helping in the identification
and validation process of local labour market needs, issues, gaps,
trends and opportunities.
• This partnership includes all economic development departments
(including the R.O.E.D.C.) in the County as well as local colleges,
Employment Ontario Offices, Community Futures, The Small Business
Centre – City of Woodstock, Ministry of Economic Development, Job
Creation and Trade and Ontario Ministry Agriculture and Rural Affairs
and the Elgin, Middlesex, Oxford Workforce Development Planning
Board – Local Employment Planning Council a regional collaboration to
address economic and labour market issues across the London
management area
• This partnership is the primary contact with employers on the ground
and coordinates strategies to address the needs of the business
community
Tools
• “Work in Oxford” is a platform that connects job seekers to employers
but also connects both to programs and services that can support a
myriad of needs. The site averages 20,000 visits per month. The site is
maintained and supported by Community Employment Services and the
County of Oxford
• O.W.D.P. through its partnership with the Elgin, Middlesex, Oxford Local
Employment Planning Council (L.E.P.C.) aggregates job boards to one
central website to streamline the process and expand the reach of
Oxford Employers throughout the Economic Region
Local Employment
Planning Council
• The L.E.P.C. is a workforce planning partnership that is a catalyst for
economic and labour market development, building solutions and
engaging multi-stakeholder alliances. The L.E.P.C. is a place-based,
local approach to workforce development and the planning/delivery of
employment and training programs and services.
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Organization/
Partnership
Description
Oxford Local
Immigration
Partnership (O.L.I.P.)
Council
• The mechanism through which immigration, refugees, and citizenship
Canada supports the development of local partnerships and community-
based planning around the needs of newcomers. O.L.I.P. exists under
the umbrella of the Community Employment Services organization and it
supports the development of a long-term sustainable welcoming
community in which newcomers feel valued and their needs are served.
O.L.I.P. engages in actions that facilitate the integration of newcomers
and build the capacity to meet the needs and promote inclusion of
newcomers to Oxford County.
South Central Ontario
Regional Economic
Development
Corporation (SCOR
E.D.C.)
• SCOR E.D.C. is a regional partnership comprised of the Counties of
Brant, Elgin, Middlesex, Norfolk and Oxford. SCOR provides planning
and coordination for regional issues implementation of regional
economic development priorities, identifies funding sources, partners
with other levels of government, and acts as a regional catalyst for
investment.
Western Ontario
Wardens’ Caucus
(W.O.W.C.) Economic
Development
• The Western Ontario Wardens’ Caucus is championing a regional
Economic Development Strategic Plan for Western Ontario to identify
opportunities to advance the economy of Southwestern Ontario that also
leverages the ongoing efforts of W.O.W.C.; improves the underlying
conditions for economic development throughout the region; generates
a series of actions at the regional level that enables the creation of jobs,
wealth and investment across the region.
SouthWestern
Integrated Fibre
Technology (SWIFT)
• SWIFT was established by the W.O.W.C. to develop and administer
$209 Million capital investment to expand broadband into small urban
and rural Southwestern Ontario. (Oxford contribution $740,368 to 2019).
The project is funded in partnership with Federal and Provincial
governments, 20 Southwestern Ontario partner municipalities and the
Private Sector
• 2019 and 2020 additional monies approved by Oxford totaling
$2,456,323 for small urban/rural broadband expansion
The Small Business
Centre –City of
Woodstock
• The Small Business Centre, is an on-going economic development
partnership between the Province of Ontario, the City of Woodstock and
Oxford County serving small business and entrepreneurs in the
community.
Community Futures
Oxford
• Oxford Small Business Support Centre Inc., operating as Community
Futures Oxford, contributes to sustainable communities supported by
economic stability, growth and job creation in Oxford County, enabled
through diversified and competitive local economies. Funded by Federal
Economic Development funds.
• Administers the Future Oxford Fund under contract with and funded by
Oxford County.
• Community Futures Oxford is one of 60 Community Futures
Development Corporations in Ontario. With financial assistance from the
Government of Canada through the Federal Economic Development
Agency for Southern Ontario Community Futures Oxford:
o Provides access to capital
o Delivers programs and services to assist small
businesses
o Supports community economic development in Oxford
County
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Organization/
Partnership
Description
Community
Employment Services
(Oxford)
• C.E.S. Oxford, through Employment Ontario, provides support,
incentives and resources to both employer and job seekers to ensure a
vibrant economy.
• Given the current skill and labour shortages Community Employment
Services is actively addressing attraction and retention by providing
settlement services for new residents to the County and actively recruits
through strategic alliances with newcomer services in larger urban
centers particularly Peel Region. C.E.S. host the Local Immigration
Partnership and with the County of Oxford Maintains and supports
Welcometooxford.ca platform.
Southwestern Ontario
Marketing Alliance
(SOMA)
• SOMA is a partnership of Southwestern Ontario communities grown out
of natural economic ties. SOMA works with all levels of government and
the private sector to promote the advantages of locating within the
region. This region, known as Canada’s Industrial Heartland,
encompasses the municipalities of Ingersoll, North Middlesex, Perth
County, Stratford, St. Thomas, Tillsonburg and Woodstock. It stretches
across Elgin, Middlesex, Oxford and Perth counties. SOMA and its
partners offer a number of services to companies looking to grow within
the region.
• No politicians are on the board for the organization. The board is made
up of Economic Development representatives from the individual
municipalities that are members.
• From Oxford; Ingersoll, Tillsonburg, and Woodstock are members.
• SOMA organizes shows to allow for municipalities to attract Foreign
Direct Investment
• SOMA has an annual fee based on population. Fees range from
$12,500 for Ingersoll to $20,000 for Tillsonburg, and $30,000 for
Woodstock.
• ROEDC not in SOMA as it is cost-prohibitive, and they are not focused
on Foreign Direct Investment.
Service Profile Reference: Page A-234
3.2.27.2 SWOT Analysis
Strengths
• Ingersoll, Woodstock and Tillsonburg own industrial land that they develop
and sell.
• Oxford Connection partners together to secure grant funding from the County
for trade shows, etc. Area municipalities share leads and contacts.
• Southwest Ontario Marketing Alliance partners with municipalities outside of
the County for Foreign Direct Investment Initiatives. Nearly all of SOMA’s
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budget goes towards investment attraction initiatives versus of
wages/salaries. Members of SOMA share leads from trade shows.
• Oxford Workforce Development Partnership
o OWDP, through its partnership with the Elgin, Middlesex, Oxford Local
Employment Planning Council (L.E.P.C.), aggregates job boa rds to
one central website to streamline the process and expand the reach of
Oxford Employers throughout the Economic Region.
o “Work in Oxford” is a platform that connects job seekers to employers
but also connects both to programs and services that can support a
myriad of needs. This site is administered through the O .W.D.P.
o O.W.D.P. (Oxford funded) and Community Employment Services,
Ontario Government funded), also provides settlement services for
new residents to the County through a formalized Local Immigration
Partnership. Additionally, they actively recruit through strategic
alliances with newcomer services in larger urban centres particularly
Peel Region.
o Employee retention and expansion services
o Oxford Workforce Development Partnership works closely with the
Employment Ontario Network, with a primary focus on collaborating
with and supporting employers during the hiring, training and retention
process. A key component is to work with employers and mobilize
community partners and resources to ensure they can secure and
retain the talent you require. Additionally, as hiring ramp s up, there are
a number of incentive programs through Employment Ontario to offset
costs associated with hiring and training employees. The integrated
strategy is customized to meet individual employer needs but may also
include posting on workinoxford.ca platform where they would be seen
by an average of 20 000 job seekers per month. Depending on the
scale opportunities are shared with the Job Developer network across
the London Economic region but also can be shared with over 300
employment offices and partners cross the province to help secure
labour required to maintain the economic vibrancy of the business.
This holistic strategy has been recognized across the province as an
innovative and best practice.
• SouthWestern Integrated Fibre Technology (SWIFT)
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o Established through the Western Ontario Wardens’ Caucus, SWIFT is
in process of leveraging ~$18M in municipal partner funding to deliver
~$209 Million in direct capital infrastructure investment in broadband
service small urban/rural Southwestern Ontario. The SWIFT project
delivery model is a best practice funded through a funding partnership
between Federal, Provincial, Municipal (20) and the Private Sector
partners. To date, Oxford has committed in excess of $3, 1 Million to
this initiative.
• Future Oxford Legacy Fund
o Administered through Community Futures Oxford, the Legacy Fund
$175,000 in loans (leveraged to ~$2.1 Million) and $7,000 grants
(Leveraged to $55,000)
o Trust is essential to working together and this is true for the Economic
Development field as well. While there is a competitive aspect to
attracting investment, each municipality is not worried about others in
the County stealing investment and this is best described as “co-
opetition”. In Ingersoll it is built into the Economic Development
Officer’s job description to share investment opportunities with other
municipalities in the County if it is not suitable for Ingersoll. Other
municipalities share investment leads when not able to accommodate
within their own municipality, although it is not included in a formal
agreement
Weaknesses
• None identified
Opportunities
• In Ingersoll it is built into the Economic Development Officer’s job description
to share investment with other municipalities in the County if it is not suitable
for Ingersoll. Other municipalities share investment leads when not able to
accommodate within their own municipality, although it is not included in a
formal agreement. Each local municipality may want to formalize a policy to
share investment leads if not suitable for their own municipality.
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Threats
• Main challenge for the R.O.E.D.C. is the breadth of their role with limited staff
resources.
• Over the next 6 months, Oxford Workforce Development Partnership will be
looking to fill approximately 2,000 positions, mainly in transportation and
manufacturing sectors.
• Retention of employees in the County.
3.2.27.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Policy to Share
Investment Leads
Each local
municipality may
pass a policy to
share investment
leads with other
municipalities in
the County when
not suitable for
their municipality.
Increased Level
of Service
through risk
management
Cost Neutral All
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3.2.28 Forestry and Woodlands Conservation
3.2.28.1 Overview
Municipalities Providing Forestry and Woodlands Conservation Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Woodlands
Woodlands Conservation allows for the management of the lands and forests in Oxford
County in order to protect the natural environment, public health, water sources, and
natural resources of the County.
The County administers the Woodlands Conservation By-law. This identifies woodlands
and sets out definitions for the purpose of protecting trees. It also identifies tree species
to be protected, sets out the requirements for obtaining permits to harvest trees and
outlines the provisions regarding enforcement and penalties.
Woodstock is responsible for woodlands in their municipality, whereas all other
woodlands are the responsibility of the County.
Forestry
The County’s managed forests and forested lands are operated and managed by the
County, in addition to trees within the County road Right-Of-Way.
Area municipalities manage woodlots, park trees, and street trees within their
ownership. The following provides a summary of the departments responsible for street
trees, parks trees, and woodlots in each respective municipality:
Municipality Street Trees Park Trees Woodlands
Oxford County Public Works N/A Public Works
Blandford-
Blenheim
Public Works Parks N/A
East Zorra-
Tavistock
Public Works Public Works N/A
Ingersoll Public Works Parks N/A
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Municipality Street Trees Park Trees Woodlands
Norwich Public Works Parks N/A
South-West
Oxford
Public Works Parks N/A
Tillsonburg Public Works/
Hydro
Parks N/A
Woodstock Parks Parks Parks
Zorra Public Works Parks N/A
Noxious Weeds
The County also provides weed control via a by-law appointed weed inspector. This
inspector’s duties are to inspect properties and order the destruction of noxious weeds.
The County has appointed one Weed Inspector to carry out these duties. In 2014, the
County provided public notice of noxious weeds and requested residents to destroy all
noxious weeds on their property.
Service Profile Reference: Page A-244
3.2.28.2 SWOT Analysis
Strengths
• Tree planting in many parts of the County is provided by Stewardship Oxford,
which is a non-profit organization in the County. Through the FutureOxford
partnership, a goal of planting 10,000 each year has been set. Additionally,
some tree planting is undertaken by the local Conservation Authorities. By
utilizing non-profit organizations in the community to plant trees, this is an
efficient way to grow the forest in Oxford.
• The County is in the process of restoring 600 acres of wetlands (i.e. Hodges
Pond and Upper Thames (Beachville)) through various partnerships with
Ducks Unlimited Canada, Upper Thames River Conservation Authority,
Stewardship Oxford, Ministry of Natural Resources and Forestry, etc.
• Woodstock and Zorra offer memorial tree planting prog rams which are
administered through local funeral homes. Residents may pay to have a tree
planted which includes a plaque dedication.
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• Tree maintenance activities in each municipality are deployed by with Parks
or Public Works depending on the most efficient allocation of resources in
each case.
Weaknesses
• No perceived weaknesses to the delivery of this service
Opportunities
• There are some opportunities for joint training programs for new staff and
summer students (e.g. chainsaw training, safety, etc.).
Threats
• No perceived threats to the delivery of this service
3.2.28.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Joint Training Municipalities
should review
opportunities to
provide joint
training of new
staff to decrease
duplication of
effort. Currently
offered, should
explore for further
cooperation.
Increased
Level of
Service through
reduced staff
time
Cost Neutral All
municipalities
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3.2.29 Ambulance
3.2.29.1 Overview
Municipalities Providing Ambulance Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
Ambulance services are an integral aspect of the health care system that respond to
residents in need of immediate medical attention. In Oxford County, the County
manages the ambulance services. They oversee the fleet and paramedics that provide
ambulance services. The number of full time equivalent (F.T.E.) positions has increased
for paramedic services. In 2018 there were 58 F.T.E. and 44 part time equivalent
(P.T.E.) positions.
The County Asset Management Plan provides information that is used to prepare the
five- and ten-year capital forecasts. The County, as the owner of all of the ambulance
assets, maintains an inventory of the assets. The assets listed by the County are
assessed for replacement based on age and includes an annual requirement that is
incorporated into the annual budget process.
The paramedic services budget is financed through provincial government funding, sale
of equipment, project revenue, service recovery fees, and income from development
charges. The budget is led by Council’s strategic plan priorities. A 10-year
Comprehensive Master Plan for Paramedic Services was completed in 2018 and
recommendations for enhancement to service delivery level adopted by Council. The
service level increases were approved to be phased in over 2018 and 2019 budget
years.
Service Profile Reference: Page A-28
3.2.29.2 SWOT Analysis
Strengths
• Single dispatch system
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Weaknesses
• Lack of consistent system for notification of road closures
Opportunities
• Joint ambulance station/fire hall opportunities
Threats
• Provincial legislation changes
3.2.29.3 Recommendations and Financial Impact
Recommendation Discussion
Decreased
Costs or
Increased
Level of
Service
Anticipated
Financial
Impact
Benefiting
Municipalities
1. Common
System for
notifications
A County-wide
system should be
implemented for
service disruptions
(road closures,
watermain breaks,
etc.)
Increased
Level of
Service
Cost to
implement -
$75,000
(across
multiple
services).
Operational
savings will
be in time not
dollars
All
2. Joint
Ambulance/Fire
Hall
Consideration
should be given to
joint ambulance/fire
stations for any new
build situations
Decreased
costs
No immediate
financial
impact.
Should be
reviewed
when new
stations
required.
All local
municipalities
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Chapter 4
Recommendations
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4. Observations and Commentary
The following provides for a high-level summary of the detailed recommendations
provided in Chapter 3. The observations and commentary are summarized as follows:
• Recommendations related to cost savings;
• Recommendations related to enhancing service levels; and
• Other recommendations.
The recommendations are summarized by service and include a description of the
general theme of the recommendations as well as the anticipated financial impacts,
where applicable. The following assumptions are noted:
1) Cost estimates are provided in 2018$;
2) Implementation, timing, and staging will impact the timing of when savings may
materialize;
3) Savings/costs may vary depending upon final implementation of the item; and
4) Savings and costs are summarized in total for benefiting municipalities and
hence will vary by individual municipality.
4.1 Recommendations Related to Cost Savings
Table 4-1 provides a summary of the detailed recommendations that are anticipated to
provide cost savings for the municipalities. The total anticipated annual cost savings
may range from $97,500 to $853,000. As well, total one-time cost savings for “joint
purchase of IT services” will subsequently be determined based upon review of each
municipality’s needs and savings will vary for each municipality. In certain instances,
potential additional cost savings have been noted, however, quantification will be
realized through further review by staff as per the recommendations.
4.2 Recommendations Related to Enhancing Service Levels
Table 4-2 provides a summary of the detailed recommendations that are anticipated to
enhance service levels for the municipalities. The total anticipated annual cost
increases may range from $380,000 to $1,500,000. Additionally, the total one-time
costs range from $75,000 to $100,000. In certain instances, additional study/review has
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been identified and this further review will quantify potential further increases to service
levels and any associated costs.
4.3 Other Recommendations
Table 4-3 provides a summary of the remaining detailed recommendations. These
recommendations are related to policy matters, mitigating risks, and matters for further
review.
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Table 4-1
Oxford County Municipalities
Summary of Cost Saving Recommendations
Service Recommendations Summary Annual Cost Savings One-time Cost Savings Benefiting Municipalities
Animal Control Joint contract tender $1,500 to $7,500 All local municipalities
Tax Collections Reduction in arrears mailing frequency $500 to $6,300 All local municipalities
Police Consolidation of Police Boards $3,000 to $83,000
Blandford-Blenheim, East
Zorra-Tavistock, Ingersoll,
Norwich, and Tillsonburg
Building Services, Chief Building Officials,
and Property Standards
Joint Purchase of IT Services to
integrate Building and Finance
software
To be determined upon
review of IT needs All local municipalities
Emergency Management
Additional coordination and assistance
from County resource to eliminate
duplication of effort
$0 to $1,200 All local municipalities
Roads, Bridges, Culverts, Active
Transportation, and Structures
Undertake detailed review of service
provsion for operations, other studies,
and formalization of service
agreements
$50,000 to $150,000 All municipalities
Wastewater Development of capital plan for
optimization
Exact amount may vary based on outcomes
of further study County
Water/Wastewater Asset Management,
Capital Programming, Financing, and Billing Review option for single billing provider $0 to $10,000 All municipalities
Solid Waste Management Combined contracts and alignment of
large item collection $0 to $220,000 All municipalities
Municipal Drains Reduce time spent on doing locates $2,500 to $5,000
Blandford-Blenheim, East
Zorra-Tavistock, Norwich,
SouthWest Oxford, and Zorra
Cemeteries Coordinated purchasing To be assessed by individual municipality
Blandford-Blenheim, Ingersoll,
Norwich, SouthWest Oxford,
Tillsonburg, and Zorra
Parks and Recreation Coordinated purchasing and user
fee/cost recovery analysis $40,000 to $330,000 All local municipalities
Trails Sharing of specialized maintenance
equipment $0 to $40,000 All municipalities
Land-use Planning Consolidation of Public Meetings May vary by municipality All municipalities
Ambulance and Fire Coordination of ambulance/fire space No immediate financial impact but should
be reviewed when new stations required All local municipalities
Total $97,500 to $853,000
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Table 4-2
Oxford County Municipalities
Summary of Enhanced Service Level Recommendations
Service Recommendations Summary Annual Cost One-time Cost Benefiting Municipalities
Fire, Police, Ambulance, Emergency Management, Roads,
Water and Wastewater Common system for notifications $75,000 All municipalities
Administration Standardize procurement process, addition of staff, and County-
wide VOIP system $160,000 to $210,000 All municipalities
Municipal Licencing Standardization of fees Cost Neutral All local municipalities
Fire Additional fire inspectors $80,000 to $480,000 Blandford-Blenheim, East Zorra-Tavistock,
Norwich, SouthWest Oxford, and Zorra
Building Services, Chief Building Officials, and Property
Standards
Quarterly chapter meetings, shared IT personnel, and AMANDA
Implementation Cost Neutral All municipalities
Emergency Management Clarification of County Emergency Management Coordinator
role Cost Neutral County
Roads, Bridges, Culverts, Active Transportation, and Structures Standardized boundary road agreement and transportation
master plan $75,000 to $100,000 All municipalities
Transit Coordinated funding applications and enhance desirability of
transit Cost Neutral Ingersoll, Tillsonburg, and Woodstock
Water Development of procedure for changes to water system Cost Neutral All municipalities
Stormwater Management Ponds Joint stormwater management pond maintenance program Cost Neutral Blandform-Blenheim, Ingersoll, and Zorra
Solid Waste Management Encouragement of backyard composting Cost Neutral All municipalities
Municipal Drains Full-time drainage superintendent Cost Neutral*Blandford-Blenheim, East Zorra-Tavistock,
Norwich, SouthWest Oxford, and Zorra
Cemeteries Develop working group and establish contingency reserve Reserve transfers to be assessed by
individual municipality
Blandford-Blenheim, Ingersoll, Norwich,
SouthWest Oxford, Tillsonburg, and Zorra
Parks and Recreation Additional staff positions, further study, establishment of a
working group, and coordination of program schedules.$0 to $275,000 All municipalities
Libraries
Integrated systems between the County and Woodstock,
coordinated purchasing, inventory current staff and strategically
recruit, and utilization of technologies.
$0 to $10,000 All municipalities
Cultural Service
Utilize facilities as community space, collaborate with
neighbouring municipalities, and create links with economic
development and tourism
Cost Neutral All municipalities
Trails
Review existing agreements, coordinate promotion and
development of trails, formalize maintenance standards across
the County, and share equipment
Cost Neutral All municipalities
Land-use Planning Addition of Planning Coordinators, Revisions to policies, and
water/wastewater approval authority to local municipalities $65,000 to $450,000 All municipalities
Economic Development Establishment of policy to share investment leads Cost Neutral All municipalities
Forestry and Woodlands Conservation Joint training of staff Cost Neutral All municipalities
Total $380,000 to $1,500,000 $75,000 to $100,000
*Note: drainage superintendent positions are funded through Provincial grants and are able to be charged back to the property owner
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Table 4-3
Oxford County Municipalities
Other Recommendations
Service Recommendations Summary Benefiting Municipalities
Development Charges Continued coordination as opportunities arise All municipalities (except Woodstock)
Debt Financing Review process for acquiring financing All municipalities
Municipal Licencing Include higher fees for non-residents All local municipalities
Tax Policy Create a formal policy for cooperation and
coordination All municipalities
Airport Develop long-term plan and review economic benefit
through study Tillsonburg
Land-use Planning Update County planning by-laws for risk mitigation County
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5. Conclusion and Next Steps
5.1 Concluding Observations
This study’s purpose was to review service delivery in the County and provide
recommendations with respect to reducing costs of providing the services or enhancing
service levels while minimizing costs.
Throughout the review, it was clear that the County and local municipalities have
established a culture of cooperation and integration that has served to create
efficiencies in providing services to the residents of the County. There are numerous
examples that include coordinated purchasing, joint tenders, and sharing of staff and
resources.
The recommendations in this study are based on numerous meetings and discussions
with staff from all municipalities and across all service lines. The input from staff was
integral in preparing the recommendations. The recommendations provided in Chapter
3 will be presented to Council for their review and consideration. These
recommendations build upon the cooperation already established in the County and
seek to provide residents with municipal services as efficiently and effectively as
possible.
5.2 Next Steps
Each local area municipal Council and County Council will receive this report for their
review and consideration. Upon review and consideration of the report, the CAOs of
each municipality and their respective Councils may wish to prepare an implementation
plan that organizes the recommendations into immediate, short -term, and longer-term
recommendations that may be considered upon accordingly. Where identified that
further review and/or study is required, the area municipalities and the County may wish
to begin undertaking those reviews in the shorter-term.
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Appendix A
Municipal and
Service Profiles
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Appendix A: Municipal and Service Profiles
Municipal Profiles
Oxford County
Municipal Data
Building Permit Information
Note: This table reflects the total permit information for all area municipalities
Staffing Overview
Municipal Data
1
Data
Source
2
(#)(List)
Households 47,037 M P AC
Population 89,404 M P AC
Youth Population 8,115 Stats Can
Municipal Data
Schedule 2 of FIR
Number of
Building
Permits
Total Value of
Building Permits
4. Building permit information - Total of all area municipalities 1 2
#$
Residential properties 1,554 186,800,837
Multi-Residential properties 78 88,219,050
All other property classes 594 164,248,708
Subtotal 2,226 439,268,595
Municipal Data
Schedule 80A of FIR
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Administration 63.00 4.00 -
Public Works 120.00 5.00 11.00
Ambulance (Uniformed)58.00 44.00 -
Homes for the Aged 112.00 195.00 -
Other Social Services 41.00 4.00 -
Libraries 16.00 44.00 -
Planning 13.00 1.00 -
Total 423.00 297.00 11.00
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of Joint Local Boards ###
Health Services 45.92 1.12 7.84
Total 45.92 1.12 7.84
Note: 49% of the full-time positions, 74% of the part-time positions, and 100% of the seasonal
positions are covered by a Collective Agreement
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Alternative Service Delivery Arrangements
Consolidated Joint Local Boards
Proportionately Consolidated
Municipal service
Schedule 80B of FIR S40 Functional Heading S40 Line
Number
Statement of
Operations:
Expenses
Comments
1 3 2 4 5
Alternate service delivery arrangements LIST $
Child care operations Child care 1230 3,521,760 Private Industry
Solid Waste Operations Solid waste collection 0840 2,568,735 City of Woodstock
Child care operations Child care 1230 2,562,986 Private Industry
Solid Waste Operations Solid waste collection 0840 2,529,099 Private Industry
Water, Wastewater Operations Environmental Services 0899 1,841,335 City of Woodstock
Property Assessment Corporate Management 0250 1,631,807 MPAC
Child care operations Child care 1230 1,287,080 Private Industry
Water, Wastewater Operations Environmental Services 0899 1,245,268 Town of Tillsonburg
Billing & Collections - water & sewer Environmental Services 0899 1,126,968 ERTH
Housing Non-Profit/Cooperative Housing 1420 600,139 Private Industry
Name of Board or Entity
Schedule 80C of FIR Board Description Board
Code
P roportion of
Total M unic.
Contributions
Consolidated
M unicipality's
Share of Total
Contributions
M unicipality's
Share of
Total Fee
Revenues
1 3 2 4 5 6
LIST %$$
Oxford Elgin St Thomas Public Health Health Board (Unit), Medical Centre 1001 56%1,465,749 1,465,749
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Blandford-Blenheim
2018 FIR Data
Building Permit Information
Staffing Overview
Municipal Data
1
Data
Source
2
(#)(List)
Households 2,817 M P AC
Population 7,399 M P AC
Youth Population 1,275 Stats Can
Municipal Data
Schedule 2 of FIR
Number of
Building
Permits
Total Value of
Building Permits
Building permit information 1 2
#$
Residential properties 86 9,826,921
Multi-Residential properties 3 220,000
All other property classes 35 5,496,860
Subtotal 124 15,543,781
Municipal Data
Schedule 80A of FIR
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Administration 5.00 2.00 1.00
Fire (Uniformed)1.00 1.00 -
Public Works 9.50 - 4.00
Parks and Recreation 4.50 4.00 8.00
Planning 2.00 - -
Total 22.00 7.00 13.00
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Alternate Service Delivery Arrangements
Consolidated Joint Local Boards
N/A
Municipal service
Schedule 80B of FIR
S40 Functional
Heading
S40 Line
Number
Statement of
Operations:
Expenses
Comments
1 3 2 4 5
Alternate service delivery arrangements LIST $
OPP CONTRACT Police 0420 941,856
DISPATCH / FIRE AGREEMENTS Fire 0410 60,587
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East-Zorra-Tavistock
2018 FIR Data
Building Permit Information
Staffing Overview
Municipal Data
1
Data
Source
2
(#)(List)
Households 2,907 M P AC
Population 6,044 M P AC
Youth Population 177 M P AC
Municipal Data
Schedule 2 of FIR
Number of
Building
Permits
Total Value of
Building Permits
Building permit information 1 2
#$
Residential properties 116 20,509,362
Multi-Residential properties 15 3,917,760
All other property classes 46 15,144,109
Subtotal 177 39,571,231
Municipal Data
Schedule 80A of FIR
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Administration 9.00 3.00 -
Fire (Uniformed)1.00 - -
Fire (Civilian)- 59.00 -
Public Works 6.00 - -
Parks and Recreation - - 9.00
Other - 14.00 -
Total 16.00 76.00 9.00
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Alternate Service Delivery Arrangements
N/A
Consolidated Joint Local Boards
N/A
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Ingersoll
2018 FIR Data
Building Permit Information
Staffing Overview
Municipal Data
1
Data
Source
2
(#)(List)
Households 5,495 M P AC
Population 12,597 M P AC
Youth Population 3,135 Stats Can
Municipal Data
Schedule 2 of FIR
Number of
Building
Permits
Total Value of
Building Permits
Building permit information 1 2
#$
Residential properties 160 14,150,619
Multi-Residential properties
All other property classes 30 1,288,600
Subtotal 190 15,439,219
Municipal Data
Schedule 80A of FIR
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Administration 12.00 1.00 -
Fire (Uniformed)4.00 1.00 -
Public Works 20.00 - -
Parks and Recreation 18.00 52.00 26.00
Other 2.00 34.00 -
Total 56.00 88.00 26.00
Note: 34% of the full-time positions are covered by a Collective Agreement
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of Joint Local Boards ###
Health Services 3.00 - -
Total 3.00 - -
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Alternate Service Delivery Arrangements
N/A
Consolidated Joint Local Boards
Proportionally Consolidated
Name of Board or Entity
Schedule 80C of FIR Board Description Board
Code
P roportion of
Total M unic.
Contributions
Consolidated
M unicipality's
Share of Total
Contributions
M unicipality's
Share of
Total Fee
Revenues
1 3 2 4 5 6
Consolidated Local boards including Joint local
boards and all local entities set up by the
municipality
LIST %$$
Ingersoll Rural Cemetery Board Cemetery Board 1002 88%133,194 48,808
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Norwich
2018 FIR Data
Building Permit Information
Staffing Overview
Municipal Data
1
Data
Source
2
(#)(List)
Households 3,895 M P AC
Population 11,001 M P AC
Youth Population 1,065 Stats Can
Municipal Data
Schedule 2 of FIR
Number of
Building
Permits
Total Value of
Building Permits
1 2
#$
Residential properties 194 25,184,544
Multi-Residential properties 0 0
All other property classes 96 26,606,075
Subtotal 290 51,790,619
Municipal Data
Schedule 80A of FIR
Building permit information
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Administration 8.00 - -
Fire (Uniformed)- 72.00 -
Fire (Civilian)2.00 - -
Public Works 12.00 - 2.00
Health Services 1.00 7.00 -
Parks and Recreation 7.00 13.00 11.00
Other 5.00 - -
Total 35.00 92.00 13.00
Note: 40% of the full-time positions are covered by a Collective Agreement
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Alternate Service Delivery Arrangements
N/A
Consolidated Joint Local Boards
N/A
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South-West Oxford
2018 FIR Data
Building Permit Information
Staffing Overview
Municipal Data
1
Data
Source
2
(#)(List)
Households 3,138 M P AC
Population 7,664 Stats Can
Youth Population 665 Stats Can
Municipal Data
Schedule 2 of FIR
Number of
Building
Permits
Total Value of
Building Permits
Building permit information 1 2
#$
Residential properties 19 6,328,045
Multi-Residential properties 0 0
All other property classes 59 15,061,700
Subtotal 78 21,389,745
Municipal Data
Schedule 80A of FIR
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Administration 9.00 - -
Fire (Uniformed)1.00 54.00 -
Public Works 11.00 - -
Parks and Recreation - 1.00 -
Total 21.00 55.00 -
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Alternate Service Delivery Arrangements
N/A
Consolidated Joint Local Boards
N/A
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Tillsonburg
2018 FIR Data
Building Permit Information
Staffing Overview
Municipal Data
1
Data
Source
2
(#)(List)
Households 7,532 M P AC
Population 16,000 Other
Youth Population 1,295 Stats Can
Municipal Data
Schedule 2 of FIR
Number of
Building
Permits
Total Value of
Building Permits
Building permit information 1 2
#$
Residential properties 276 15,393,182
Multi-Residential properties 49 16,032,090
All other property classes 115 12,024,598
Subtotal 440 43,449,870
Municipal Data
Schedule 80A of FIR
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Administration 22.00 - -
Fire (Uniformed)2.00 30.00 -
Public Works 14.00 - 5.00
Parks and Recreation 29.00 22.00 35.00
Other 46.00 12.00 11.00
Total 113.00 64.00 51.00
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Alternate Service Delivery Arrangements
N/A
Consolidated Joint Local Boards
Proportionally Consolidated
Name of Board or Entity
Schedule 80C of FIR Board Description Board
Code
P roportion of
Total M unic.
Contributions
Consolidated
M unicipality's
Share of Total
Contributions
M unicipality's
Share of
Total Fee
Revenues
1 3 2 4 5 6
Consolidated Local boards including Joint local
boards and all local entities set up by the
municipality
LIST %$$
BIA Business Improvement
Area 1805 100%127,216
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Woodstock
2018 FIR Data
Building Permit Information
Staffing Overview
Municipal Data
1
Data
Source
2
(#)(List)
Households 17,976 M P AC
Population 40,902 M P AC
Youth Population 2,750 Stats Can
Municipal Data
Schedule 2 of FIR
Number of
Building
Permits
Total Value of
Building Permits
4. Building permit information 1 2
#$
Residential properties 567 78,801,729
Multi-Residential properties 11 68,049,200
All other property classes 124 66,522,966
Subtotal 702 213,373,895
Municipal Data
Schedule 80A of FIR
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Administration 27.00 1.00 1.00
Fire (Uniformed)48.00 - -
Fire (Civilian)7.00 - -
Police (Uniformed)67.00 4.00 -
Police (Civilian)23.00 12.00 1.00
Court Security (Uniformed)1.00 - -
Court Security (Civilian)4.00 5.00 -
Transit 7.00 25.00 -
Public Works 80.00 - 38.00
Parks and Recreation 38.00 70.00 82.00
Libraries 13.00 19.00 3.00
Planning 6.00 - 4.00
Total 321.00 136.00 129.00
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Alternate Service Delivery Arrangements
Consolidated Joint Local Boards
Proportionally Consolidated
Municipal service
Schedule 80B of FIR S40 Functional Heading S40 Line
Number
Statement of
Operations:
Expenses
Comments
1 3 2 4 5
Alternate service delivery arrangements LIST $
Paratransit dispatch & transport Transit - Disabled & special needs 0632 842,506 Paratransit dispatch & transportation
Street tree maintenance Agriculture and reforestation 1840 249,146 Street tree maintenance
Marketing/Communication magazine Program Support 0260 130,515 What's on Woodstock magazine
Sidewalk Repairs Roadways - Traffic Operations & Roadside 0614 114,041 Sidewalk repairs
Hydro Locates for Street Light installation Street lighting 0650 95,978 Street light improvements
Pittock Lake shoreline maintenance Parks 1610 95,000 Mtce of south shore of lake
Pavement Repairs Roads - Paved 0611 84,006 Crack sealing
Engineering Consulting Other: Transportation 0698 72,190 Roads study
Animal Control Protective inspection and control 0440 65,119 Animal control services & facilities
Snow Removal - contracts Winter Control - Except sidewalks, Parking Lots 0621 60,876 Snow Removal
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Zorra
2018 FIR Data
Building Permit Information
Staffing Overview
Municipal Data
1
Data
Source
2
(#)(List)
Households 3,430 M unicipal
Population 7,788 Stats Can
Youth Population 350 M P AC
Municipal Data
Schedule 2 of FIR
Number of
Building
Permits
Total Value of
Building Permits
Building permit information 1 2
#$
Residential properties 136 16,606,435
Multi-Residential properties 0 0
All other property classes 89 22,103,800
Subtotal 225 38,710,235
Municipal Data
Schedule 80A of FIR
Municipal Data
Schedule 80A of FIR
Full-Time
Funded
Positions
Part-Time
Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Administration 9.00 - -
Fire (Uniform)1.00 62.00 -
Public Works 13.00 3.00 -
Parks and Recreation 7.00 2.00 27.00
Total 30.00 67.00 27.00
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Alternate Service Delivery Arrangements
Consolidated Joint Local Boards
N/A
Municipal service
Schedule 80B of FIR
S40 Functional
Heading
S40 Line
Number
Statement of
Operations:
Expenses
Comments
1 3 2 4 5
Alternate service delivery arrangements LIST $
OPP Policing Police 0420 1,155,392
Fire Dispatch Fire 0410 21,077
Animal Control Protective inspection
and control 0440 6,585
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Service Profiles
Table A-1
List of Services
Service Lead Consultant Service
Profile
Service
Analysis
Administration Watson ✔✔
Animal Control Watson ✔✔
Development Charges Watson ✔✔
Debt Financing Watson ✔✔
Electric Utilities (Local Development Corp)Watson ✔
Municipal Elections Watson ✔
Municipal Licensing Watson ✔✔
Tax Collections Watson ✔✔
Tax Policy Watson ✔✔
Fire Dillon ✔✔
Police Watson ✔✔
Court Services Watson ✔
Building Services and Chief Building Officials and
Property Standards Watson ✔✔
Emergency Management Dillon ✔✔
Roads, Bridges, Culverts, Active Transportation,
and Structures Dillon ✔✔
Transit Dillon ✔✔
Airports Dillon ✔✔
Wastewater (Municipal)Dillon ✔✔
Water (Municipal)Dillon ✔✔
Water/Wastewater Asset Management, Capital
Programming, Financing and Billing Dillon ✔✔
Stormwater Dillon ✔✔
Solid Waste Management Dillon ✔✔
Municipal Drains Dillon ✔✔
Public Health Watson ✔
Ambulance Dillon ✔✔
Cemeteries Dillon ✔✔
Social Assistance (Ontario Works)Watson ✔
Childcare (Early Years)Watson ✔
Social and Supported Housing Watson ✔
Long-term Care Homes (senior services)Watson ✔
Parks and Recreation Monteith Brown ✔✔
Libraries Monteith Brown ✔✔
Cultural Services (museums, arts galleries, and
performing arts centres)Monteith Brown ✔✔
Trails Monteith Brown ✔✔
Land-use Planning Watson ✔✔
Economic Development Watson ✔✔
Forestry and Woodlands Conservation Watson ✔✔
Social Housing
Recreation and Cultural Services
Planning and Development
General Government
Protection Services
Transportation Services
Environmental Services
Health Services
Social and Family Services
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Administration
Municipalities Providing Administration Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
Administration encompasses the following functions. At the end of this profile, a table is
included that provides if the service is provided by the municipality, shared between
municipalities, or contracted out.
• Administrative oversight and management
• Municipal Budgets and Business Planning
• Financial Planning
• Asset Management
• Risk Management
• Freedom of Information
• Human Resources
• Communications
• Clerk and Council support
• IT support (County provides to five area municipalities)
• GIS mapping services
• Web services (provided to area municipalities on an as needed basis)
• Enterprise VoIP system
• Enterprise electronic document management system
• Enterprise property management system
• Collaborative procurement for multi-function photocopiers (County,
Tillsonburg, Ingersoll, Woodstock)
• Legal Services
All area municipalities as well as the County carry out administrative functions within
their respective jurisdictions.
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Legislative Framework
The Municipal Act, 2001 is the main piece of legislation which governs the
administration and government of municipalities. The act outlines requirements for
municipalities relating to practices and procedures, finance, accountability, etc.
Asset Management Plans are guided by the Infrastructure for Jobs and Prosperity Act
(I.J.P.A.) which was passed by the province in 2015. This legislation, over time, will
require municipalities to undertake and implement asset management plans for all
infrastructure they own. There are certain transitional provisions with a three phased
approach which requires municipalities to prepare an asset management policy by
2019, asset management plans for core assets by 2021, and asset management plans
for all assets by 2023. Asset management plans are required to have an inventory of
assets, current levels of services, costs to maintain levels of service and lifecycle
management and financial strategy.
Level of Service
N/A
Expenditure (Operating) Information
Source: 2018 FIR Schedule 40
Note: Costs above include Governance, Corporate Management and Progr am Support
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $6,748,870 $250,581 $8,843,912 $4,002,614 $443,610 $303,698 $2,529,326 $23,122,611 ($13,742,870)$0 $9,379,741 $211
Blandford-Blenheim $572,405 $0 $302,098 $87,700 $9,694 $0 $41,177 $1,013,074 $0 $0 $1,013,074 $137
East Zorra-Tavistock $728,915 $0 $375,195 $0 $10,972 $762 $11,173 $1,127,017 $0 $0 $1,127,017 $186
Ingersoll $1,406,787 $14,108 $627,309 $556,871 $7,024 $0 $163,887 $2,775,986 $0 ($667,460)$2,108,526 $220
Norwich $883,156 $0 $385,178 $47,431 $10,281 $0 $86,795 $1,412,841 $0 ($791,641)$621,200 $128
South-West Oxford $664,202 $0 $269,553 $58,618 $3,041 $15,848 $11,501 $1,022,763 $0 $0 $1,022,763 $133
Tillsonburg $2,317,488 $67,743 $323,917 $609,058 $193,446 $0 $607,158 $4,118,810 ($1,131,281)$0 $2,987,529 $257
Woodstock $3,105,503 $0 $1,610,652 $306,487 $11,187 $1,842,336 $198,768 $7,074,933 $0 ($3,307,440)$3,767,493 $173
Zorra $688,061 $0 $350,891 $0 $1,935 $0 $11,893 $1,052,780 $0 $0 $1,052,780 $135
Total $17,115,387 $332,432 $13,088,705 $5,668,779 $691,190 $2,162,644 $3,661,678 $42,720,815 -$14,874,151 -$4,766,541 $23,080,123
Schedule 40 - Expenses
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Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Note: Revenues above include General Government
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Staffing/Resources
Municipality Staffing
Oxford County 63 FT employees, 4 PT employees
Blandford-Blenheim 5 FT employees, 2 PT employees, 1 seasonal employee
East-Zorra Tavistock 8 FT employees, 2 PT employees
Ingersoll 11 FT employees, 1 PT employee
Norwich 8 FT employees
South-west Oxford 7 FT employees
Tillsonburg 19 FT employees
Woodstock 27 FT employees, 1 PT employees, 1 seasonal employee
Zorra 6.5 FT employees
Contracted Services
Municipality Contracted Services
Oxford County No contracted services
Blandford-Blenheim No contracted Services
East-Zorra Tavistock No contracted services
Ingersoll No contracted services
Norwich Contracts out IT services to County of Oxford, payroll services (internal data input, offsite
EFT production, Revenue Canada remittance etc.), office cleaning for all facilities
South-west Oxford Contracts out IT services to County of Oxford
Tillsonburg Contracts out legal, audit, banking, and insurance
Woodstock No contracted services
Zorra Contracts out IT services to County of Oxford and QCS systems
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $80,736 $0 $0 $661,349 $0 $0 $0 $7 3%
Blandford-Blenheim $42,802 $0 $0 $35,081 $0 $0 $0 $11 3%
East Zorra-Tavistock $0 $0 $115,771 $92,881 $0 $0 $0 $35 8%
Ingersoll $0 $0 $84,973 $67,961 $0 $0 $0 $12 2%
Norwich $0 $0 $0 $23,276 $0 $0 $0 $2 2%
South-West Oxford $0 $0 $0 $22,284 $13,552 $0 $0 $5 2%
Tillsonburg $144,671 $300 $0 $426,006 $0 $0 $0 $36 10%
Woodstock $0 $2,500 $0 $246,520 $0 $0 $0 $6 3%
Zorra $44,152 $0 $9,084 $17,990 $0 $0 $0 $9 2%
Total $312,361 $2,800 $209,828 $1,593,348 $13,552 $0 $0
Schedule 12 - Revenues
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Union Contracts
No union contracts exist for this service for all municipalities.
Assets
Summary of Assets by Municipality
Municipality Assets
Oxford County Administration Building, office furniture and computer equipment
Blandford-Blenheim Administration Building & associated land, 2 vehicles
East-Zorra Tavistock Administration Building and furniture and fixtures
Ingersoll Town Centre, Equipment and Fleet
Norwich Municipal Administration Office
South-west Oxford Municipal Office, Computer Equipment
Tillsonburg Rented corporate offices and Town’s customer care centre
Woodstock City Hall
Zorra Township Office, Township shed, parking lot, computer equipment
Asset Management Plan and Capital Budget Policies
On June 4, 2015, the Province of Ontario passed the I.J.P.A. which, over time, will
require municipalities to undertake and implement asset management plans for all
infrastructure they own. On December 27, 2017, the Province released Ontario
Regulation 588/17 under the I.J.P.A. which has three phases that municipalities must
meet:
Every municipality in Ontario will have to prepare a strategic asset management policy
by July 1, 2019. Municipalities will be required to review their strategic asset
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management policies at least every five years and make updates as necessary. The
subsequent phases are as follows:
• Phase 1 – Asset Management Plan (by July 1, 2021):
o For core assets, municipalities must have the following:
▪ Inventory of assets;
▪ Current levels of service measured by standard metrics; and
▪ Costs to maintain levels of service.
• Phase 2 – Asset Management Plan (by July 1, 2023):
o Same steps as Phase 1 but for all assets.
• Phase 3 – Asset Management Plan (by July 1, 2024):
o Builds on Phase 1 and 2 by adding:
▪ Proposed levels of service; and
▪ Lifecycle management and financial strategy.
As a result, all municipalities in the County are working towards these required
guidelines and timelines for asset management planning.
With respect to incorporation of this information into the capital budgeting process, the
following table provides a summary of what information each municipality currently
tracks, and how it gets incorporated into the capital budget:
In addition to the above information, the following is noted:
Municipality Asset Management and Capital Budget Additional Notes
Oxford County - Both age based and condition-based assessments are used when determining
useful life.
- The County has a 20-year planning horizon with a 10-year detailed capital
plan. This detailed plan is adjusted on an annual basis when i.e. assets
deteriorate faster than predicted in the A.M.P.
Municipality Detailed Inventory for
Core Assets
Detailed Inventory for
All Assets
Replacement Cost vs.
Historical Cost Lifecycle Incorporated into Capital Budget
Oxford County ✔✔Replacement Directly incorporated
Blandford-Blenheim ✔✔Replacement Used as indicator for staff to review
East Zorra-Tavistock ✔✔Historical Not currently, however, it will be going forward
Ingersoll ✔✔Replacement Directly incorporated
Norwich ✔✔Replacement Directly incorporated
South West Oxford ✔✔Replacement Used as indicator for staff to review
Tillsonburg ✔✔Replacement Not currently, however, it will be going forward
Woodstock ✔✔Replacement Directly incorporated
Zorra ✔✔Replacement Directly incorporated
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Municipality Asset Management and Capital Budget Additional Notes
Blandford-Blenheim - Asset inventory is provided to all department heads during the capital
budgeting process.
- This age-based assessment of the inventory is used to guide the discussions
for capital budgeting to determine what needs replacements.
- Department heads can choose to defer scheduled replacements if the asset is
still in good condition.
East-Zorra Tavistock - The current capital budget is created on a needs basis, whereby senior staff
determine replacement needs annually
- The asset management plan has not been used in the capital budgeting
process, however, going forward, it is intended that the asset management
data will be used in the budgeting process.
Ingersoll - The detailed asset inventory listing for all services is linked to the capital
budgeting process. This inventory listing helps guide the capital budgeting
process.
Norwich - The asset management plan is based on age-based assessments.
- The capital budget and the asset management plan are fully integrated. The
plans in the A.M.P. get pulled forward into the capital budget for replacements.
- Certain items such as building related components are replaced on an ad -hoc
basis. Each year, discussions are held with departments to determine what
components need replacement. Money is set aside into reserves on an annual
basis for these projects.
South-West Oxford - Asset inventory for all assets exists and replacement is based on useful lives.
- A 20-year forecast is used for capital budgeting. Money is put into reserves for
replacement needs.
Tillsonburg - A detailed inventory listing is available for all assets, which includes age, in-
service date, condition assessment, etc.
- The asset management plan is not currently integrated into the capital plan but
is being implemented into future budget processes.
Woodstock - The City has a dedicated employee for asset management, who works with all
departments on this process.
- The inventory listing tracks useful lives, which provides the basis for
replacement needs.
- The capital program has a section for municipal buildings to address
replacements and expansions.
Zorra - The budget is updated on an annual basis and extends out 10 years.
Best Practices
• Oxford County will coordinate projects with area municipalities. For example,
linear projects will be coordinated with roads projects, where possible.
• Regular meetings across the County related to asset management planning
to coordinate efforts in planning projects.
• Area municipalities utilize the expert knowledge of County IT staff, when
needed.
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Provision of Administrative Functions by Municipality
Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted
Administrative oversight and management ✔✔✔✔✔
Municipal Budgets and Business Planning ✔✔✔✔✔
Financial Planning ✔✔✔✔✔
Asset Management ✔✔✔✔✔
Risk Management ✔✔✔✔✔
Freedom of Information ✔✔✔✔✔
Human Resources ✔✔✔✔✔
Communications ✔✔✔✔✔
Clerk and Council support ✔✔✔✔✔
IT support (County provides to five area municipalities)✔County County ✔✔
GIS mapping services ✔County County ✔✔
Web services (provided to area municipalities on an as needed basis)✔County County ✔✔
Enterprise VoIP system ✔County ✔
Enterprise electronic document management system ✔✔✔✔
Enterprise property management system ✔County ✔✔
Collaborative procurement for multi-function photocopiers ✔✔✔✔✔
Legal Services ✔✔✔✔✔
n/a
Administration Functions Blandford-Blenheim East Zorra-Tavistock Ingersoll NorwichOxford County
Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted
Administrative oversight and management ✔✔✔✔
Municipal Budgets and Business Planning ✔✔✔✔
Financial Planning ✔✔✔✔
Asset Management ✔✔✔✔
Risk Management ✔✔✔✔✔
Freedom of Information ✔✔✔✔
Human Resources ✔✔✔✔✔
Communications ✔✔✔✔
Clerk and Council support ✔✔✔✔
IT support (County provides to five area municipalities)✔✔✔✔
GIS mapping services ✔✔✔✔
Web services (provided to area municipalities on an as needed basis)✔✔✔✔
Enterprise VoIP system ✔✔✔✔
Enterprise electronic document management system ✔✔✔✔
Enterprise property management system ✔✔✔✔
Collaborative procurement for multi-function photocopiers ✔✔✔✔
Legal Services ✔✔✔✔
Administration Functions South West Oxford Tillsonburg Woodstock Zorra
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Animal Control
Municipalities Providing Animal Control Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
Animal control services include pick-up of animals including nuisance wildlife, deceased
animals, injured wildlife, etc.
Animal control is provided by all area municipalities through service contracts. The
County is not responsible for delivering this service.
The area municipalities have animal control by-laws to provide for the licensing,
regulation, and control of animals within the municipalities. The by-laws provide for
Animal Control contractors to seize and impound any animals found at large.
Legislative Framework
The Municipal Act, 1990, authorizes a municipality to pass by-laws with respect to
animal control. According to this legislation, a municipality may pass a by-law to
regulate or prohibit animals with respect to the being at large or trespassing.
Municipalities may seize and impound animals found at large or trespassing and may
also sell impounded animals if they are not claimed within a reasonable time.
Level of Service
Some differences exist in service levels across the area municipalities. For example,
the urban municipalities provide services to pick up cats, whereas most rural area
municipalities do not provide this service. Alternatively, the rural municipalities may
have other responsibilities such as coyotes and other forms of rural wildlife.
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Operating Information
FIR information does not categorize animal control as its own category. The following
animal control contract expenditure information has been collected from the
municipalities’ budgets. Other animal control expenditure s have not been included as
these expenditures are, in most cases, offset by licensing revenues.
Staffing/Resources
This service is administered by the Clerks departments in each municipality, except in
Tillsonburg where this service is administered by the Building department. The role of
administering this service is combined with other roles (i.e. part of the Clerk or Building
Officials duties).
Contracted Services
Zorra contracts animal control services from Kismutt Rescue. All other municipalities
contract animal control services from Hillside Kennels.
The structure of the contracts for all municipalities other than Woodstock is based on a
minimum monthly payment and an additional per service fee for services performed in
excess of the minimum payment. Woodstock does not have a minimum monthly charge.
Municipality 2018 Contract
Expenditure
Blandford-Blenheim $12,500
East-Zorra Tavistock $12,000
Ingersoll $13,300
Norwich $13,500
South-West Oxford $14,000
Tillsonburg $12,584
Woodstock $66,000
Zorra $6,584
Source: Municipalities' 2018 Budgets
Note: Other animal control expenses offset
by animal licensing revenue
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Union Contracts
Not applicable
Assets
Not applicable as the service is contracted out. Municipalities do not have any assets for
animal control.
Asset Management Plan/Practices
Not Applicable
Capital Budget Policies/Practices
Not Applicable
Best Practices
• Almost all municipalities utilize the same contract service provider
• Almost all municipalities have the same minimum monthly charge with a fee
for service for work above the minimum. Woodstock have only a fee for
service.
• Service provision is similar in all rural municipalities and similar in all urban
municipalities and needs are met as required.
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Development Charges
Municipalities Providing Development Charges
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
Development Charges (D.C.s) are imposed to recover the capital costs associated with
residential and non-residential growth within a municipality. These capital costs are in
addition to what costs would normally be constructed as part of a subdivision (i.e .
internal roads, sewers, watermains, roads, sidewalks, streetlights, etc.). D.C.s are
imposed by all area municipalities as well as the County. D.C.s include the recovery for
both essential and non-essential services.
Legislative Framework
Municipalities are empowered to impose D.C.s via the Development Charges Act
(D.C.A.). This legislation sets out the methodology which must be used in calculating
D.C.s, capital costs eligible for inclusion, which services are eligible for collection,
mandatory exemptions, the public process to be followed for by-law adoption, uses of
D.C.s, process for appeals and complaints, etc.
The D.C.A. first came into effect in 1989 with major amendments in 1997. These
amendments introduced a number of service limitations, service standard restrictions,
mandatory reductions and mandatory exemptions. Bill 73, passed in 2015 introduced
further changes.
Further changes have been introduced as per Bill 108. These changes include the
removal of the soft services from the D.C. and moves them to a Community Benefit
Charge (C.B.C.). This new C.B.C. framework is included under the Planning Act.
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Level of Service
D.C.s Collected by Service by Municipality
Expenditure (Operating) Information
Operating and Capital Expenditure Impacts for Future Capital Expenditures
Source: 2019 D.C. Background Studies
Oxford
County
Blandford-
Blenheim
East Zorra
Tavistock Ingersoll Norwich
South West
Oxford Tillsonburg Woodstock Zorra
Administration ✓✓✓✓✓✓✓✓✓
Airport *
Ambulance ✓
Childcare *
Fire ✓✓✓✓✓✓✓✓
Library ✓✓
Long-Term Care *
Parks and Recreation ✓✓✓✓✓✓✓✓
P.O.A.*
Police *****✓✓*
Public Health *
Roads and Related ✓✓✓✓✓✓✓✓✓
Social Housing *
Stormwater *********
Transit *✓
Waste Diversion ✓*✓
Water ✓
Wastewater ✓
✓Municipality collects D.C.s for service
Municipality does not provide service
*Municipality provides service, but does not collect D.C.s
Note:
Annual Lifecycle
Expenditures
Annual Operating
Expenditures
Total Annual
Expenditures
Oxford County $1,976,699 $13,584,574 $15,561,273
Blandford-Blenheim $152,760 $413,293 $566,053
East-Zorra Tavistock $175,876 $467,573 $643,449
Ingersoll $721,588 $1,336,286 $2,057,874
Norwich $247,398 $1,017,276 $1,264,674
South-West Oxford $44,132 $339,865 $383,997
Tillsonburg $847,294 $2,081,301 $2,928,595
Zorra $368,311 $338,844 $707,155
*Note information for Woodstock unavailable
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Expenditure (Capital) Information
Growth Related D.C. Recoverable Costs Identified in D.C. Studies (2019$)
Source: 2019 D.C. Background Studies, 2018 D.C. Background Study for Woodstock
Staffing/Resources
During the D.C. background study process, staff from finance, planning, building, clerks,
and any service department that D.C.s are imposed for, would be required to take part
in providing the necessary information required to undertake the study. The number of
staff hours and time each spend on the study would vary by municipality.
Contracted Services
All municipal D.C. background studies and by-laws are contracted to a consulting firm.
Union Contracts
Not applicable
Assets
Not applicable.
Asset Management Plan/Practices
Asset management plan/practices are reviewed based on each municipality’s individual
plan/practices and incorporated into each background study as it relates to growth
Residential Non-Residential
Oxford County $48,968,476 $15,004,251
Blandford-Blenheim $2,419,929 $168,947
East-Zorra Tavistock $1,949,416 $240,939
Ingersoll $2,141,125 $823,809
Norwich $3,793,839 $419,130
South-West Oxford $695,866 $57,626
Tillsonburg $8,115,640 $2,253,869
Woodstock $17,826,800 $3,540,500
Zorra $902,067 $63,035
*Note Woodstock's Recoverable amounts in 2018$
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related capital infrastructure being included in the D.C. calculations as per the
requirement of the Development Charges Act.
Capital Budget Policies/Practices
Growth related capital included in the background studies would follow municipal capital
budget policies and practices and may vary by municipality. Where forecast periods
extend passed the capital budget forecast, master plans may identify capital needs that
will be incorporated into the capital budget process in subsequent years.
Best Practices
• A joint RFP was issued by the County and all area municipalities (other than
Woodstock) for the D.C. Background Study and by-law updates (Note:
Woodstock completed their D.C. background study in the prior year). This
allowed for a more coordinated approach to discuss and align D.C. policy and
practices among the municipalities for ease of understanding and
administration across the County. In addition, this collaboration results in
savings in consultant fees for joint Steering Committee meetings, production
of the studies and related by-laws, stakeholder engagement, communications
support, and coordination in the timing of by-law effective dates.
• County shared planning services coordinated the growth forecast projections
and other planning requirements for the purpose of the Development Charges
studies.
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Debt Financing
Municipalities Providing Debt Financing
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
All Municipalities including the County utilize debt financing. The County is required to
issue debentures for long-term debt. Short-term debt for cash flow loans can be
acquired by area municipalities. Debt is issued either by a public debenture issue, an
Infrastructure Ontario Loan, or financed by County surplus funds. The process in each
case is a coordinated practice.
When a local municipality requires debt financing, the County is contacted. The County
will then issue debt through Infrastructure Ontario (or a public issue). A by-law is
passed both at the County level and at the local municipality level for the amount of the
debt and the funds are passed down to the local municipality through the County. For
repayment, the local municipality will provide the County with payments which are then
sent to Infrastructure Ontario (or other source of funds).
For all area municipalities except Woodstock, there is no specific policy in place with
respect to a threshold for debt issuance. In Woodstock, th e City does not issue debt for
projects less than $100,000 (i.e. they would cash flow those projects from reserves). In
all cases, municipalities first seek to fund projects from reserves, then rely on
debentures when required.
The County has prepared its own a Debt Management Policy, Reserve Policy, and
Long-term Sustainability Policy which provides guidelines for financing County capital.
Generally, the County issues debt for County projects over a ten -year period. Debt is
only issued for longer terms if it can be justified. The County does not restrict the area
municipalities to their 10-year policy.
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Legislative Framework
The Municipal Act, 2001 (Part XIII) and Regulation 403/02 sets out that municipalities
may incur debt and issue debentures. It defines the types of debt, amount of debt and
sets out the debt capacity limit. More specifically, section 401(3) states that “A lower -
tier municipality in a regional municipality does not have the power to issue debentures”.
Level of Service
Municipalities in Ontario have a debt capacity limit, whereby they are not allowed to
have annual debt charges that amount to more than 25% of their net annual revenues.
The following provides a summary of net debt charges as a share of net annual
revenues for each municipality in the County:
Debt Charges as a Percent of Net Annual Revenues by Municipality
Debt Information (From FIR)
Municipality
Net Debt Charges as
% of Total Revenues
Blandford-Blenheim 4.0%
East-Zorra Tavistock 3.5%
Ingersoll 5.3%
Norwich 3.2%
Oxford County 5.8%
South-West Oxford 2.9%
Tillsonburg 7.6%
Woodstock 2.5%
Zorra 10.2%
Based on 2018 FIR
Municipality
Total Debt
Charges for
2018
Annual Debt
Repayment
Limit
Total Debt
Burden Debt Issued for the Following Services:
Blandford-Blenheim $306,381 $1,579,349 $1,267,627 Recreation Facilities, Planning and Development
East-Zorra Tavistock $254,391 $1,471,572 $1,636,299 Roadways, Street Lighting, Rec Facilities, Planning
Ingersoll $901,158 $4,253,082 $4,094,506 Roadways, Street Lighting
Norwich $314,203 $2,492,655 $2,004,738 Protection Services, Street Lighting, Rec Facilities
Oxford County $7,596,844 $32,518,142 $96,219,677 General Government, Protection, Roadways, Wastewater, water, Health, Social and Family Services, Library
South-West Oxford $208,046 $1,731,524 $656,705 Street Lighting, Planning and Development
Tillsonburg $1,608,693 $5,299,936 $13,384,081 General Government, Protection, Roadways, Parking, Air Transportation, Recreation Facilities
Woodstock $1,699,842 $17,155,733 $15,549,938 Protection Services, Roadways, Waste Diversion, Parks, Recreation Facilities, Cultural Services, Planning and Development
Zorra $1,065,810 $2,375,568 $6,475,458 Protection Services, Roadways, Planning and Development
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Staffing/Resources
Staffing resources are captured under administration.
Contracted Services
Not Applicable
Union Contracts
Not Applicable
Assets
Not Applicable
Asset Management Plan/Practices
Not applicable
Capital Budget Policies/Practices
Not applicable
Best Practices
• As the County is a Regional government under the legislation, the County
must issue long-term debt on behalf of the area municipalities.
• The interest rates obtained for debentures issues for the area municipalities
are better under the current structure, given that the County has an AA+
credit rating. If the area municipalities were allowed to debenture themselves,
the interest rates obtained would be higher.
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Municipal Elections
Municipalities Providing Municipal Elections
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
Elections are held every 4 years in Ontario to elect members of municipal councils and
school boards. Elections are administered through each Area Municipal Clerk. The
Woodstock Clerk administers County School Trustee elections which is coordinated
with area municipalities.
The County is not responsible for administering elections.
Legislative Framework
The Municipal Elections Act, 1996 sets out municipal responsibilities for conducting
elections to their council and for conduction the election of schoo l trustees to Ontario’s
school boards.
Operating Expenditure Information and Level of Service
Expenditures for Municipal Elections by Local municipality
Source: 2018 Budget Information
Municipality
2018 Budgeted
Expenditure for
Municipal Elections
2018 Budgeted
Expenditures per
Capita
Blandford-Blenheim $20,000 $2.70
East-Zorra Tavistock $28,000 $4.63
Ingersoll $35,000 $2.78
Norwich $31,500 $2.86
South-west Oxford $26,500 $3.46
Tillsonburg $57,700 $3.61
Woodstock $70,000 $1.71
Zorra $33,050 $4.24
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Staffing/Resources
Staffing Details for Municipal Elections by Local municipality
Municipality/Corporation Staffing Details
Blandford-Blenheim Two staff
East-Zorra Tavistock One clerk and 2 administrative staff
Ingersoll Clerks Department staff
Norwich Administrative staff provide primary election services. 36 contract staff on
the day of elections.
South-West Oxford One clerk and 1 administrative staff
Tillsonburg Clerks Department staff
Woodstock Clerks Department staff with contracted election day workers
Zorra Clerks Department staff
Contracted Services
Not applicable. Some area municipalities (i.e. Norwich) hire contract staff on the day of
elections.
Union Contracts
Not applicable
Assets
Not applicable
Asset Management Plan/Practices
Not applicable
Capital Budget Policies/Practices
Not applicable
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Municipal Licensing
Municipalities Providing Municipal Licencing
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
Area municipalities provide various licences (i.e. marriage, lottery, business, etc.)
through an application process. Residents/business owners are required to complete
applications and pay the applicable fees to obtain licences for various items which vary
by municipality (see below).
Municipal licencing is administered through each local municipality. The County is not
responsible for this service.
Legislative Framework
The Municipal Act, 2001 provides that a municipality may pass by-laws imposing fees or
charges for services or activities provided in order to recover the costs for providing
such service.
Part IV of the Municipal Act, 2001 provides the authority for municipalities to require
businesses to obtain licences for activities. In general, a municipality’s powers are as
follows:
a) prohibit the carrying on or engaging in the business without a licence;
b) refuse to grant a licence or to revoke or suspend a licence;
c) impose conditions as a requirement of obtaining, continuing to hold or renewing
a licence;
d) impose special conditions on a business in a class that have not been imposed
on all of the businesses in that class in order to obtain, continue to hold or renew
a licence;
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e) impose conditions, including special conditions, as a requirement of continuing
to hold a licence at any time during the term of the licence; and
f) license, regulate or govern real and personal property used for the business and
the persons carrying it on or engaged in it.
Part IV of the Municipal Act also provides authorities for specific licences (e.g. payday
loan establishments, taxis, tow trucks, airports, etc.).
Level of Service
Licencing Fees by Municipality
Expenditure and Revenue (Operating) Information
In general, licencing fees (and other user fees) are set based on recovering the full cost
of the application (including materials, staff time, etc.) and are administered as part of
the Clerk’s departments duties. Additionally, the revenues for providing these licenses
are based on the number of applications provided in a given year. As a result, revenue
and expenditures related to this service vary from year-to-year.
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Staffing/Resources
Summary of Staffing for Municipal Licencing by Local municipality
Municipality Staffing Information
Blandford-Blenheim Part of Clerk’s duties
East Zorra-Tavistock Part of Clerk’s duties
Ingersoll Part of Clerk’s duties
Norwich Part of Clerk’s duties
South-West Oxford Part of Clerk’s duties
Tillsonburg Part of Clerk’s duties – customer service staff process applications
Woodstock 1 staff responsible for Dog Licensing, among other duties
1 clerk responsible for lottery and business licenses, among other duties
Zorra Part of Clerk’s duties
Treasurer responsible for lottery licenses
Contracted Services
Tillsonburg utilizes DocuPet app services for their animal licensing. No contracted
services for all other municipalities.
Union Contracts
Not applicable as staff are captured under Administration/Clerks where there are no
union contracts for all municipalities.
Assets
Assets are captured under Administration as applications are generally administered by
the Clerks departments.
Asset Management Plan/Practices
Not applicable
Capital Budget Policies/Practices
Not applicable
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Best Practices
• Licences are provided based on the need/demand in each respective
municipality.
• Ingersoll provides a separate fee for non-residents which could provide
additional revenues for the municipalities or encourage residents to obtain
licences in their own municipality.
• Generally, fees are similar amongst municipalities in the County, however,
consideration should be given to adding licences and fees for licences not
currently provided.
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Tax Collections
Municipalities Providing Tax Collections
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
* ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
*County levy is collected by area municipalities
General Description
Each local municipality provides for tax billing and collections. The County levy is
collected by area municipalities. Property Taxes are billed twice each year and are due
in four instalments; February, May, August, and October. Any properties with
outstanding taxes due, receive arrears notices. These are sent out monthly in East
Zorra-Tavistock, in instalments in Zorra, and quarterly in all other municipalities. In
Tillsonburg a final arrears letter is sent prior to registering a property for tax sale and a
letter is hand delivered if no response is received.
Legislative Framework
The Municipal Act, 2001 provides municipalities with the ability to impose property
taxes. This legislation sets out the requirements of municipalities when establishing and
implementing tax policies and rates. Tax Collection is detailed under Part X of the
Municipal Act. Treasurers are responsible for preparing a tax roll each year which
provides details with respect the each assessed property. Property taxes are the only
taxes a municipality may impose and are therefore integral to municipal operations.
The Assessment Act sets out the rules defining how to value property, what is
considered an assessable property and the process for challenging a particular
assessment.
Level of Service
With respect to tax collections, municipalities must manage outstanding property tax
bills (arrears). The following provides a summary of the share of properties in arrears in
each municipality:
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Operating Information
2018 Taxes Collected by Local municipality
Source: Schedule 22A of 2018 FIRs
Municipalities Number of Properties
Registered on Tax Roll
Number of Properties with
Outstanding Taxes
% of Properties with
Outstanding Taxes
Blandford-Blenheim 3,116 445 14%
East Zorra Tavistock 2,851 104 4%
Ingersoll 5,307 631 12%
Norwich 4,661 483 10%
South-West Oxford 3,212 313 10%
Tillsonburg 7,224 557 8%
Woodstock 17,265 1,916 11%
Zorra 3,923 394 10%
Municipality
Area Municipal
Taxes County Taxes Education Taxes Total
Blandford-Blenheim $4,934,692 $4,897,296 $3,363,032 $13,195,020
East Zorra Tavistock $5,390,962 $4,443,739 $2,695,881 $12,530,582
Ingersoll $14,157,221 $6,182,285 $4,577,917 $24,917,423
Norwich $7,932,472 $5,593,805 $3,095,107 $16,621,384
South-West Oxford $5,327,122 $4,299,532 $2,537,553 $12,164,207
Tillsonburg $15,076,981 $8,262,457 $5,274,866 $28,614,304
Woodstock $53,900,981 $20,694,178 $17,899,153 $92,494,312
Zorra $7,734,246 $5,858,292 $3,659,926 $17,252,464
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Staffing/Resources
Summary of Staffing for Tax Collections by Local municipality
Municipality Staffing Information
Blandford-Blenheim The Deputy Treasurer is responsible for tax collections, among other duties
East-Zorra Tavistock 1 Tax Collector
Ingersoll 2 staff responsible for tax billing and collections (1 FTE)
Norwich Revenue Coordinator /Tax Collector and Deputy Treasurer responsible for tax
collections (1.5 FTE)
South-West Oxford 1 Revenue Officer and 1 counter staff (1 FTE)
Tillsonburg One manager and one clerk in addition to 0.5 FTE of employees from the Custome r
Care Centre
Woodstock Tax Collector (1 FTE)
Counter Staff (1.25 FTE)
Deputy Treasurer (0.25 FTE)
Zorra Tax Collector/Deputy Treasurer is responsible for tax collections among other duties.
(.70 FTE)
Contracted Services
Many of the area municipalities, including Woodstock and Ingersoll, hire MTE
Consultants on a yearly basis to analyze scenarios when tax ratios are changed and the
effects it has on municipal revenues.
For tax sales, some municipalities use RealTax Consultants and some municipalities
use TaxTeam.
Union Contracts
Not Applicable
Assets
Not Applicable
Asset Management Plan/Practices
Not applicable
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Capital Budget Policies/Practices
Not applicable
Best Practices
County municipalities follow a similar process to other municipalities in the Province with
respect to tax collections (i.e. when there are tax payments outstanding, first they send
out arrears notices, then move to collection agency, before a tax sale of the property as
a last resort).
Most municipalities in the County issue arrears notices quarterly whereas East Zorra-
Tavistock currently issues arrears notices monthly. It is not clear that higher frequency
of providing notice results in a higher success rate. Would provide efficiency for East
Zorra-Tavistock by mailing out quarterly.
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Tax Policy
Municipalities Providing Tax Policy
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
*Tax policy is set by the County with input from local municipality Treasurers
General Description
Tax Policy is established annually by the County in consultation with all Area Municipal
Treasurers. The tax ratios are set by the County. The area Treasurers meet with the
County to give their input and recommendations into the ratios which are ultimately
approved by County Council.
Special Area Levies imposed by the County
Special Area
Levy
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
Libraries ✔ ✔ ✔ ✔ ✔ ✔ N/A ✔
Other Protection
Services ✔ ✔ ✔ ✔ ✔ ✔ N/A ✔
Sewer
*(Sanitary/Storm) N/A N/A N/A N/A N/A ✔ N/A N/A
*Note, the levy for sewer costs will be reviewed in 2020 and these costs may be recovered through sewer rates in the
future.
Special Area Levies Imposed by Area Municipalities
Blandford-
Blenheim
East Zorra-
Tavistock Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
N/A N/A N/A N/A N/A Parking N/A N/A
Note: Norwich and Woodstock include other amounts added to the tax bill for Business Improvement Areas
Legislative Framework
The Municipal Act, 2001 provides municipalities with the ability to impose property
taxes. This legislation sets out the requirements of municipalities when establishing and
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implementing their own tax policies. Property taxes are the only taxes a municip ality
may impose and are therefore integral to municipal operations.
The Assessment Act sets out the rules defining how to value property, what is
considered an assessable property, and the process for challenging a particular
assessment.
Level of Service
Not Applicable
Operating Information
Not Applicable
Staffing/Resources
Staffing and wages are captured under administration/finance staff
Contracted Services
Not Applicable
Union Contracts
Not Applicable
Assets
Not Applicable
Asset Management Plan/Practices
Not applicable
Capital Budget Policies/Practices
Not applicable
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Best Practices
• All Regional governments in Ontario set the tax ratios for their area
municipalities except for the Region of Peel, which delegates the authority to
the local area municipalities.
• In 2018, 76 Lower tier municipalities imposed special area tax rates and 34
Upper-tier/Single-tier municipalities imposed special area tax rates.
• Consultation and coordination of tax policy between the Regional government
and the area municipalities leads to cooperation and process efficiencies.
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Fire
Municipalities Providing Fire Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
The Fire Protection and Prevention Act, 1997 (FPPA) mandates that every municipality
in Ontario shall establish a program which must include public education with respect to
fire safety and certain components of fire prevention, and provide such other fire
protection services as it determines may be necessary in accordance with its needs and
circumstances. In the fire service, these elements are commonly referred to as the
Three Lines of Defense:
• Public Fire Safety Education
• Fire Safety Standards and Enforcement
• Emergency Response
Each municipality has established, through by-law, the level of services that will be
provided within their municipalities based on their needs and circumstances. These
services include fire suppression and rescue, water and ice rescue, rope and confined
space rescue, auto extrication and medical tiered response. Not all municipalities
provide all services. The services provided by each municipality will be prescribed under
their respective fire department establishing by-law. Normally these services also
include fire prevention and public education and fire inspection responsibilities.
The Office of the Fire Marshal and Emergency Management (OFMEM) is the authority
having jurisdiction for minimum training requirements for firefighters in Ontario. The
urban and rural fire services require different levels of training and response procedures
for such tasks that include but are not limited to rural water supply and high-rise
firefighting.
The OFMEM have adopted the National Fire Protection Association (NFPA) Standards
as minimum training requirements for firefighters. Further, the OFMEM Academic and
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Standards Office has been tasked with development of minimum training requirements
and evaluation and testing to NFPA Standards in the Province. Although certification to
NFPA Standards for firefighter training is not mandatory at this time, the OFMEM has
indicated that certification will be required in the future.
The delivery of services provided is different between the three urban municipalities
(Woodstock, Tillsonburg and Ingersoll) and the five rural municipalities (South -West
Oxford, East Zorra-Tavistock, Zorra, Norwich and Blandford Blenheim).
Legislative Framework
Fire Protection and Prevention Act, 1997
The Fire Protection and Prevention Act, 1997 prescribes that every municipality shall:
• Establish a program in the municipality which must include public education
with respect to fire safety and certain components of fire prevention; and
• Provide such other fire protection services as it determines may be necessary
in accordance with its needs and circumstances.
Further, in discharging its responsibilities under the above, a municipality shall:
• Appoint a community fire safety officer or a community fire safety team, or
• Establish a fire department.
In addition, two or more municipalities may appoint a community fire safety officer or
appoint a community fire safety team or establish a fire department for the purpose of
providing fire protection services in those municipalities.
The Act also allows a municipality, under such conditions as may be specified in the
agreement, enter into an agreement to:
• Provide such fire protection services as may be specified in the agreement to
lands or premises that are situated outside the territorial limits of the
municipality
• Receive such fire protection services as may be specified in the agreement
from a fire department situated outside the territorial limits of the municipality
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A municipality may also enter into an agreement for automatic aid to provide or receive
the initial supplemental response to fires, rescues and emergencies.
The Act contains a number of Regulations pertaining to fire safety, including:
• Fire Code (O. Reg. 213/07) – Minimum requirements for fire safety in
buildings
• Community Risk Assessments (O.Reg. 378/18) – Mandatory by 2025
• Mandatory Assessment of Complaints and Requests for Approval (O.Reg.
365/13)
• Mandatory Inspection — Fire Drill in Vulnerable Occupancy (O.Reg. 364/13)
Occupational Health and Safety Act, 1990
The Occupational Health and Safety Act mandates municipalities to provide training and
knowledge that is reasonable to the types of activities and tasks that their firefighters
may encounter in the course of their duties.
Trends and Guiding Principles
Fire Underwriters Survey
Fire Underwriters Survey™ (FUS) is a national organization administered by OPTA
Information Intelligence, formerly CGI Insurance Business Services, formerly the
Insurers' Advisory Organization and Canadian Underwriters Association. FUS provides
data on public fire protection for fire insurance statistical work and underwriting
purposes of subscribing insurance companies. Subscribers of Fire Underwriters Survey
represent approximately 85 percent of the private sector property and casualty insurers
in Canada.
Areas reviewed in the Fire Department assessment include apparatus, distribution of
companies, staffing, training, maintenance, pre-incident planning, etc.
This assessment does not benefit the municipalities in determining needs and
circumstances, but act as a guide for the public and insurance field to determine
insurance costs for properties. For example, where a municipality receives a good rating
from FUS the residents in the areas may receive a reduced insurance premium on their
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property due to the municipality’s commitment to providing quality a fire service. There
is no cost benefit to the municipality.
The level of fire services are normally determined through local needs and risks, and
best practices used to deliver efficient and effective services.
Expenditure (Operating) Information:
Source: 2018 FIR Schedule 40
Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments Per
Capita
County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Blandford-Blenheim $398,214 $0 $350,253 $67,615 $0 $0 $199,356 $1,015,438 $0 $0 $1,015,438 $137
East Zorra-Tavistock $435,603 $0 $206,788 $0 $0 $0 $173,046 $815,437 $0 $0 $815,437 $135
Ingersoll $741,400 $0 $158,032 $2,507 $0 $0 $125,745 $1,027,684 -$65,952 $48,939 $1,010,671 $82
Norwich $554,607 $23,769 $254,728 $0 $0 $0 $283,327 $1,116,431 $0 $89,272 $1,205,703 $101
South-West Oxford $407,294 $0 $270,008 $23,436 $0 $0 $180,568 $881,306 $0 $0 $881,306 $115
Tillsonburg $1,076,686 $1,708 $238,923 $71,546 $0 $0 $49,654 $1,438,517 $196,516 $0 $1,635,033 $90
Woodstock $7,549,245 $0 $597,593 $111,930 $0 $0 $352,472 $8,611,240 $0 $541,739 $9,152,979 $211
Zorra $412,750 $48,731 $350,952 $21,077 $0 $0 $157,603 $991,113 $0 $0 $991,113 $127
Total $11,575,799 $74,208 $2,427,277 $298,111 $0 $0 $1,521,771 $15,897,166 $130,564 $679,950 $16,707,680
Schedule 40 - Expenses
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $0 $0 $0 $0 $0 n/a
Blandford-Blenheim $0 $0 $32,800 $147,729 $0 $0 $0 $24 15%
East Zorra-Tavistock $0 $0 $0 $20,113 $0 $0 $0 $3 2%
Ingersoll $0 $0 $18,401 $4,390 $0 $0 $0 $2 0%
Norwich $0 $0 $0 $50,506 $0 $0 $0 $5 5%
South-West Oxford $0 $0 $0 $55,418 $14,000 $0 $0 $9 6%
Tillsonburg $0 $0 $0 $358,771 $0 $0 $0 $22 25%
Woodstock $0 $0 $0 $4,260 $0 $0 $0 $0 0%
Zorra $0 $0 $0 $5,336 $0 $0 $0 $1 1%
Total $0 $0 $51,201 $646,523 $14,000 $0 $0
Schedule 12 - Revenues
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Staffing/Resources
Summary of Staffing for Fire
Municipality Staffing Information
Blandford-Blenheim 1 Fire Chief
1 Joint Training Office*
1 Part Time Civilian
65 Volunteer Fire Fighters
East-Zorra Tavistock 1 Fire Chief
1 Joint Training Office*
1 Administrative Staff (0.25 FTE)
57 Volunteer Fire Fighters
Ingersoll 1 Fire Chief
3 Fire Fighters (3 FTEs)
1 Maintenance Staff (1 FTE)
22 Volunteer Fire Fighters
Norwich 1 Fire Chief
1 Civilians (1 FTE)
1 Joint Training Office*
72 Volunteer Fire Fighters
South-West Oxford 1 Fire Chief
1 Joint Training Office*
1 Administrative Staff (0.4 FTEs)
70 Volunteer Fire Fighters (2 of the 70 are Part-Time Inspectors)
Tillsonburg 1 Fire Chief
1 Deputy Fire Chief
Fire Dispatchers (4 FTE, 4 PTE)
30 Volunteer Fire Fighters
Woodstock 1 Fire Chief
1 Deputy Fire Chief
1 Administrative Staff
52 Fire Fighters (52 FTEs)
Zorra 1 Fire Chief
1 Joint Training Office*
62 Volunteer Fire Fighters
*The Joint Fire Service Training Officer is on contract between the South-West Oxford, Zorra, East Zorra-
Tavistock, and Blandford-Blenheim.
The Fire Chiefs in Oxford County all oversee their Emergency Management Services
which is budgeted separately.
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Contracted Services
There is a contract between Spectrum Communications Ltd. and Oxford Rural Fire
Services dated April 2017. This contract outlines the radio communication services from
Spectrum for Woodstock and the rural municipalities.
The City of Woodstock and the rural municipalities dispatch through Woodstock Police
Services.
Tillsonburg Fire is the dispatch for Tillsonburg, Ingersoll, and nine municipalities outside
of Oxford County.
There are Cross Boundary Response Agreements and Mutual Aide Agreements
between the different municipalities in Oxford County. The Cross-Boundary Response
Agreements outline which fire stations are contacted to dispatch services. Mutual Aide
Agreements outline which fire stations will respond to respond to an emergency if
requested by the original responding station dispatch contacted. This may occur if the
emergency requires more resources than the original responding station can provide.
Cross Boundary Response Agreements
• Blandford-Blenheim receives fire protection from East Zorra-Tavistock.
• Ingersoll (the north side) is contracted to Zorra.
• Norwich provides water shuttle service for Woodstock
• Tillsonburg dispatches to Ingersoll
Mutual Aide Agreements
All municipal fire services are part of the Provincial Mutual Aide Program that allows fire
departments to call for assistance from adjacent fire departments when resources are
stretched or when they are in need of specific services.
All fire services operate under the Oxford County Fire Department Mutual Aid Program.
It is a supplemental program to the Province of Ontario Fire Department Mutual Aid
Program.
There are automatic aide agreements between the following municipalities:
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• Woodstock & Norwich
• Woodstock & East Zorra-Tavistock.
Union Contracts
Woodstock is unionized and the remaining municipalities are not unionized.
Assets
A table below provides a summary of all major fire infrastructure in Oxford County.
Other assets such as miscellaneous tools/equipment, thermal imaging cameras and fire
towers are excluded from this summary. Fire assets, such as vehicles and equipment,
are replaced on a calendar basis based on number of years lapsed since purchase.
Inventory of Major Assets in Oxford County
Municipality Building/Fire
Hall
Firetruck +
Pick-Ups
Blandford-Blenheim 4 7
East Zorra-Tavistock 3 10
Ingersoll 1 3
Norwich 4 9
South-West Oxford 3 9
Tillsonburg 1 6
Woodstock 2 12
Zorra 3 9
Oxford County -- --
Total 21 65
Asset Management Plan/Practices
Fire vehicles and equipment are typically replaced on a calendar basis in the
municipalities based on number of years lapsed since purchase.
Blandford-Blenheim
The municipality maintains an inventory with pertinent information on the assets (e.g. in -
service date, age, age-based condition). The asset tracking does not include categories
related to replacement cost and the replacement cost date. This information is available
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in the Asset Management Plan (AMP). It provides asset quantities, a report card,
forecasts replacement needs and a financial strategy.
East Zorra-Tavistock
The municipality maintains a high-level inventory with information on the asset condition
(e.g. quantity, service life remaining, age, etc.). The asset tracking does not include
categories related to in-service date, replacement cost, and the replacement cost date.
The AMP (2013) does not include information related to fire assets. East Zorra -
Tavistock is working on updating their 2018 Asset Management Plan.
Ingersoll
The municipality maintains an inventory with pertinent information on the assets (e.g.
date of acquisition, adjusted useful life, probability of failure, in-service date, etc.). The
asset tracking does not track categories like the replacement cost, the date when an
asset becomes fully amortized, nor the replacement cost date. This information is
available in the AMP which includes the capital requirements for Fire over a 10-year
period and the financial strategy.
Norwich
The municipality maintains an inventory with pertinent information on the assets (e.g.
date of acquisition, adjusted useful life, probability of failure, in-service date, etc.). The
asset tracking tracks categories like the replacement cost, the date when an asset
becomes fully amortized, a condition rating and the replacement cost date. This
information is available in the AMP which includes the capital requirements for Fire .
South-West Oxford
The municipality maintains an inventory with information on the assets (e.g. in -service
date, quantity, and service life remaining, etc.). The AMP (2013) does not include
information related to fire assets.
Tillsonburg
The municipality maintains an inventory with information on the assets (e.g. quantity
and a condition rating). The asset tracking does not include categories related to in -
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service date and the replacement cost date. Information on the fleet and equipment for
fire services is included in the 2016 AMP. The future AMP will include information
related to the fire service facilities (fire halls).
Woodstock
The City of Woodstock maintains the City of Woodstock AMP to assist with asset
tracking/management.
Zorra
The municipality maintains an inventory with information on the assets (e.g. quantity, in -
service date, etc.). The asset tracking does not include categories related to
replacement cost and the replacement cost date. The AMP (2013) does not include
information related to fire assets.
Capital Budget Policies/Practices
Fire service budgets are funded from the municipal tax levy which includes all operating
and capital expenses related to wages, maintenance, vehicles, equipment, and
administration.
The rural municipalities jointly fund a Training Officer, a position which has had positive
feedback. This was done based on the need for a part time Training Officer in the each
of the rural municipalities. By identifying this as a common need, the rural municipalities
were able to fund a full-time position to meet their needs.
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Police
Municipalities Providing Police Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
Municipalities are required to provide police services to their residents in accordance
with the following principles:
1. The need to ensure the safety and security of all persons and property in Ontario;
2. The importance of safeguarding the fundamental rights guaranteed by the
Canadian Charter of Rights and Freedoms and the Human Rights Code;
3. The need for co-operation between the providers of police services and the
communities they serve;
4. The importance of respect for victims of crime and understanding of their needs;
5. The need for sensitivity to the pluralistic, multiracial and multicultural character of
Ontario society; and
6. The need to ensure that police forces are representative of the communities they
serve.
Police in municipalities provide protection to residents, enforcement of Provincial laws,
and public education/crime prevention initiatives.
The following Provincial grants were available to municipalities in 2018:
• Ontario Municipal Partnership Fund – Police Service Grant;
• Community Policing Partnerships Program Grant;
• Court Security Prisoner Transportation Payment; and
• R.I.D.E. Grant Program.
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Legislative Framework
The Comprehensive Ontario Police Services Act, 2019 S.O. 2019, c.1 – Bill 68, and its
Regulations requires municipalities to provide the following services:
• Community Based Crime Prevention Initiatives
• Community Patrol & Criminal Investigations Services
• Community Satisfaction
• Emergency Calls for Service
• Violent Crime
• Property Crime
• Youth Crime
• Assistance to Victims of Crime
• Road Safety
• Police Facilities
• Court Security and Prisoner Transportation
The Police Services Act requires at least every three years that a business plan be
prepared that provides quantitative and qualitative performance objectives and
indicators. Section 10 of the Police Services Act governs the requirements with respect
to Police Services Boards (including minimum board members and role of the board).
Note: This Act and the associated regulations do not come into force until the date of
proclamation which is anticipated in 2020.
Level of Service
Police services in Oxford County are financed by the area municipalities. The City of
Woodstock provides the service through Woodstock Police Service. Police services in
all other area municipalities are provide by the Ontario Provincial Police (O.P.P.).
Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, and Tillsonburg have
contracts with the O.P.P. whereas South-West Oxford and Zorra have services billed at
cost (with no contract). Although Police Services are not specifically provided at the
County level, Provincial Offences court services are delivered and funded by the
County. Woodstock Police Services provides court security and prisoner transportation
to the Provincial Offences Court and the County pays costs for this service. Woodstock
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Police Services is responsible for and provides court security and prisoner
transportation to the Oxford County Provincial Court which is partially funded by special
levy against all area municipalities with the exception of Woodstock. OPP also bills the
area municipalities for prisoner transportation to attend the Oxford County Court House
and the Provincial Offences Court.
Each local municipality under O.P.P. contract operates a police services board. For
municipalities with less than 25,000 population, the police services board must consist
of:
• The head of the municipal council, or another member of council appointed by
resolution of council;
• One person appointed by resolution of council, who is not a councillor or
municipal staff member; and
• One person appointed by the Lieutenant Governor in Council.
For municipalities with more than 25,000 population, the police services board must
consist of:
• The head of the municipal council, or another member of council appointed by
resolution of council;
• One member of the council appointed by resolution of council;
• One person appointed by resolution of council, who is not a councillor or
municipal staff member; and
• Two persons appointed by the Lieutenant Governor in Council.
Municipalities Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
Provision of Service O.P.P.
Contract
O.P.P.
Contract
O.P.P.
Contract
O.P.P.
Contract
No O.P.P.
Contract
O.P.P.
Contract
Own
Police
Service
No O.P.P.
Contract
Police Service Board
Members 3 Members 3
Members 5 Members 3 Members N/A 5 Members 6 Members N/A
Police Service Board
Expenditures $14,150 $8,300 $35,400 $12,000 N/A $40,200 N/A N/A
Police Service Board Information Based on 2018 Budgets
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Expenditure (Operating) Information
Source: 2018 FIR Schedule 40
Note: Costs above include Police Service, Court Security, and Prisoner Transportation
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Note: Includes Police Services, Court Security, and Prisoner Transportation
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $0 $0 $0 $14,103 $0 $117,255 $0 $131,358 $0 $0 $131,358 $1
Blandford-Blenheim $6,123 $0 $8,614 $941,256 $0 $0 $0 $955,993 $0 $0 $955,993 $129
East Zorra-Tavistock $5,787 $0 $17,703 $920,820 $0 $0 $0 $944,310 $0 $0 $944,310 $156
Ingersoll $72,579 $0 $40,190 $2,340,138 $0 $0 $2,965 $2,455,872 $65,952 $128,326 $2,650,150 $195
Norwich $39 $0 $21,029 $1,460,106 $0 $0 $0 $1,481,174 $0 $163,378 $1,644,552 $135
South-West Oxford $0 $0 $0 $1,052,508 $0 $0 $0 $1,052,508 $0 $0 $1,052,508 $137
Tillsonburg $105,737 $0 $75,607 $3,125,822 $0 $0 $25,779 $3,332,945 $8,868 $0 $3,341,813 $208
Woodstock $13,121,171 $122,271 $1,653,017 $22,887 $37,302 $0 $578,604 $15,535,252 $0 $973,218 $16,508,470 $380
Zorra $0 $0 $0 $1,155,392 $0 $0 $0 $1,155,392 $0 $0 $1,155,392 $148
Total $13,311,436 $122,271 $1,816,160 $11,033,032 $37,302 $117,255 $607,348 $27,044,804 $74,820 $1,264,922 $28,384,546
Schedule 40 - Expenses
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $10,850 $0 $0 $0 $0 $0 $0 $0 0%
Blandford-Blenheim $13,153 $0 $30,434 $4,630 $0 $0 $0 $7 0%
East Zorra-Tavistock $45,902 $0 $0 $7,010 $0 $0 $0 $9 1%
Ingersoll $79,396 $0 $0 $13,673 $0 $0 $0 $7 1%
Norwich $36,676 $0 $0 $0 $0 $0 $0 $3 0%
South-West Oxford $5,606 $0 $0 $0 $0 $0 $0 $1 0%
Tillsonburg $69,585 $0 $0 $25,531 $0 $0 $0 $6 1%
Woodstock $877,612 $0 $422,158 $470,201 $0 $0 $0 $43 3%
Zorra $0 $0 $0 $0 $0 $0 $0 $0 0%
Total $1,138,780 $0 $452,592 $521,045 $0 $0 $0
Schedule 12 - Revenues
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Staffing/Resources
Woodstock (2018) Staffing Information:
Tillsonburg has 1 full-time Customer Service Representative for police services. This
arrangement expired on December 31, 2019.
All other area municipalities have contracted the service from O .P.P.; therefore, staffing
data is not available.
Contracted Services
Summary of Contracted Services by Local municipality
Municipality Contracted Services
Blandford-Blenheim, Ingersoll, Norwich,
Tillsonburg, and East Zorra-Tavistock
Police services are contracted through the OPP.
These costs are based on a provincial per
household amount combined with a use (per call)
amount calculated by the Province. Municipal by-
laws allow for the execution of the service
agreement.
Oxford County OPP Detachment Commander is
responsible for overseeing all aspects of service
delivery.
OPP supplies all vehicles and equipment,
whereas the municipalities are responsible for the
facilities.
Full-Time Funded
Positions
Part-Time Funded
Positions
Seasonal
Employees
Municipal workforce profile 1 2 3
Employees of the Municipality ###
Police 90.00 16.00 1.00
Uniform 67.00 4.00
Civilian 23.00 12.00 1.00
Court Security 5.00 5.00 0.00
Uniform 1.00
Civilian 4.00 5.00
Prisoner Transportation 0.00 0.00 0.00
Uniform
Civilian
Subtotal 321.00 136.00 129.00
Municipal Data
Schedule 80A of FIR
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Municipality Contracted Services
Costs associated with delivering the service are
based on an estimate of salary and benefit costs.
South-West Oxford and Zorra No contracted services with OPP. Service is fee-
for-service, including percentage share of facilities
cost.
Woodstock Not applicable – municipally provided service
Union Contracts
Woodstock – Board Governed Collective Agreements:
• Woodstock Police Uniform Officer Agreement
• Woodstock Police Civilian Agreement
• Woodstock Police Senior Officer’s Agreement
All other area municipalities: N/A
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Assets
Summary of Major Police Assets Owned by Area Municipalities
Municipality Major Police Assets
Oxford County Provincial Court House – Woodstock Police
Services responsible for security and prisoner
transportation
Provincial Offences Office – Woodstock Police
responsible for court security and transportation of
their prisoners
Blandford-Blenheim Police occupy 224 sq.ft. of space in Town Hall
Vehicles and equipment are OPP assets
East Zorra-Tavistock Space for OPP is provided in Tavistock Fire Hall:
2 offices, shared bathroom and kitchen.
Vehicles and equipment are OPP assets
Ingersoll Town owns and leases one OPP station
(approximately 6,000 sq.ft.)
Vehicles and equipment are OPP assets
Norwich Satellite OPP office attached to Fire Station
(1,250 sq.ft.)
Vehicles and equipment are OPP assets
South-West Oxford No Assets
Tillsonburg 1 OPP station (12,686 sq.ft.)
Elliott Fairburn Training Facility
Vehicles and equipment are OPP assets
Woodstock Division #1 facility, storage trailers, and suboffice
Various pieces of communications equipment,
specialized equipment and equipment for police
officers (see appended D.C. information)
Zorra Office at Beaty Room/ Thamesford Library
Vehicles and equipment are OPP assets
Asset Management Plan/Practices
All municipalities other than Woodstock and South-West Oxford provide facility space to
the O.P.P. through facility space leases. Woodstock provides facility space for their
police services. All facilities are included in each municipality’s asset inventory listing
and replacement/rehabilitation of facilities are included in the capital budget as required.
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Capital Budget Policies/Practices
All facilities are included in each municipality’s asset inventory listing and
replacement/rehabilitation of facilities are included in the capital budget as required.
Best Practices
• All municipalities joined together to submit one grant application in 2018
rather than submit separately.
• The County established a Court Security Advisory Committee to review the
funding model in 2015 and 2016. A recommendation from that committee
was that the costs were an efficient use of resources and that these years will
be used as based years for all future reviews.
• In the past, Woodstock provided Police services to Blandford -Blenheim, East
Zorra-Tavistock, and Norwich, however these municipalities reviewed their
level of service and moved to services being provided by the O.P.P. As a
result, Woodstock incurred large transitional costs as they were staffed to
service those municipalities. Through growth, staff hired by O.P.P., and
attrition, the City levelled out their costs.
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Building Services and Chief Building Officials and property
standards
Municipalities Providing Building Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
Building Services administers and enforces the Ontario Building Code through the
examination of plans, issuance of building permits, performing inspections and
enforcing property standards. Building Services is responsible for issuing various
permits (i.e. building permits, demolition permits, pool permits, etc.), conducting building
inspections, accepting payment of D.C.s, and reviewing minor variance, zoning by-laws,
zone changes, site plan agreements, etc.
Building services are provided by all area municipalities. The County is not responsible
for any portion of this service. Two rural municipalities share CBO services.
In general, a substantial portion of building services expenditures are funded through
building fees which seek to recover the costs of providing building services (i.e. permits,
administration, etc.).
Area municipalities have policies in place to assist neighbouring municipalities to cover
for staffing issues (e.g. vacations, sick leave, etc.). This is provided in accordance with
Section 3 of the Building Code Act (B.C.A.).
Legislative Framework
The Ontario Building Code Act (B.C.A.) governs the construction, renovation, change of
use, and demolition of buildings. It also provides specific powers for inspectors and
rules for the inspection of buildings and allows municipalities to establish property
standard by-laws.
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This Act is meant to promote the safety of buildings with reference to public health, fire
protection, accessibility, and structural efficiency. Enforcement of the Building Code is
the responsibility of municipalities.
Role of Chief Building Officials: Section 1.1(6) of the B.C.A. provides the following:
(6) It is the role of a chief building official,
(a) to establish operational policies for the enforcement of this Act and
the building code within the applicable jurisdiction;
(b) to co-ordinate and oversee the enforcement of this Act and the
building code within the applicable jurisdiction;
(c) to exercise powers and perform the other duties assigned to him or
her under this Act and the building code; and
(d) to exercise powers and perform duties in an independent manner
and in accordance with the standards established by the applicable
code of conduct.
In addition to the B.C.A., Regulation 332/12 provides for the detailed Building Code.
Section 1.3.5 provides prescribed inspection times (1.3.5.3) as well as prescribed notice
requirements (1.3.5.1 and 1.3.5.2).
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Level of Service
In Oxford County, the personnel appointed as Chief Building Officers are also often
appointed other roles and responsibilities (Note: the C.B.O. is a statutory role described
exclusively by the B.C.A.). The following details a list of the duties each person
appointed to C.B.O. provides:
Expenditure (Operating) Information
Source: 2018 FIR Schedule 40
Note: Costs above includes Protective inspection and control, and Building permit and inspection services
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Municipality Duties
Oxford County
Blandford-Blenheim CBO (Shared with EZT), Property Standards
East Zorra-Tavistock CBO (Shared with BB), Development, Drainage
Ingersoll CBO, By-law Enforcement, Facilities, Zoning By-law Administrator
Norwich CBO, Deputy CBO, and Township Drainage Superintendent
South West Oxford CBO, Capital Facilities Manager, Property Standards, Zoning
Official, Supervisor of By-law Officer
Tillsonburg CBO, By-law Enforcement, Animal Control, and Planning
Administration
Woodstock CBO, By-law Enforcement, Capital budget for municipal buildings
Zorra CBO, Drainage Superintendent
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Blandford-Blenheim $175,055 $0 $64,952 $52,157 $0 $0 $0 $292,164 $0 $0 $292,164 $39
East Zorra-Tavistock $212,360 $0 $38,256 $0 $0 $0 $0 $250,616 $0 $0 $250,616 $41
Ingersoll $178,212 $0 $11,710 $18,523 $0 $0 $0 $208,445 $0 $10,607 $219,052 $17
Norwich $357,532 $0 $57,631 $10,288 $0 $0 $7,326 $432,777 $0 $46,929 $479,706 $39
South-West Oxford $167,844 $0 $60,773 $0 $0 $0 $0 $228,617 $0 $0 $228,617 $30
Tillsonburg $620,066 $0 $138,302 $26,340 $0 $0 $0 $784,708 $61,176 $0 $845,884 $49
Woodstock $748,536 $0 $85,065 $82,099 $7,336 $0 $20,204 $943,240 $0 $60,421 $1,003,661 $23
Zorra $188,935 $0 $35,944 $6,585 $0 $0 $6,873 $238,337 $0 $0 $238,337 $31
Total $2,648,540 $0 $492,633 $195,992 $7,336 $0 $34,403 $3,378,904 $61,176 $117,957 $3,558,037
Schedule 40 - Expenses
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Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Note: Revenues above includes Protective inspection and control, and Building permit and inspection services
Note: variations in F.I.R. data between municipalities are discussed in section 1.2 (e.g. Norwich , Tillsonburg, and
Woodstock include building permit revenues under “licenses and permits” in schedule 10 of the F.I.R. The amounts
under “licenses and permits” are $412,822 for Norwich, $516,020 for Tillsonburg, and $1,101,114 for Woodstock).
Staffing/Resources
Summary of Staffing for Building Services by Local municipality
Municipality Staffing Information
Blandford-Blenheim C.B.O., Deputy C.B.O., and a Student (0.5 F.T.E.)
East Zorra-Tavistock (shared with Blandford-Blenheim)
Ingersoll C.B.O., Administrative Assistant (shared with Public Works), Building Inspector, Student
Norwich C.B.O., Building Inspector/Drainage Superintendent, Building Services Clerk (2), Plans
Examiner
South-West Oxford C.B.O. and Building Inspector
Tillsonburg C.B.O., Deputy C.B.O., Building Inspector, Administrative Assistant, Development
Technician
Woodstock C.B.O., Building Inspector, Building Technician, and Part-time Building Clerk
Zorra C.B.O., and Building Inspector/By-law Supervisor
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $0 $0 $0 $0 $0 n/a
Blandford-Blenheim $0 $0 $22,522 $206,885 $0 $0 $0 $31 71%
East Zorra-Tavistock $0 $0 $22,949 $40,325 $0 $0 $0 $10 16%
Ingersoll $0 $0 $0 $2,813 $0 $0 $0 $0 1%
Norwich $0 $0 $0 $5,245 $0 $0 $0 $0 1%
South-West Oxford $0 $0 $0 $186,620 $0 $0 $0 $24 82%
Tillsonburg $0 $0 $0 $117,043 $0 $0 $0 $7 15%
Woodstock $0 $0 $0 $5,450 $0 $0 $0 $0 1%
Zorra $0 $0 $0 $8,617 $0 $0 $0 $1 4%
Total $0 $0 $45,471 $572,998 $0 $0 $0
Schedule 12 - Revenues
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Contracted Services
Summary of Contracted Services by Local municipality
Municipality Contracted Services
Blandford-Blenheim Contracted out approximately $4,000 in services for building permit
reviews.
East Zorra-Tavistock Contracted out approximately $5,000 in residential plans examinations.
Ingersoll None
Norwich Occasional outsourcing of building permit reviews.
South-West Oxford Outsourced approximately $2,400 in plans examinations due to
vacancy in CBO position.
Tillsonburg Inspection of septic tanks contracted out to Norwich.
Woodstock None
Zorra None
Note: the contracting out of plans examinations by a principle authority may only occur
and be conducted in accordance with Section 6 of the BCA. These arrangements are
supposed to occur between principle authorities and not with non-municipal contracted
agencies or entities.
Union Contracts
Woodstock has 5 building staff and 3 by-law enforcement staff under union contract
CUPE 1146 Inside & Part Time Unit.
All other area municipalities: no unionized staff.
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Assets
Summary of Major Building Services Assets Owned by Area Municipalities
Municipality Major Building Services Assets
Blandford-Blenheim 1 Pick-up Truck
1 SUV
East-Zorra Tavistock One shared office with other municipal staff
Two vehicles
Ingersoll 1 Pick-up Truck
Norwich 2 Pick-up Trucks
South-West Oxford Township Hall offices
1 Vehicles (1 electric car)
Tillsonburg 2 Vehicles
Woodstock Building Department located at 944 James Street with Engineering
Department
3 Vehicles
Zorra 1 Pick-up Truck
Asset Management Plan/Practices
Captured under Administration
Capital Budget Policies/Practices
Captured under Administration
Best Practices
• Area municipalities are often in contact with each other to share expertise and
seek advice on an as needed basis.
• Area municipalities have policies to assist neighbouring municipalities to cover
for staffing issues (e.g. vacations, sick leave, etc.). Additionally, some
municipalities have set up these arrangements with neighbouring municipalities
outside of the County (i.e. Tillsonburg and Bayham).
• Norwich has expertise in septic systems. The other area municipalities often get
assistance from Norwich to help with these projects.
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• Woodstock has expertise with larger developments. Recently Woodstock’s
Building department assisted Norwich with a large development.
• Several area municipalities have begun to implement AMANDA for building
services. Efficiencies may be available to municipalities when collaborating on
creating reports in order to share costs.
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Emergency Management
Municipalities Providing Emergency Management Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description:
Emergency management is required by the Emergency Management and Civil
Protection Act, 1990. They focus on the community during an emergency event. In the
event of an emergency, having good infrastructure and/or a working strategy is the first
line of defense. Responders and citizens will be kept safe and community reputation will
be protected. Losses will be mitigated, and the resulting repairs should be less costly. It
is a proactive measure instead of a reactive one; it builds resiliency into municipalities.
In addition to this, and based on the other services recorded, emergency services also
includes the police.
Current approaches to emergency management in the County focus on the traditional
“Preparedness” component. The industry best practices and the provincial
program/doctrine encourages emphasis on all components (prevention, mitigation,
preparedness, response, and recovery), but legislation currently only requires
preparedness. Preparedness has six pillars: public awareness and education,
emergency information, exercises, training, emergency operations centre, and
emergency plan.
Legislative Framework:
Emergency Management and Civil Protection Act, 1990
This Act requires municipalities to develop, implement and maintain an emergency
management program.
Standards (O. Reg. 380/04) establishes a committee, program coordinator, and action
group that guide emergency management preparedness in the province.
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Non-Legislative Guiding Documents
An Emergency Management Framework for Canada, 2017
This document outlines principles and concepts for emergency management activities.
Each level of government is responsible for emergency management. This document
also aims to promote collaboration to improve emergency management strategies.
Office of the Fire Marshal and Emergency Management (OFMEM) Compliance
Guidelines
Provides a description of the legislation requirements of municipalities and outlines
required measures to achieve compliance. It has the following relevant doctrines:
Emergency Management Doctrine for Ontario
Incident Management Doctrine for Ontario
Canadian Standard, CSA Z1600-17
This Standard provides the requirements to develop, implement, evaluate, maintain,
and continually improve an emergency management program for prevention and
mitigation, preparedness, response, and recovery.
ANSI Standard, Emergency Management Accreditation Standard
A set of 64 standards to apply for EMAP accreditation.
Expenditure (Operating) Information
Source: 2018 FIR Schedule 40
Note: For emergency preparedness the County spent a total of $126,830 on salaries and benefits, and $11,064 on
materials in 2018.
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Blandford-Blenheim $7,473 $0 $747 $0 $0 $0 $0 $8,220 $0 $0 $8,220 $1
East Zorra-Tavistock $5,278 $0 $3,175 $0 $0 $0 $0 $8,453 $0 $0 $8,453 $1
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South-West Oxford $7,675 $0 $0 $0 $0 $0 $0 $7,675 $0 $0 $7,675 $1
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $20,426 $0 $3,922 $0 $0 $0 $0 $24,348 $0 $0 $24,348
Schedule 40 - Expenses
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Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Note: There is no funding source currently available to for compliance with provincial legislation for emer gency
management.
Staffing/Resources
Summary of Staffing for Emergency Management
Municipality Staffing Information
Oxford County 1 County Community Emergency Management Coordinator (CEMC)
Blandford-Blenheim Under the portfolio of the Fire Chief
East Zorra-Tavistock (shared between Blandford-Blenheim, East Zorra-Tavistock, and Ingersoll)
Ingersoll (shared between Blandford-Blenheim, East Zorra-Tavistock, and Ingersoll)
Norwich Under the portfolio of the Fire Chief, the Road Superintendent is the
designated Alternate CEMC.
South-West Oxford Under the portfolio of the Fire Chief, the Clerk is the designated Alternate
CEMC.
Tillsonburg Under the portfolio of the Fire Chief
Woodstock Under the portfolio of the Fire Chief, the Deputy Fire Chief is the designated
Alternate CEMC.
Zorra Under the portfolio of the Fire Chief
Contracted Services
No contracted services were identified.
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $0 $0 $0 $0 $0 n/a
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 0%
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 0%
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 0%
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a
Total $0 $0 $0 $0 $0 $0 $0
Schedule 12 - Revenues
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Union Contracts
Not applicable to the delivery of this service. Emergency management roles are
incorporated into existing staff positions, some of which are unionized.
Assets
There are not assets specifically attributed to this service profile.
Municipal Framework
Blandford Blenheim – The Fire Chief works closely with another staff member to remain
in compliance with the legislation.
East Zorra-Tavistock – The Fire Chief has assistance in running an emergency
management program. The program enables the municipality to run training with new
staff and Council, and to do public education.
Ingersoll - The Fire Chief works to maintain the requirements to remain in compliance
with the legislation. The Deputy Fire Chief is attending emergency management
training, so they are able to assist the Fire Chief.
Norwich - The Fire Chief responsibilities include the role of C.E.M.C. and the Roads
Superintendent is the designated Alternate C.E.M.C. The Manager of Health Services
and CAO act as the Township Emergency Information Officers. The Township meets
the minimum requirements for emergency mana gement as prescribed under the
Emergency Management and Civil Protection Act.
South-West Oxford – The Fire Chief (C.E.M.C.) and the Clerk (Alternate C.E.M.C.)
works to maintain the requirements to remain in compliance with the legislation.
Tillsonburg – The Fire Chief works to maintain the requirements to remain in
compliance with the legislation.
Woodstock – The Fire Chief (C.E.M.C.) and the Deputy Fire Chief (Alternate C.E.M.C.)
work to maintain the requirements to remain in compliance with the legislation.
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Zorra - The Fire Chief works to maintain the requirements to remain in compliance with
the legislation.
Oxford County
Oxford County has a dedicated Emergency Management role (currently in transition).
Prior to the amalgamation of health units, the County C.E.M.C. had shared
responsibilities between health and county emergency management programs. The
alternate C.E.M.C.s are the Paramedic Services on-call management staff (chief and
two deputy chiefs).
The County C.E.M.C. has traditionally coordinated public education activities with the
assistance of their Strategic Communication & Engagement staff. This has included
social media, emergency preparedness week campaigns, development and
maintenance of the oxford72hours.ca web site. Additionally, they provided subject
matter emergency management expertise to the municipalities. Some training and
exercise events were held jointly, and the municipalities continue to involve joint training
for compliance with provincial requirements
In 2019, the long-time incumbent accepted a position elsewhere, and a one-year, 3 day
per week CEMC position was established to ensure compliance and program stability
while the provincial regional government and shared services reviews were completed.
An experienced emergency management professional was engaged to do this and has
undertaken an update to the public education program as well as provision of the Basic
Emergency Management, Basic Incident Management and Intermediate Incident
Management courses. There is a current review of the County’s program underway.
This includes the transition to the Incident Management System (IMS). IMS is outlined
in the provincial IMS doctrine and deemed to be the de facto municipal emergency
management standard during the Elliot Lake inquiry.
The County is investing in IMS vests, responsibility chart, quick reference guides, and
other equipment for use in training but also available as the IMS implementation
advances.
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All the other Emergency Management responsibilities are currently combined into the
duties assigned to other municipal staff positions. Many of the municipal fire chiefs hold
the title of CEMC.
Provincial legislation mandates that appropriate municipal st aff participate in required
training and exercise(s) on an annual basis. As this training is in addition to their
regularly assigned duties it can be difficult to ensure all required staff attend the
exercise at the same time.
Generally, the resources available to comply with provincially mandated emergency
management are stretched and make it difficult to exceed the minimum requirements.
Asset Management Plan/Practices
There are not assets specifically attributed to this service profile.
Capital Budget Policies/Practices
The budget for emergency management services is financed through the municipal tax
levy. The expenditures for emergency management ensure that the municipalities are in
compliance with the legislative requirements.
Woodstock - $10,000 from the Fire Department operating budget is included annually
within the specifically designated for Emergency Management.
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Roads, Bridges, Culverts, Active Transportation, and
structures
Municipalities Providing Roads Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
The municipalities and the County provide road services that meet or exceed the
minimum maintenance standards in Ontario. Each municipality is responsible for their
road maintenance which includes streetlights, bridges, culverts, winter control,
sidewalks, storm sewers, road minimum maintenance standards, locates, ditching,
grass cutting, etc. As a group, Roads organizes monthly meetings which have resulted
in beneficial arrangements. There is also a joint purchasing group for items like culverts,
salt, sand, and other items that are common among the municipalities.
The County Road network plan provides for a safe and efficient transportation network
to keep the community and economy moving, and manages the programs that support
and optimize the transportation network through proper maintenance, operations and
safety programs, according to legislation and municipal standards.
The Oxford County Road Supervisors Association meets three (3) times per year with a
joint meeting through the Tri-County (Elgin, Oxford & Middlesex) held once per year. At
the joint meetings ongoing issues, joint training programs and group contracts for
materials are discussed. In addition, a common issues group meets quarterly for similar
discussions. The service sharing group meets 10 times per year. Woodstock hosts and
organizes the Utility Coordination Committee (UCC).
Legislative Framework
Public Transportation and Highway Improvements Act, 1990
Under this Act are the following regulations:
• Standards for Bridges (O.Reg. 427/10)
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Municipal Act, 2001
The Municipal Act outlines the authority of municipalities; specifically, here, the following
regulation falls under the Act:
• Minimum Maintenance Standards for Municipal Highways (O.Reg. 239/02)
Road Access Act, 1990
This Act states that persons cannot close an access or common roadway.
Bridges Act, 1990
This Act was put in place to protect natural waterways by making it mandatory to build a
bridge (or structure) to avoid obstructing the waterway.
Transportation Master Plan, 2011 (Woodstock)
Transportation Master Plan, 2019 (Oxford County)
Trails Master Plan, 2014 (Oxford County)
Non-Legislative Guiding Documents
Geometric Design Guide for Canadian Roads (TAC Manual), 2017
This document provides design criteria best practices for roadways in Canada. It is
referenced by the Ministry of Transportation Ontario (MTO) on constru ction projects
where that are in their jurisdiction.
Ontario Provincial Standards for Roads and Public Works (OPSS and OPSD), 2019
These are a set of comprehensive standards related to road and other public works.
They are updated bi-annually.
Secondary Plan Transportation Needs Assessment, 2006 (The City of Woodstock)
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Expenditure (Operating) Information
Note: Costs above include Roads, Bridges & Culverts, Traffic Operations, Winter Control & Street Lighting
Source: 2018 FIR Schedule 40
Revenue (Operating) Information
Note: Revenues above include Roads, Bridges & Culverts, Traffic Operations, Winter Control & Street
Lighting
Source: 2018 FIR Schedule 12
Staffing/Resources
Summary of Staffing for Roads in Oxford County
Municipality Staffing Information
Oxford County Total: 36.3 FTEs
1 Transportation & Waste Management
1 Public Works Secretary (combined with Waste Management)
1 Supervisor
4 Foreman
22 Full Time Operators
8 Seasonal Operators (0.4 FTE each from Nov 13 to Mar 30)
Summer Students (up to 13)
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $4,301,003 $37,102 $3,023,146 $1,462,968 $542,039 $0 $7,240,834 $16,607,092 $3,008,755 $0 $19,615,847 $152
Blandford-Blenheim $734,586 $0 $1,500,170 $4,575 $0 $0 $1,133,314 $3,372,645 $0 $0 $3,372,645 $456
East Zorra-Tavistock $606,569 $42,752 $983,118 $262,123 $0 $0 $835,380 $2,729,942 $0 $0 $2,729,942 $452
Ingersoll $1,197,967 $142,636 $864,705 $105,467 $0 $0 $1,809,497 $4,120,272 -$73,221 $205,940 $4,252,991 $327
Norwich $911,031 $14,714 $1,013,385 $422,486 $0 $0 $917,217 $3,278,833 $0 $258,870 $3,537,703 $298
South-West Oxford $819,407 $4,311 $900,202 $277,312 $0 $0 $985,347 $2,986,579 $0 $0 $2,986,579 $390
Tillsonburg $1,418,380 $144,869 $900,768 $265,958 $0 $0 $1,323,491 $4,053,466 $384,193 $0 $4,437,659 $253
Woodstock $4,661,135 $119,209 $2,678,942 $608,619 $0 $0 $4,321,500 $12,389,405 $0 $521,600 $12,911,005 $303
Zorra $1,101,828 $222,842 $984,608 $542,527 $0 $0 $908,507 $3,760,312 $0 $0 $3,760,312 $483
Total $15,751,906 $728,435 $12,849,044 $3,952,035 $542,039 $0 $19,475,087 $53,298,546 $3,319,727 $986,410 $57,604,683
Schedule 40 - Expenses
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service
Charges
County $0 $0 $442,678 $280,552 $1,312,218 $3,370,000 $0 $49 2%
Blandford-Blenheim $240,954 $0 $117,802 $5,908 $0 $0 $0 $49 0%
East Zorra-Tavistock $43,952 $0 $113,393 $26,893 $57,356 $0 $0 $40 1%
Ingersoll $0 $0 $173,771 $49,454 $216,636 $90,000 $0 $42 1%
Norwich $0 $0 $0 $55,747 $205,526 $0 $0 $24 2%
South-West Oxford $89,908 $0 $0 $66,197 $65,432 $0 $0 $29 2%
Tillsonburg $0 $0 $129,092 $54,232 $927,753 $370,199 $0 $93 1%
Woodstock $248,541 $0 $720,939 $673,794 $341,619 $0 $0 $49 5%
Zorra $369,962 $0 $0 $5,280 $0 $0 $0 $48 0%
Total $993,317 $0 $1,697,675 $1,218,057 $3,126,540 $3,830,199 $0
Schedule 12 - Revenues
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Municipality Staffing Information
Blandford-Blenheim Director of Public Works
Road Supervisor
Public Works Lead Hand
Operator/Driver
1 part time winter patroller (20 hrs)
One staff member seasonally alternates between Public Works and
Community Services
East Zorra-Tavistock 1 Manager of Public Works
1 Foreman of Public Works
1 Public Works Lead Hand
4 Operators
1 Summer Student
Norwich Manager of Public Works
Manager of Roads and Construction
10 Equipment Operators (including 2 Lead Hands)
Tillsonburg 1 Road Supervisor
1 Manager of Public Works
9 Equipment Operators
2 season staff that alternate between Parks and PW
Have been augmenting their PW staff complement through four 4-month
contracts during winter control
Woodstock 1 Director of Public Works
4 Public Works Supervisors (Including Fleet and Water Supervisors)
38 Public Works Staff (including garbage/recycling and wastewater operators)
5 Licensed Mechanics
1 Stock Keeper
1 City Engineer
1 Deputy Engineer
1 Development Engineer
8 Engineering Staff
3 Clerks
1 Office Supervisor
Contracted Services
Oxford County provides line painting services to all municipalities with the exception o f
Woodstock. They also perform street sweeping in various Local municipalities, snow
clearing (portion of Hwy 2 in Norwich), contract administration on joint water,
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wastewater, and roads reconstruction projects (Norwich), and joint capital and
resurfacing tenders where possible with Local municipalities.
All municipalities – Material supply can be purchased in bulk (e.g. sand, salt, chloride,
etc.)
Urban Road Maintenance Agreements
• Oxford County & Town of Tillsonburg
• Oxford County & Town of Ingersoll
• Oxford County & City of Woodstock – (contracting out year-round operations
on County Roads within urban centre limits)
Woodstock
• Shoulder grading of rural road sections (grader only)
• CCTV (smalls amounts completed by municipal staff)
• Line painting (smalls amounts completed by municipal staff)
• Ditch work (excavator only)
• Parking lot snow clearing (smalls amounts completed by municipal staff)
• Woodstock completes line painting for some County roads and charges it
back to the County
Tillsonburg
• Parking lot snow clearing
• Asphalt resurfacing
• Crack sealing
• Tree trimming & removal
• Streetlight maintenance
• Sign retroreflectivity
• Traffic signal maintenance
• CCTV of storm sewers
• Ontario structure inspection manual (OSIM) structure inspections
• Snow clearing
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South-West Oxford
• Stump grinding
• Streetlight maintenance
• Bridge maintenance
• Sidewalk snow clearing (joint tender with Norwich)
• Sweeping and crack sealing (South-West Oxford contracts the County to do
this)
• Ditch cleaning (South-West Oxford is assisted by other municipalities)
Norwich
• Parking lot snow clearing (13 lots)
• Sidewalk snow clearing (joint tender with South-West Oxford)
• Sidewalk salting
• Roadside mowing and brush cutting
• Tree cutting (with bucket truck)
• Dust control application
• Gravel road resurfacing (trucking)
• Street sweeping
• Bridge and culvert inspections
• Culvert and catch basin cleaning
Oxford County
• Shoulder spreader machine attachment for County owned loader (rented)
• Phragmites cutting and spraying
• OSIM bridge inspections and minor maintenance
• Roads Needs Study
• Transportation Master Plans
• PXO and all-stop warrants
• County-wide speed counts (one offs completed internally)
• Traffic signal maintenance (ERTH)
• Utility locates – street lighting & traffic signals (G-TEL)
• Ditch cleaning – gradall capacity
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• Large tree trimming/removal (smaller jobs completed internally)
• Collision data review (planned)
• Speed data analysis (planned)
• Traffic signal timing optimization (planned)
• Weather update service
• Consulting engineering and contractor construction
• Road patrol software
East Zorra-Tavistock
• Tree removal (contract and own staff)
• Streetlight maintenance (ERTH)
• Crack sealing (joint tender)
• Bridge inspections
• Hot mix pouring (larger jobs contracted)
• Granular application for loose top roads
• Sidewalk snow clearing
• Plowing and sand / salt
• Parking lot snow clearing (contract and own staff)
• Sign inspections
• Gravel to hardtop conversion
• Street sweeping
• Annual dust suppressant application
• Winter maintenance
• Catch basin cleaning (annually)
Blandford-Blenheim
• Tree services
• Catch basin cleaning (the County will also assist with catch basin cleaning if
there is time in their schedule)
• Signage (purchased but installed by municipal staff)
• Streetlight maintenance (ERTH)
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Zorra
• Hot mix paving
• Crack sealing
• Trucking gravel
• Gravel testing and pit monitoring
• Tree trimming
• Railway maintenance
• Hauling and mixing winter sand/salt
• Street sweeping (Zorra contracts the County)
• Streetlight locates (Zora contracts ERTH Power)
• Parking lot snow clearing (Thamesford only)
• Sidewalk snow clearing (Embro only)
Ingersoll
• Streetlight maintenance
• Parking lot snow clearing
• Bridge inspections
• CCTV storm sewers
Union Contracts
Oxford County, Woodstock, East Zorra-Tavistock and Norwich have unionized staff.
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Assets
A table below provides a summary of all major infrastructure in Oxford County. Other assets such as guardrails,
sidewalks, and traffic signals are excluded from this summary.
Inventory of Major Assets in Oxford County
Municipality Road
(centreline km) Bridges Culverts Street
Lighting
Plows +
Graders
Storm Sewer
(km)
Catch
Basins
Signalized
Lights
Blandford-Blenheim 335 57 1,176 373 8 N/A 513 --
East Zorra-Tavistock 211 38 -- 483 5 13,170 (m) -- --
Ingersoll 75 32 32 2,187 5 71 1,815 --
Norwich 359 40 552 -- 14,673 (m) 756 --
South-West Oxford 13 75 -- 7 236 --
Tillsonburg 117 9 7 2,965 7 108 2,624 6
Woodstock 230 11 6 5,881 8** 230 5,576 15
Zorra 474 48 24 -- 14 -- -- --
Oxford County 645 156 156 -- 19 -- -- 37
Total 2,446 216* 1,840* 11,889 73 437 11,520 58
*Totals do not include the combined bridge and culvert inventory from Ingersoll and Oxford County
**plows only
Oxford County
In addition to the assets in Table 2, Oxford Count has 4 Operational Yards in Drumbo, Highland, Springford, Woodstock
with anti-icing, sand, salt, snow fence, equipment storage, and fuel. Springford also has the centralized sign shop.
The Oxford County fleet includes tandem snow plows (19 total, 2 are spares), a tandem tipping frame, four 1 ton
utility/dump box, an ATV, a sign truck, eight ½ ton pick-up trucks, graders four loaders/mower, a line painting truck, and a
pavement spreading and roller trailer.
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Municipal Framework
Boundary Road Agreements
• Blandford Blenheim & Woodstock
• East Zorra-Tavistock & Blandford Blenheim
• East Zorra-Tavistock & Perth East
• Norwich & Tillsonburg (under development)
• Norwich & Norfolk
• Norwich & South-West Oxford
• Norwich & Brant
• Norwich & Woodstock (service agreement)
• Norwich & Oxford County
• Oxford County & Brant County
• Oxford County & Region of Waterloo
• Oxford County & Perth County
• Oxford County & Norfolk County
• Oxford County & Wilmot Township
• Oxford County & Middlesex County
• Tillsonburg & Bayham
• Zorra & East Zorra-Tavistock
• Zorra & Ingersoll
• Zorra & Perth East
• Zorra & Perth South
• Zorra & Thames Centre
Transportation System Planning (Oxford County)
• 2019 Transportation Master Plan
• Active transportation & trails (access for crossings, line fencing)
• 2014 Trails Master Plan (typically working on 1.2m wider asphalt platform as
part of regular road resurfacing, Share the Road signage)
• Capital planning (Woodstock also completes this)
• Capital Works project delivery (Woodstock also completes this)
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o In house: procurement, contract admin, construction inspection and
surveying, and property acquisition
o Contracted services for consulting engineering and contractor
construction
• Operations budget (Woodstock also completes this)
• People & Goods Movement
o Traffic demand management (carpools, telecommute, work from
home)
o Inter-regional transportation connectivity – SouthwestLynx Plan &
Intercommunity Bus Network
o Enhanced Passenger Rail
• Road rationalization with Local municipalities
• Road widening/urbanization/intersection upgrades (Woodstock also
completes this)
• Low carbon transportation provisions (electric vehicle infrastructure,
roundabouts, autonomous vehicles, etc.)
• Oxford County’s Electric Vehicle Accessibility Plan
• Retaining wall condition needs assessments (CNAs) (Woodstock also
completes this)
• Class Environmental Assessment (EA) Studies (Woodstock also completes
this)
Traffic Management (Oxford County)
• Corridor management
o Road safety program
o County-wide traffic calming and speed management
o Automated speed enforcement (ASE)
o Review of annual collision data
o Emergency detour routes (EDR)
o Pedestrian crossings
o All stop warrants
• Traffic signal optimization and lighting
• Parking and signage
• Load restrictions reduced load limits
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o East Zorra-Tavistock (Mar 1 – Apr 30)
o South-west Oxford (Mar 1 – Apr 30)
o Norwich (Mar 1 – Apr 30)
o Oxford County (Mar 1 – Apr 30)
o Blandford Blenheim (Mar 1 – Apr 30)
o Zorra (Feb 15 – Apr 30)
• Moving permits
• By-law enforcement
Transportation System Management (Oxford County)
• Road patrol (Woodstock also completes this)
• Road pavement management program (Woodstock also completes this)
o Road resurfacing
o Rehab
o Crack sealing
o Hotmix/padding for potholes
o Edging rehab
• Line painting (Woodstock also completes this)
• Winter road maintenance / level of service consistent with minimum
maintenance standards (Woodstock also completes this)
• Weed spraying (Woodstock also completes this)
• Guide rail installation (Woodstock also completes this)
• Traffic impact studies (Woodstock also completes this)
• Access management (Woodstock also completes this)
• Permits (entrance, municipal consent, etc.)
• Land dedication (right-of-way [R-O-W], daylight triangles) (Woodstock also
completes this)
• Customer service (Woodstock also completes this)
• Optimization (Woodstock also completes this)
• Railway crossings and safety assessments / enhancements (Woodstock also
completes this)
Road Minimum Maintenance Standards
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All municipalities – provide a level of service that is beyond the minimum maintenance
standards.
Blandford-Blenheim – Approximately 2/3 of their roads are gravel and the remaining are
asphalt.
East Zorra-Tavistock – Gravel road maintenance and roadside mowing is completed by
Township staff.
County – All roads are asphalt. There are on road bike lanes and multi-use trails in
some areas. A Roads Needs Study is conducted every 5 years.
South-West Oxford – There is an even split of urban and rural roads in South -West
Oxford. Gravel resurfacing is done in house.
The majority of the roads in Woodstock and Tillsonburg are urban, asphalt roads.
Winter Maintenance and Sidewalks
Blandford-Blenheim – Winter sidewalk snow clearing and salting on all sidewalks, and
Fire Hall and Office parking lots are contracted. Arena, community centers and
municipal lots done by own forces.
Tillsonburg – Performs winter sidewalk snow removal and salting. Through Urban Road
Maintenance Agreement the Town plows most of the County roads and charges back
for that service.
Woodstock – Woodstock has a By-law requiring its property owners to clear their
sidewalks within 24 hours of a snow event.
Zorra – Parking lot and sidewalk snow clearing is done by a mixture of municipal staff
and contracted services. The contracted portions are listed in the Contracted Services
section.
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Storm Sewers
Local municipalities receive homeowner applications for service lateral connections to
stormwater infrastructure, their building inspectors issue permit (holds permit till fees
paid), and the Local municipalities collect the fee.
Local municipalities operate County owned stormwater infrastructure within County
Road R-O-W; however, there is currently no reporting structure in place to ensure the
maintenance undertaken is provided to the County for asset management or the capital
program.
Blandford-Blenheim – Catch Basins are under the purview of Public Works.
East Zorra-Tavistock – Culvert driveway repair and installation is completed by
Township staff.
Ingersoll - Zorra and Ingersoll jointly contract catch basin cleaning.
Norwich – Catch Basin cleaning is done on a cyclical basis.
South-West Oxford – Catch Basin cleaning is completed on a cyclical basis.
Tillsonburg – CCTV is completed on a cyclical basis in the storm sewers.
Woodstock – Catch Basin cleaning is completed on a cyclical basis. CCTV to update
the sewer condition assessment is also completed on a cyclical basis. Maintenance
hole adjustments, and culvert and ditch maintenance are also completed. Within City
limits, the City has GIS information on and maintains all storm sewers.
Zorra – Zorra and Ingersoll jointly contract catch basin cleaning.
Bridges
All municipalities undertake the biannual OSIM bridge inspections.
Other
MESH Tracker is used for a variety of applications for compliance with minimum
maintenance standards.
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East Zorra-Tavistock – park grass cutting is completed by Township Road staff and
Recreation staff
County – Staff use Road Patrol software. The County also oversees corridor
management.
Woodstock - Bus shelter, traffic signal, streetlight and weed maintenance, and grass
cutting, Phragmites cutting and spraying, road occupancy permits, and retaining wall
and guard rail repairs are completed in Woodstock. The City uses Burnside Road patrol
software. The City also completes Secondary and Servicing Studies as needed.
Zorra – Zorra is considering combining the yards in Embro and Kintore into a single
yard.
Asset Management Plan/Practices
Blandford-Blenheim
The municipality maintains an inventory with pertinent information on the assets (e.g. in -
service date, age, age-based condition). The asset tracking does not include categories
related to replacement cost and the replacement cost date. This information is available
in the Asset Management Plan (AMP) which includes information related to Road
Networks and Bridges and Culverts. It provides asset quantities, a report card, forecasts
replacement needs and a financial strategy.
East Zorra-Tavistock
The municipality maintains a high-level inventory with information on the asset condition
(e.g. quantity, service life remaining, age). The asset tracking does not include
categories related to in-service date, replacement cost, and the replacement cost date.
Some of this information is available in the AMP which includes sections on Road
Networks, Bridges and Culverts, and the Storm Network. It also provides asset
quantities, a report card, forecasts replacement needs and a financial strategy. East
Zorra-Tavistock is working on updating their 2018 Asset Management Plan.
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Ingersoll
The municipality maintains an inventory with pertinent information on the assets (e.g.
date of acquisition, adjusted useful life, probability of failure, in-service date). The asset
tracking does not track categories like the replacement cost, the date when an asset
becomes fully amortized, and the replacement cost date. This information is available in
the AMP which includes information related to the Road Networks, Bridges and
Culverts, and Storm Network assets. It provides profiles on groups of assets (e.g.
sidewalks, bridges and culverts over 3 m) describing their quantity, rehab and
replacement criteria/strategies, and life cycle consequences. The AMP also includes a
financial strategy for asset replacement.
Norwich
The municipality maintains an inventory with information on the assets (e.g. quantity,
replacement cost, and condition rating). The asset tracking does not include categories
related to in-service date and the replacement cost date. This information is available in
the AMP which includes detailed on Road Networks, Bridges and Culverts, and the
Storm Network. The AMP also provides detailed listings for the assets, and a long -term
plan for sustainability.
South-West Oxford
The municipality maintains an inventory with information on the assets (e.g. in -service
date, quantity, and service life remaining). The asset tracking does not include
categories related to replacement cost or the replacement cost date. This information is
available in the AMP which includes sections on Road Networks, Bridges and Culverts,
and the Storm Network. The AMP also provides detailed listings for the assets, and a
long-term plan for sustainability.
Tillsonburg
The municipality maintains an inventory of the road and storm infrastructure assets with
information on the assets (e.g. in-service date, quantity, condition rating, remaining
service life, and replacement cost). This information is available in the AM P which
includes sections on Road Networks, Bridges, and the Storm Network. The AMP also
provides detailed listings for the assets, and a long-term plan for sustainability.
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Woodstock
The municipal AMP includes detailed sections on Road Networks, Bridges and Culverts,
and the Storm Network. The AMP also provides asset quantities, a report card,
forecasts replacement needs, and a financial strategy. The information gathered from
Woodstock indicated that they maintain a 5-year plan for road work.
Zorra
The municipality maintains an inventory with information on the assets (e.g. quantity, in -
service date). The asset tracking does not include categories related to replacement
cost and the replacement cost date. Some of this information is available in the AMP
which includes detailed sections on Road Networks, and Bridges and Culverts. The
AMP also provides information for the assets, and a long -term plan for sustainability.
Oxford County
The County maintains an inventory with all pertinent information on the asset (e.g. date
of acquisition, adjusted useful life, probability of failure, in -service date). The asset
tracking also tracks categories like the replacement cost, the date when an asset
becomes fully amortized, and the replacement cost date. The assets listed by the
County are assessed for replacement based on age. The historical the life expectancy
of this asset is considered when the County is completing its capital forecasting. In
addition, the asset list includes the annual requirement for assets that are incorporated
into the annual budget process. In addition, the County conducts Road and Bridge Need
Studies every 5 and 2 years, respectively.
The County AMP includes two detailed sections on Road Networks, and Bridges and
Culverts. This provides information used to prepare the annual five- and ten-year capital
forecasts.
Capital Budget Policies/Practices
• Each budget is financed through municipal tax levy, and development
charges.
• The majority of the municipalities have reserves for bridge and culvert
replacement.
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• A well-defined model for cost sharing storm infrastructure between the local
municipalities and the County does not exist. Storm infrastructure on County
roads is typically associated with the County road and fully funded by the
County. However, the drainage being collected may come from Local
municipal roads.
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Transit
Municipalities Providing Transit Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔
General Description
Transit and paratransit services are available in some of the municipalities in Oxford
County. Paratransit services provide specialized, bookable services that are typically
more specialized than regular transit because they offer door to door pickup/drop off,
and assistance from the driver.
Legislative Framework
Public Vehicles Act, 1990
This Act defines public vehicles and taxicabs and mandates the use of an operating
license and lists the rights of a person who has an operating license. It outlines the fine
structure for licensing infringements. The following regulation was created under this
Act:
• General (R.R.O. 1990, Reg. 982).
Public Transportation and Highway Improvement Act, 1990
This Act governs the authority of Ontario’s Ministry of Transportation (MTO) within the
rights-of-way of provincial highways. Under this Act is the following regulation:
• Use of Commuter Parking Lots, Transit Stations and Rest, Service and Other
Areas (O.Reg. 206/06) which indicates how parking areas can be used and
for what duration.
Accessibility for Ontarians with Disabilities Act (AODA), 2005
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AODA mandates organizations in the public, private, and non -profit sectors to follow
standards that make them more accessible, specifically for people with disabilities (e.g.
visual impairment, physical conditions, mental health challenges, etc.).
Part Four of O.Reg. 191/11, Integrated Accessibility Standards, outlines accessibility
standards for transportation. In relation to public transportation this would include visual
and audio recordings of transit stops on moving vehicles and at shelter/stop locations.
Also included are standards on fares, priority seating and duties to municipalities.
Expenditure (Operating) Information
Source: 2018 FIR Schedule 40
Note: Costs above include Transit – Conventional, and Transit – Disabled & Special Needs
Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Note: Revenues above include Transit – Conventional, and Transit – Disabled & Special Needs
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $1,467 $0 $1,687 $66,646 $0 $0 $0 $69,800 $0 $3,552 $73,352 $6
Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tillsonburg $0 $0 $28,850 $69,553 $0 $0 $0 $98,403 $0 $0 $98,403 $6
Woodstock $1,673,239 $0 $939,520 $842,506 $8,968 $0 $478,914 $3,943,147 $0 $227,005 $4,170,152 $96
Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $1,674,706 $0 $970,057 $978,705 $8,968 $0 $478,914 $4,111,350 $0 $230,557 $4,341,907
Schedule 40 - Expenses
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $0 $0 $0 $0 $0 n/a
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $0 $0 $0 $21,051 $0 $0 $0 $2 30%
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a
Tillsonburg $54,075 $0 $0 $7,902 $0 $0 $0 $4 8%
Woodstock $0 $0 $0 $732,952 $510,612 $0 $0 $30 19%
Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a
Total $54,075 $0 $0 $761,905 $510,612 $0 $0
Schedule 12 - Revenues
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Staffing/Resources
Summary of Staffing for Transit
Municipality Staffing Information
Woodstock 7 FTEs
25 PTEs
Contracted Services
Ingersoll - Paratransit service is fully contracted including equipment.
Tillsonburg - Transit service is fully contracted including equipment.
Woodstock – Paratransit service is a combination of contracted delivery and in-house
resources. Conventional Transit is fully in-house.
Union Contracts
In Woodstock, transit roles are incorporated into existing staff positions, some of which
are unionized.
Assets
City of Woodstock Transit assets include 13 forty-foot conventional buses, 2 para-
buses, a bus storage building, transit terminal and miscellaneous stops and shelters.
Municipal Framework
Ingersoll
Ingersoll offers paratransit services to those who qualify for it. This service is contracted.
Tillsonburg
Tillsonburg offers a single, fixed route service that runs hourly between 6 am and 6 pm.
This service is contracted.
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Tillsonburg successfully applied for MTO funding in 2018 for an inter-community transit
service. It is planned to connect Tillsonburg, Norwich, Woodstock, Ingersoll, and South -
West Oxford on a fixed loop as well as providing transit service to neighbouring
communities (Langton, Delhi, Port Burwell) and service into London Victoria Hospital
through Dorchester and Nilestown. Submission of an inter-community sustainability plan
is a requirement of the MTO grant funding that will likely look to municipal partnerships
to help keep the pilot project viable.
Woodstock
Woodstock has 6 bus routes and a paratransit service for those who qualify for it. The
bus routes offer ½ hour service between 6am to 10pm Monday to Friday, and 8am to
10pm Saturdays. Paratransit service is offered during the hou rs of regular transit
services.
Transit service in Woodstock is funded through grants, taxes and fares. Fares are
collected using the OneCARD / SmartCard bus pass system. Bus advertising is also
available at set monthly rates based on their location, exterior and interior bus
advertising options exist.
Oxford County
The County is advocating for an inter-regional transportation system that includes
enhanced passenger rail and an intercommunity bus transit systems (i.e.
SouthwestLynx).
Asset Management Plan/Practices
Tillsonburg & Ingersoll – services are contracted and therefore there no assets.
Woodstock
The municipal AMP (2016) includes information on transit assets in the Facilities and
Vehicles sections. The AMP also provides asset quantities, forec asts replacement
needs, and a financial strategy.
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Capital Budget Policies/Practices
Ingersoll – Not applicable.
Tillsonburg – Not applicable.
2018-2022 Capital Budget Core Program – City of Woodstock
Transit is included at a departmental level in the 2018-2022 capital budget (core
programs) for the City of Woodstock. There are items in the capital budget for transit
assets, such as bus shelters and para transit buses and for the transit building for 2018,
2019, 2020 and 2021.
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Airports
Municipalities Providing Airport Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
General Description:
The Town of Tillsonburg has an aerodrome with 3 runways (1 paved and 2 grass),
several taxi ways, one public apron, 19 general aviation hangars, 5 commercial
hangars, and an administration building with a Flight School and café/restaurant. The
aerodrome covers approximately 600 acres and is located in South-West Oxford but is
owned and operated by the Town of Tillsonburg. It is recognized by Canadian Border
Services Agency (CBSA) as an Airport of Entry (AOE 15) capable of supporting
transborder operations for up to 15 passengers.
The Tillsonburg Regional Airport is classified as a registered aerodrome in accordance
with Canadian Aviation Regulations and as such is not a scheduled service passenger
airport.
Legislative Framework:
Aeronautics Act, 1985
Authorizes the control of aeronautics. Most airports have zoning regulations under this
Act. The two following regulations are part of the Act:
• Canadian Aviation Regulations (SOR/96-433) which outlines runway
standards, and aircraft noise standards by referencing international
standards. It also includes wildlife control measures that discourage wildlife
from interfering with airport activities, and outlines operating and flight rules.
• Canadian Aviation Security Regulations (SOR/2011-318), to enhance
preparedness, and facilitate the detection, prevention and response to events
that may occur.
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Canadian Transportation Accident Investigation and Safety Board Act
This Act outlines the reporting and investigation system for incidents affecting
airport/aerodrome safety. The Transportation Safety Board Regulations (SOR/2014-37)
Non-Legislative Material:
Aerodromes Standards and Recommended Practices – TP 312
Runway standards are included in these practices.
Airports Capital Assistance Program (ACAP)
The Government of Canada has an ACAP for improvements at local and regional
airports. To qualify airports must meet federal certification requirements and serve
between 1,000 and 525,000 commercial passengers per year. Airports located in
remote areas do not have to meet the minimum service requirement.
Expenditure (Operating) Information:
Source: 2018 FIR Schedule 40
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $0 $0 $0 $0 $0 $5,000 $0 $5,000 $0 $0 $5,000 $0
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tillsonburg $113,941 $4,481 $248,648 $42,153 $0 $0 $22,067 $431,290 $11,340 $0 $442,630 $27
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $113,941 $4,481 $248,648 $42,153 $0 $5,000 $22,067 $436,290 $11,340 $0 $447,630
Schedule 40 - Expenses
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Revenue (Operating) Information:
Source: 2018 FIR Schedule 12
Note: The airport receives approximately $130,000 in operating rent revenue (reported on FIR Schedule 10).
Staffing/Resources
Table 1. Summary of Staffing for Airports
Municipality Staffing Information
Tillsonburg
One full-time staff member and three part-time staff members.
Town Council has appointed an Airport Advisory Committee (TAAC)
comprised of two elected officials from the Town and the Township of
South-West Oxford, in addition to nine appointees. TAAC makes
recommendations to Council on matters related to the Tillsonb urg Regional
Airport. The committee does not have any authority to make major
decisions regarding the operation or development of the Airport.
Contracted Services:
There are no contracted services for the airport.
Union Contracts:
There were no union contracts identified.
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $0 $0 $0 $0 $0 0%
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a
Tillsonburg $0 $0 $5,000 $258,492 $0 $0 $0 $16 60%
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a
Total $0 $0 $5,000 $258,492 $0 $0 $0
Schedule 12 - Revenues
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Assets
There are various assets associated with the airport such as the paved runway,
administrative building, fueling stations, and air navigation facilities. These assets are all
maintained by the Town of Tillsonburg as the owner and operator of the airport. The air
navigation facilities at the Tillsonburg airport are:
(1) Instrument Flight Procedures
• Non-precision instrument approach (GPS-based lateral navigation [LNAV]
instrument flight procedure [IFP]) on Runway 08
• A VHF omnidirectional range/distance measuring equipment IFP (VOR/DME
IFP)
(2) Visual Aids
• Aerodrome beacon
• Low-intensity runway edge lighting (Runways 08-26)
• Low-intensity threshold and runway end lighting (Runways 08 -26)
• Aircraft radio control of aerodrome lighting (ARCAL) System
• Lighted windsocks
Municipal Framework
In October 2019 Tillsonburg completed an Airport Feasibility Analysis Study. This report
contains a variety of recommendations for consideration.
There is a café/restaurant located in the administration building. The operations of the
restaurant/café are undertaken by a third party who rents the space from the Town.
The Town of Tillsonburg leases the land for hangar space as well as the land for
agricultural purposes. The hangars are privately built and operated.
Asset Management Plan/Practices
Tillsonburg maintains a vehicles, machinery, and equipment inventory that includes
information on two airport assets (e.g. in-service date, replacement cost, replacement
cost date, etc.). The remaining assets are not included in the inventory but were
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included as part of the Airport Feasibility Analysis Study. The Asset Management Plan
includes information on the airport building asset conditions but does not include
information related to the replacement of the build ings.
Through changes made by staff, the airport has made great strides in balancing
operating costs and revenues and are almost equal. However, a roadblock exists in that
it is difficult to incorporate capital needs into the budget and there are not sufficient
reserve contributions.
Capital Budget Policies/Practices
Tillsonburg is the primary contributor of funding for capital and operating expenses for
the airport services with a small annual grant from Oxford County. The County has
increased its grant to the airport for 2020 from $5,000 to $30,000. The airport is
included in the Tillsonburg’s annual financial plan with budget allocated to it for 2019.
Operating budget requirements saw an increase from 2018 to 2019 of $4,600.
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Wastewater (Municipal)
Municipalities Providing Wastewater Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔
General Description
The County owns 11 wastewater collection systems and 9 wastewater treatment plants
across Oxford County. The County operates 9 wastewater systems that are located in
Woodstock, Tillsonburg, Ingersoll, Thamesford, Tavistock, Plattsville, Drumbo, Mount
Elgin, and Norwich. Wastewater from the communities of Embro and Innerkip is
transferred to the Woodstock wastewater treatment plant for treatment. Woodstock and
Tillsonburg are contracted by the County to operate the wastewater collection systems
within their urban boundaries.
The County wastewater treatment plants also collect waste from industrial and
commercially zoned areas. Wastewater services provided for the collection and
treatment of these wastewaters must discharge within limits contained in each plants’
Environmental Compliance Certificate. Transportation and treatment of sewage is
important to upholding standards of health and safety.
Wastewater collections is under the care of the Oxford County Water Operations
division with the exception of the major lift stations at or near the plants at Woodsto ck,
Ingersoll, Tillsonburg and Thamesford which are operated and maintained by the
Wastewater Treatment Operations staff. The Water Operations division staff actively
oversee 28 different monitoring sites throughout the wastewater collection system.
Wastewater services provide a contained method of transporting municipal, industrial,
and commercial sewage to facilities that treat the wastewater to government standards
prior to being released to the natural environment. Transportation and treatment of
sewage is important to upholding standards of health and safety.
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Legislative Framework
Wastewater Systems Effluent Regulations (SOR/2012-139), 2012
These Regulations are established under the Fisheries Act, 1985 and set a baseline
quality standard because wastewater can be discharged into a body of water under a
different jurisdiction. The timeline to achieve compliance ranges from 2020, 2030, and
2040 based on the level of risk associated with each facility. The risk is based on the
prevalence of “deleterious substances”.
Ontario Water Resources Act, 1990
The overall purpose of this Act is to promote the long- term well-being of Ontario in
terms of the environment, socially, and economically.
• Water Works and Sewage Works (O.Reg. 435/93), 2017 which establishes
the classification of facilities, licensing of operators, and provides operating
standards.
Environmental Protection Act, 1990
This Act provides the framework to addresses sources of water pollution by cre ating the
authority to create regulations. In relation to storm water the following regulations were
created under the Act:
• Environmental Compliance Approval in Respect of Sewage Works (O.Reg.
208/19); and,
• Waste Disposal Sites, Waste Management Systems and Sewage Works
Subject to Approval under or Exempt from the Environmental Assessment Act
(O.Reg. 206/97).
Municipal Water and Sewage Transfer Act, 1997
This Act transferred the ownership of provincially owned water and wastewater plants to
municipalities.
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Water Opportunities and Water Conservation Act, 2010
The purpose of this Act is to foster new technologies related to water, wastewater and
stormwater, create opportunities for economic development and clean-technology jobs,
and to protect water resources for future generations.
Municipal Class EA Act (as amended), 2015
This Act establishes a planning and approval process for a variety of municipal
infrastructure projects including municipal wastewater projects. Schedules A, A+, B, and
C apply to various municipal wastewater projects.
Nutrient Management Act, 2002
This Act provides management of nutrient containing materials to protect the
environment and allow for future agricultural use of lands.
Non-Legislative Guiding Documents:
Ontario Provincial Standards for Roads and Public Works (OPSS and OPSD), 2019
These are a set of comprehensive standards related to road and other public works.
They are updated bi-annually.
Municipal Framework:
Many municipalities have By-Laws that outline their wastewater use and rates, and
treatment facility discharge limits. Oxford County has By-Law No. 5903-2017 which
outlines the 2017-2020 water and sanitary sewer rates, and By-Law No. 2719-87 which
regulates the discharge of sewage into the County of Oxford sanitary sewer system. By-
Law No. 2719-87 was amended in 2015 (By-Law No. 5715-2015) to include prohibiting
the discharge or deposit of landfill leachate from any privately owned or operated
facility.
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Expenditure (Operating) Information
Source: 2018 FIR Schedule 40
Note: Costs above include Wastewater Collection/Conveyance and Wastewater Treatment & Disposal
Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Note: Revenues above include Wastewater Collection/Conveyance and Wastewater Treatment &
Disposal
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $2,602,461 $669,390 $2,263,166 $1,975,539 $151,498 $0 $3,025,964 $10,688,018 $2,590,238 $0 $13,278,256 $98
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $2,602,461 $669,390 $2,263,166 $1,975,539 $151,498 $0 $3,025,964 $10,688,018 $2,590,238 $0 $13,278,256
Schedule 40 - Expenses
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $20,548,798 $300,658 $599,312 $0 $196 192%
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a
Total $0 $0 $0 $20,548,798 $300,658 $599,312 $0
Schedule 12 - Revenues
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Staffing/Resources
Summary of Staffing for Wastewater
Municipality Staffing Information
Oxford County Wastewater Treatment
9 Operators
2 Wastewater Bylaw Enforcement Officers
1 Supervisor of Wastewater Treatment
2 Foreman of Wastewater Treatment (North/South)
The staff are organized as a North and South staff, with Woodstock,
Plattsville, Drumbo, and Tavistock in the North and Ingersoll, Thamesford,
Mt. Elgin, Norwich, and Tillsonburg in the South. There are six unionized
staff in the South staff; two millwrights and four operators. There are seven
unionized staff in the North staff; two millwrights, four operators and a truck
driver. This makes for 13 unionized employees across both staffs.
There are also two fully licensed foremen (non-unionized), one in the North
and one in the South that are the operator in charge (OIC). In addition,
there are two non-unionized sewer use by-law enforcement officers that
report to the Wastewater Treatment Supervisor. The Wastewater Treatment
Supervisor is the overall responsible operator (ORO). After hours ORO is
rotated by schedule between the two foremen and the supervisor.
Wastewater Collection (shared with Water Operations)
1 Supervisor (full time)
1 Foreman (full time)
8 Operators (full time)
1 Contract Operator (full-time)
1 Locate Technician (full-time)
Tillsonburg Wastewater Collection
1 Manager of Water & Wastewater
1 Supervisor of Water & Wastewater
4 Licensed Wastewater Operators
There are no dedicated staff to sanitary sewers in Tillsonburg, a majority of
the work is contracted out (i.e. CCTV, repairs, renewal etc.).
Woodstock Wastewater Collection
3 Licenced Wastewater Operators
1 Operator in Training (OIT)
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Municipality Staffing Information
3 Staff preparing for OIT
There are no dedicated staff to sanitary sewers in Woodstock. The majority
of work will be performed by the vactor truck, skilled labourers, and heavy
equipment operators
There is a plan to further train and dedicate staff to wastewater so that the
City can be more proactive in the maintenance and repair of sewers in the
City.
Contracted Services
CCTV is a contracted service in Tillsonburg, Woodstock and Oxford County.
Locates and biosolid land application for beneficial reuse are contracted services in
Oxford County. Locates for wastewater collection are completed by municipal staff in
Tillsonburg and Woodstock.
There are service agreements (O&M) between Oxford County and Woodstock, and
Oxford County and Tillsonburg; both have expired.
Wastewater Collection Agreements (expired)
• Oxford County & Woodstock
• Oxford County & Tillsonburg
• Oxford County & Ingersoll
Additionally, the County operates a private sewage pumping station at the eastbound
401 Service Centre under contract with the owner.
Union Contracts
There are thirteen unionized staff that work in wastewater for the County.
The Town of Tillsonburg does not have unionized staff.
The City of Woodstock has unionized staff.
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Assets
A table below provides a summary of all major wastewater infrastructure in Oxford
County. Other assets such as vehicles, collection tanks, and sampling huts are
excluded from this summary.
Inventory of Major Assets in Oxford
Municipality Sewer Network
(km)
Lagoon
Systems
Treatment
Facilities
Pumping
Station
Odour
Control
Facility
Oxford County 600 of sewer and
forcemains 3 6 27 plus 1* 2**
*There is 1 private sewage pumping station, included in the total here
**Located in Woodstock, designed to reduce odour entering Woodstock
Woodstock
The City owns a vactor truck which serves for both sanitary and storm sewer
maintenance. The City also owns a mainline sewer camera and several mini cams for
sewer blockage investigations.
South-West Oxford
South-west Oxford has nine (9) buildings that have individual septic systems for
Wastewater. The building are: Municipal Office, Public Works Shed, Brownsville
Community Hall/Fire Department, Dereham Community Hall, Salford Community Hall,
Foldens Community Hall, Beachville Museum, former Policing Office (Beachville), and
Beachville Fire Hall.
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Municipal Framework
Wastewater is fully funded by user fees (rates).
Woodstock
• Locates for wastewater collection are done by municipal staff
• Sanitary sewer replacement typically drives roads reconstruction
• CCTV is completed on a cyclical basis
• Upgrading their system based on growth and servicing
• The County does billing for Woodstock
• Private drain connections are the responsibility of the landowner
• Secondary and Servicing Studies completed as needed
• Customer service
• Maintains GIS information of collection system
• Regular flushing program
• Technical reviews
• Development application review
• Swabbing program
Tillsonburg
• Locates for wastewater collection are completed by municipal staff
• Sanitary sewer replacement is driven by the roads replacement plan
• CCTV is completed on a cyclical basis
• Developing a comprehensive proactive Sanitary Maintenance Program (i.e.
infiltration and inflow (I&I), manhole inspection program, CCTV, etc.)
• Billing is completed by the Town of Tillsonburg
• Private drain connections are the responsibility of the landowner
• Regular flushing program
• Swabbing program
• Technical reviews
• Development application review
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Oxford County
• ERTH is used as the billing agent
• Introducing a County wide SCADA system
• Municipally maintained large septic system community (Mt. Elgin)
• Responsible for the maintenance of grinder pumps
• Responsible for the storage of biosolids
Oxford County Specific Services
• Wastewater Planning and Administration
o Master planning and Class Environmental Assessment studies
o Annual and long-term operations and capital budget
o Rate studies and By-law development
o Asset management and capital delivery support
o Area municipal and cross-border servicing agreements (operations,
engineering, servicing)
o Meter reading and billing contracts
• Customer Service
o Communication, education and outreach
o Complaints resolution
o Public information centres
o Tour coordination
o Billing inquiries
• Wastewater Treatment Plant Management
o Operations and maintenance
o Process engineering and optimization studies
o Effluent quality management (includes monitoring, testing and
compliance reporting)
o SCADA
• Regulatory Compliance Management
o Health and Safety management
o Wastewater By-laws and enforcement
o Environmental Compliance Approval (ECA)
o Emergency management
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• Wastewater Collection Management
o Operations and maintenance
o System optimization studies
o Servicing and technical reviews and approvals
o Development application review
o Secondary plan / area servicing plans / functional servicing reports
o Hydraulic modelling (including maintenance and calibration)
o CCTV
o Locates (WW)
o Sanitary inflow and infiltration
Biosolids Generation
In 2018, there were approximately 4,800 wet tonnes of dewatered biosolids generated
by the Woodstock, Ingersoll and Tillsonburg WWTPs. The Thamesford WWTP
generated 1,100 m³ of liquid biosolids while approximately 1,300 m³ of raw sludge was
transported from the Drumbo WWTP to the Woodstock WWTP for primary sludge co -
thickening.
Land Application Program
In 2018, there were approximately 3,000 wet tonnes of dewatered biosolids land applied
and 1,100 m³ of liquid biosolids utilized for its nutrient value. The quality of biosolids
from all facilities were compliant with the Nutrient Management Act (NMA) regulations
governing Non-Agricultural Source Material (NASM).
Biosolids Centralized Storage Facility
When the material cannot be directly land applied during the winter months, biosolids
are stored at the County’s BCSF which is designed to provide a minimum of 240 days
storage. The capacity of the BCSF can store approximately 7,000 m³ of biosolids
material.
Asset Management Plan/Practices
The County, who owns all wastewater infrastructure, maintains an inventory of the
assets with all pertinent information on the asset (e.g. date of acquisition, adjusted
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useful life, probability of failure, in-service date, etc.). The asset tracking also tracks
categories like the replacement cost, the date when an asset becomes fully amortized,
and the replacement cost date.
The assets listed by the County are assessed for replacement based on age and
consultation from the Operating Authorities. The historical the life expectancy of this
asset is considered when the County is completing its capital forecasting. In addition,
the asset list includes the annual requirement for assets that are incorporated into the
annual budget process. The information for asset management related to assets
maintained by City of Woodstock and Town of Tillsonburg staff is communicated to the
County from City and Town staff, respectively. The local municipality staff maintain an
inventory of the assets and provide updated copies to the County on a regular basis.
The County Asset Management Plan provides information that is used to prepare the
five- and ten-year capital forecasts.
The following reviews were completed in 2019:
• CS 2019-42 Asset Management Systems Review
• CS 2019-30 Water and Wastewater Billing and Collections Policies Review
• CS 2019-09 Water and Wastewater Billing and Collections Review
Capital Budget Policies/Practices
The budget for wastewater treatment and collection is financed through wastewater
user fees. Residents are billed monthly for water based on their household use. The
rates for wastewater services are set by Council through a by-law which will be
reviewed in 2020.
Capital forecasting is based on historical life expectancy of assets versus their future
demand. Future demands from development are also considered during capital
forecasting.
Trends & Best Practices
• Funding from grants that have lowered the impact
• New wastewater initiatives are included in the budget
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• Development charges help recover capital costs associated with growth in the
County
• There is a trend to optimize plants instead of building new ones
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Water (Municipal)
Municipalities Providing Water Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔
General Description
All water infrastructure is owned by Oxford County. The County operates 17
amalgamated drinking water systems (with 64 active well sites and 89 monitoring sites)
that provide clean drinking water to 21 communities (~33,579 customers). Through
agreements, Tillsonburg and Woodstock operate and maintain the County’s water
distribution systems within their urban boundaries (excluding storage and pumping).
The goal of water services is to provide a necessary resource – access to clean drinking
water. Water is an important aspect of everyday life. The assets related to this service
include everything from source to tap, and everything in between.
Legislative Framework
Safe Drinking Water Act, 2002
The Safe Drinking Water Act (SDWA) provides regulatory framework to protect drinking
water consumers. It enhances the level of drinking water protection for treatment and
distribution. Some key features of the SDWA are:
• Ontario Drinking Water Quality Standards Regulation (O. Reg. 169/03) which
outline legally binding standards for contaminants in drinking water;
• Drinking Water Systems Regulation (O. Reg. 170/03), as amended, which
created requirements for sampling and testing drinking water, mandatory
reporting of adverse test results, and establishes specific requirements for the
minimum levels of treatment that must be provided;
• Compliance & Enforcement (O. Reg. 242/05) which makes it mandatory to
use licensed and accredited laboratories for drinking water testing, and
outlines specific inspection requirements;
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• Certification of Drinking-water System Operators & Water Quality Analysts (O.
Reg. 128/04) which makes it mandatory for municipal drinking water
operators to be trained and certified;
• Licensing of Municipal Drinking Water Systems (O. Reg. 188/07) that
establishes the requirements to obtain a license to operate a drinking water
system; and.
• Financial Plans Regulation (O. Reg. 453.07) which requires financial plans
from municipal drinking water systems license applicants.
• In addition, the SDWA imposes a statutory standard of care upon the
managers of municipal drinking water systems.
Other regulations under the SDWA include:
• Drinking Water Testing Services Regulation (O. Reg. 248/03); and,
• Schools, Private Schools & Day Nurseries (O. Reg. 243/07) and its lead
standard amendment (O.Reg. 417/09).
Drinking Water Quality Management System, 2017
This was developed in partnership between the MECP and Ontario’s water sector to
compliment the legislative and regulatory framework. It takes a proactive and
preventative approach that looks at long-term sustainability by way of management,
maintenance, identifying potential risks, and risk mitigation in the areas of system
security, water treatment, and the impacts of climate chan ge.
Clean Water Act, 2006
The purpose of the Clean Water Act is to protect existing and future sources of drinking
water.
Ontario Water Resources Act, 1990
The purpose of this Act is to protect Ontario’s water by providing conservation,
protection and management measures for its’ sustainable use.
• Wells (O. Reg. 903) which outline legally binding standards for contaminants
in drinking water;
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Sustainable Water and Sewage Act, 2002
The purpose of this Act is to sustain and encourage improvements in Ontario ’s water
(and wastewater) services, and to establish the Ontario Water Board.
Municipal Class EA Act (as amended), 2015
This Act establishes a planning and approval process for a variety of municipal
infrastructure projects including municipal water projects. Schedules A, A+, B, and C
apply to various municipal water projects.
Water Opportunities and Water Conservation Act, 2010
The purpose of this Act is to foster innovation for technology in the water and
wastewater field.
Non-Legislative Guiding Documents
At a federal level, there are many guidance documents related to ensuring clean water
is provided to each tap. These documents act as guidelines and are not regulatory. This
gives each province or territory the ability to set limits or practices at their discretion. A
few, important federal guidelines to consider are:
• Use of Quantitative Microbial Risk Assessment in Drinking Water, 2019;
• Use of the Microbiological Drinking Water Quality Guidelines, 2013;
• Controlling Corrosion in Drinking Water Distribution Systems, 2009
• Chloral Hydrate in Drinking Water, 2008;
• Potassium from Water Softeners, 2008;
• Issuing and Rescinding Boil Water Advisories in Canadian Drinking Water
Supplies, 2015; and,
• Issuing and Rescinding Drinking Water Avoidance Advisories in Emergency
Situation, 2009.
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Ontario Provincial Standards for Roads and Public Works (OPSS and OPSD), 2019
These are a set of comprehensive standards related to road and other public works.
They are updated bi-annually.
Municipal Framework
Oxford County has By-Law No. 5903-2017 which outlines the 2017-2020 water and
sanitary sewer rates and By-Law No. 4193-2002 that outlines the use of water outside
of buildings.
Expenditure (Operating) Information
Source: 2018 FIR Schedule 40
Note: Costs above include Water Treatment and Water distribution/transmission
Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Note: Revenues above include Water Treatment and Water distribution/transmission
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $3,076,184 $232,402 $1,716,289 $4,299,249 $216,008 $0 $2,972,827 $12,512,959 $2,694,805 $0 $15,207,764 $114
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Woodstock $0 $0 $0 $0 $0 $0 $56,700 $56,700 $0 $0 $56,700 $1
Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $3,076,184 $232,402 $1,716,289 $4,299,249 $216,008 $0 $3,029,527 $12,569,659 $2,694,805 $0 $15,264,464
Schedule 40 - Expenses
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $40,848 $0 $0 $19,826,670 $197,424 $394,848 $0 $187 158%
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 0%
Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a
Total $40,848 $0 $0 $19,826,670 $197,424 $394,848 $0
Schedule 12 - Revenues
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Staffing/Resources
Summary of Staffing for Water
Municipality Staffing Information
Oxford
County
Water Treatment
11 Operators
I – Supervisor
2 – Foreman
1 – I&C Technician
The treatment plant operators are able to work collaboratively and in multiple
treatment plants based on the similarities between the treatment plants.
Shifts: There are typically 4 operators on at all times. The afternoon shift is from 3pm
to 11:30pm (M-Th) & noon to 8:30pm (F), and the afternoon shift is also on call. There
is a 1 year waiting period for new employees before they are eligible to be on call.
Water Distribution (shared with Wastewater)
1 Supervisor (full time)
1 Foreman (full time)
8 Operators (full time)
1 Contract Operator (full-time)
1 Locate Technician (full-time)
Other Water Staff
Water Services Technologist (1)
Supervisor of Business and Technical Services (vacant)
Source Water Protection Coordinator (1)
Source Water Protection Inspector (1)
Coordinator of W/WW Operations (2)
DWQMS Coordinator (1)
Secretary (1) – shared with wastewater
Manager of W/WW Services (1)
Tillsonburg Distribution Mains
1 Manager of Water & Wastewater
1 Supervisor of Water and Overall Responsible Operator (ORO)
4 Full-time staff (three of which are back-up ORO’s)
Woodstock Distribution Mains
1 Supervisor of Water and Overall Responsible Operator (ORO)
9 Full-time staff, licenced water operators (two of which are lead hands and one back
up ORO)
4 Student Positions
No afternoon shifts but staff at on call in the evenings and on weekends.
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Contracted Services
Oxford County, through agreements, provides municipal water to areas of Perth County
(Tavistock) and Norfolk.
CCTV is a contracted service in Woodstock and Oxford County.
Water Distribution Agreements (expired)
• Oxford County & Woodstock
• Oxford County & Tillsonburg
• Oxford County & Ingersoll
Union Contracts
There are no unionized staff that work for Oxford County. The City of Woodstock has
unionized staff.
Assets
A table below provides a summary of all major water infrastructure in Oxford County.
Other assets such as vehicles, water meters, chorine contact infrastructure and valves
are excluded from this summary.
Inventory of Major Water Assets in Oxford County
Municipality Hydrants Distribution
Network (km)
Reservoirs/
Storage
Water
Treatment
Systems
Active
Wells
Booster
Stations
Oxford County 1035 693* 39 17 64 6
*The County owns the distribution network. The County operates and maintains ~ 288 km of these
assets, and the remaining sections are operated and maintained by Woodstock and Tillsonburg within
their urban limits via service agreements.
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Municipal Framework
South-West Oxford
The Township has four (4) facilities that are on Township owned well servicing. The
facilities are Salford Community Hall, Foldens (West Oxford) Community Hall,
Beachville Museum, and Former Policing Office (Beachville).
Tillsonburg
• Locates for water distribution are done by municipal staff
• Watermain replacement is driven by the roads replacement plan
• Annual valve turning program
• Annual fire hydrant maintenance & repair
• Flushing program completed twice a year
• Swabbing program
• Technical reviews
• Development application review
Woodstock
• Locates for water distribution are done by municipal staff
• Watermain replacement typically drives roads reconstruction
• Annual valve turning and swabbing program
• Annual manhole inspections (Public Works staff)
• Annual fire hydrant maintenance and repair
• Annual backflow testing
• Quarterly dead-end flushing
• Ongoing meter program (Installation/compliance testing and Low/high us)
• Enforcement of water bylaw
• Capital watermain inspections
• Customer service
• Watermain repairs and service installs
• Secondary and Servicing Studies completed as needed
• Maintains GIS information of distribution system
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• Technical reviews
• Development application review
Oxford County
• Locates for water distribution are done by municipal staff
• Introducing a County wide SCADA system
• Valve turning program
• Flushing program is completed twice a year
• Swabbing programs in smaller systems on yearly basis or as needed
Oxford County Specific Services:
• Water Planning and Administration
o Master planning and Class Environmental Assessment studies
o Annual and long-term operations and capital budget
o Rate studies and By-law development
o Asset management and capital delivery support
o Area municipal and cross-border servicing agreements (operations,
engineering, servicing)
o Meter reading and billing contracts
• Customer Service
o Communication, education and outreach
o Complaints resolution
o Public information centre
o Tour coordination
o Billing inquiries
• Water Treatment Plant Management
o Operations and maintenance
o Process engineering and optimization studies
o Water quality management (includes monitoring, testing and
compliance reporting)
o SCADA
• Regulatory Compliance Management
o Health and Safety management
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o Water By-laws and enforcement
o Drinking Water Quality Management Standard (DWQMS)
o Municipal Drinking Water Licencing (MDWL), Permit to Take Water
(PTTW), Environmental Compliance Approval (ECA), Lead Sampling
Program
o Emergency management
• Water Resource Management
o Water efficiency program
o Water conservation, water loss, and water efficient fixtures rebate
program
o Capacity buy-back program
o Municipal groundwater supply
o Source water protection
• Water Distribution Management
o Operations and maintenance
o System optimization studies
o Servicing and technical reviews and approvals
o System extension and / or alteration (forms 1, 2 and 3)
o Development application review
o Secondary plan / area servicing plans / functional servicing reports
o Fire hydrant inspections and maintenance
o Hydraulic modelling (including maintenance and calibration)
o Water meter operations
o CCTV
o Locates
Asset Management Plan/Practices
The County maintains an inventory of the assets with all pertinent information on the
asset (e.g. date of acquisition, adjusted useful life, probability of failure, in -service date,
etc.). The asset tracking also tracks categories like the replacement cost , the date when
an asset becomes fully amortized, and the replacement cost date. The information for
asset management related to assets maintained by City of Woodstock and Town of
Tillsonburg staff is communicated to the County from City and Town staff, respectively.
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The Local municipality staff maintain an inventory of the assets and provide updated
copies to the County on a regular basis. The assets listed by the County are assessed
for replacement based on age and consultation from the Operating Authorit ies. The
historical the life expectancy of this asset is considered when the County is completing
its capital forecasting. In addition, the asset list includes the annual requirement for
assets that are incorporated into the annual budget process.
The County Asset Management Plan provides information that is used to prepare the
five- and ten-year capital forecasts.
The following reviews were completed in 2019:
• CS 2019-42 Asset Management Systems Review
• CS 2019-30 Water and Wastewater Billing and Collections Policies Review
• CS 2019-09 Water and Wastewater Billing and Collections Review
Capital Budget Policies/Practices
The budget for water treatment and distribution is financed through water user fees.
Residents are billed monthly for water based on their household use. The rates for
water services are set by Council through a by-law which will be reviewed in 2020.
Capital forecasting is based on historical life expectancy of assets and their break
history versus their future demand. Future demands from development are also
considered during capital forecasting.
There are development pressures and inquires that require significant infrastructure to
be built. There are agreements between the County and Woodstock, and the County
and Ingersoll that allow the Local municipalities to build capital projects. The
municipalities may build infrastructure and the County will assume it.
Trends & Best Practices
• Funding from grants that have lowered the water portion capital budget
• Development charges help recover capital costs associated with growth in the
County
• New water initiatives are included in the budget
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Stormwater
Municipalities Providing Stormwater Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔
General Description
For the purpose of this review, the stormwater management profile will focus on
stormwater management ponds. Infrastructure typically associated with stormwater
management such as storm sewers, ditches, and municipal drains are closely tied to the
activities covered in the Road and Municipal Drains service profiles and as such, were
included as part of those service profiles.
Stormwater management ponds are temporary storage for collection of rainfall and
surface runoff that release water at a controlled rate. They help prevent erosion and
flooding downstream of the ponds and enhance water quality.
Legislative Framework
Ontario Water Resources Act, 1990
This outlines the responsibilities of the provincial government for approving all sewage
work in Ontario. Municipalities must seek approval prior to altering, replacing, or building
new sewers. The Act also includes sections that establish ongoing maintenance that
must be conducted by the owner of the system.
Conservation Authorities Act, 1990
Section 21 of this Act gives power to conservation authorities the control over the flow of
surface water to prevent flooding.
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Non-Legislative Resources
Stormwater Planning and Design Manual, 2003
This is the reference document used in Ontario when designing and building stormwater
infrastructure. It outlines minimum criteria when determining things like which low
impact development tools are suitable given the available information.
Ontario Provincial Standards for Roads and Public Works (OPSS and OPSD), 2019
These are a set of comprehensive standards related to road and other public works.
They are updated bi-annually.
Expenditure (Operating) Information
Note:
• Costs above include Urban and Rural Storm Sewer System
• Source: 2018 FIR Schedule 40
• Most stormwater management work is captured in a capital program or in a
general Public Works budget. Therefore, the above noted chart should not be
used for comparison purposes.
• Tillsonburg confirmed that this section of FIR Schedule 40 is related to storm
sewer pipe, manhole and CB maintenance (i.e. CCTV contract work, etc.). As
such, these costs should be included in the Roads profile.
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $58,578 $0 $196,379 $116,539 $0 $0 $62,741 $434,237 $0 $0 $434,237 $4
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $52,214 $0 $41,944 $1,078 $0 $0 $326,386 $421,622 $24,375 $22,695 $468,692 $33
Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tillsonburg $30,902 $0 $119,533 $94,613 $0 $0 $0 $245,048 $25,896 $0 $270,944 $15
Woodstock $72,205 $0 $65,584 $295,411 $0 $0 $437,906 $871,106 $0 $28,333 $899,439 $21
Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $213,899 $0 $423,440 $507,641 $0 $0 $827,033 $1,972,013 $50,271 $51,028 $2,073,312
Schedule 40 - Expenses
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Revenue (Operating) Information
Note:
• Revenues above include Urban and Rural Storm Sewer System
• Source: 2018 FIR Schedule 12
• Most stormwater management work is captured in a capital program or in a
general Public Works budget. Therefore, the above noted chart should not be
used for comparison purposes.
• Tillsonburg received a one-time grant ($75K) for a large drainage ditch which
should be included as part of the Roads profile.
Staffing/Resources
Summary of Staffing for Stormwater Management
Municipality Staffing Information
All Municipalities Stormwater management is done differently in each of
the municipalities and therefore, the staffing in each
municipality is unique to meet their specific needs.
Maintenance of stormwater ponds is typically
undertaken by Public Works staff, with the exception of
Zorra. Any capital works on stormwater management
ponds is typically undertaken through contracted
services.
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $28,894 $20,043 $0 $0 $0 $0 5%
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 0%
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a
Tillsonburg $75,000 $0 $0 $0 $0 $39,881 $0 $7 0%
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 0%
Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a
Total $75,000 $0 $28,894 $20,043 $0 $39,881 $0
Schedule 12 - Revenues
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Contracted Services
Any capital works on stormwater management ponds is typically undertaken through
contracted services.
Zorra – Pond maintenance is contracted through the Public Works Department.
Union Contracts
Not applicable to the delivery of this service. Stormwater management roles are
incorporated into existing staff positions, some of which are unionized.
Assets
A table below provides a summary of all major stormwater management infrastructure in
Oxford County. Other assets such as manholes, erosion control measures and d itches
are excluded from this summary.
Inventory of Major Stormwater Assets in Oxford County
Municipality
Stormwater
Management
Ponds/Facility
SWM
Pumping
Stations
Blandford-Blenheim 14 --
East Zorra-Tavistock -- --
Ingersoll 6 1
Norwich 7 --
South-West Oxford -- --
Tillsonburg 14 --
Woodstock 36 0
Zorra 4* --
Oxford County 0 0
Total 81 1
*fourth pond will be incorporated into municipal system once the subdivision is assumed by the
municipality
Municipal Framework
All municipalities provide stormwater pond maintenance on an as needed call in basis.
Municipalities are considering the need for future maintenance and cleaning programs
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to stormwater assets like stormwater management ponds. This was identified as a
challenge.
Blandford-Blenheim – The storm water ponds are part of the municipal drains and are
treated as such.
Norwich – Norwich is making a plan for stormwater pond maintenance.
Tillsonburg – Tillsonburg currently does not budget for any stormwater management
pond maintenance. They are looking at evaluating different stormwater funding models
as well as a stormwater pond maintenance program.
Woodstock – Established a program to study 2-3 ponds every few years. Contracts to
clean the ponds are put out following each study.
County – The County does not have any stormwater ponds. As such there is no asset
management planning related to stormwater management.
Asset Management Plan/Practices
The municipalities with stormwater ponds do not maintain an inventory with this asset.
Information related to age, in-service date and condition are not available in the
inventories because the ponds are not included. As such, the replacement costs and
information related to replacement are also not included.
Based on the information available there are currently insufficient funds allocated in the
capital forecasts/budget to capital replacement project for stormwater management
ponds.
Capital Budget Policies/Practices
Each municipality, with the exception of Blandford-Blenheim, funds stormwater
management ponds through the municipal tax levy. For Blandford-Blenheim, it is
considered a part of the municipal drain system and is funded as such.
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Solid Waste Management
Municipalities Providing Solid Waste Management Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔
General Description
Solid waste management includes waste diversion, waste disposal and waste collection
services. Waste management is an important step to maintaining health and safety of
the public. Oxford County oversees landfill sites and provides curbside pickup and
associated customer service for all the municipalities except Woodstock and South -
West Oxford who undertake their own curbside collection on behalf of the County
through service contracts.
Under the County curbside collection program, materials are collected from residential,
multi-residential, industrial, commercial and institutional (IC&I), and approved private
properties meeting the Oxford County Private Property Policy. These materials are
hauled directly by HGC Management Inc. to their recycling processing facility in
Brantford. Blue box materials collected at the Oxford County Waste Management
Facility are transferred to a recycling processing facility located in Brantford. The
recyclable materials are generated from resident drop off at the Waste Managem ent
Facility and the Township of South-West Oxford’s curbside recycling collection program.
Curbside collection is regularly scheduled to collect waste and recycling but does not
include source separated organics. There is an organics/food waste collectio n program
operated in Oxford County through the Woodingford Lodge long -term care facilities
located in Woodstock, Ingersoll and Tillsonburg, and at Oxford County Administration
Building. The County also promotes backyard composting using green cones/compos ter
to further reduce/reuse waste. This organics/food waste initiative is part of the County’s
overall goal of Zero Waste by 2025.
Curbside waste collection is funded through a bag tag system. In addition to regular
curbside waste pickup, large article pick-up is offered once per year under the County’s
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contract. The City of Woodstock operates a depot that accepts large articles year-round
in addition to providing two dates each year for large article pick-up. Oxford County
pays all operating costs for the depot and hauling costs for transfer of the material to the
Waste Management Facility. There is a tipping fee for non -Woodstock residents to use
the depot. The Town of Tillsonburg does not have curbside large article pick -up.
Instead, Tillsonburg operates a transfer station year-round for residents to dispose of
large articles.
The County oversee 11 brush, leaf and yard waste drop-off depots that are operated by
the local municipalities. Oxford County pays each Local municipality (except the
Township of South-West Oxford which uses the depot at the Oxford County Waste
Management Facility) for costs associated with the maintenance and loading of hauled
material at each depot; however, the County has no control over how the costs are
established by each Local municipality. Brush, leaf and yard waste material is
transported to the County’s Compost Facility where it is further processed for end
markets.
The County operates a Waste Management Facility (landfill). Residents and business
owners can dispose of various waste and recycling while the facility is open. Tipping
fees apply to mixed solid waste, construction & demolition waste, items containing
Freon. Any mixed articles will be charged at the highest fee item in the waste. Many
other items are accepted at the landfill like small domestic loads, recyclable materials
from industrial, commercial and institutional sectors, hazardous and liquid industrial
waste, and special waste items.
Legislative Framework
Environmental Protection Act, 1990
This Act provides the framework to addresses sources of pollution by creating the
authority to create regulations that protect and conserve the natural environment. In
relation to solid waste management the following regulations were created under the
Act:
• General – Waste Management (R.R.O. 1990, Reg. 347) defines and states
exemptions of waste, provides standards for waste disposal sites, and
outlines waste practices;
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• Amendment to General – Waste Management (O.Reg. 217/08) that
establishes requirements for landfill gas collection;
• Industrial, Commercial and Institutional Source Separation Programs (O.Reg.
103/94) which details what must be included in a source separation program
and how those apply to different industries like shopping centers, office and
multi-unit buildings, restaurants, and hospitals;
• Landfill Sites (O.Reg. 232/98) which outline landfill design standards,
ownership, operations, and financial and closure planning;
• Recycling and Composting of Municipal Waste (O.Reg. 101/94) provides an
outline of systems required in municipalities which are: blue box waste
management, leaf and yard waste, and exemptions;
• Waste Management Projects (O.Reg. 101/07);
• Waste Audits and Waste Reduction Work Plans (O.Reg. 102/94);
• Packaging Audits and Packaging Reduction Work Plans (O.Reg. 104/94);
• Waste Audits and Waste Reduction Work Plans (O.Reg. 102/94); and,
• Registrations Under Part II.2 of the Act – Waste Management Systems
(O.Reg. 351/12).
Waste-Free Ontario Act, 2016
This Act establishes the regulatory body: Resource Productivity and Recovery Authority.
They oversee the blue box, municipal hazardous or special waste, and waste electrical
equipment programs.
Environmental Assessment Act, 1990
This Act establishes a planning and approval process for a variety projects with a
specific section for municipal waste disposal.
Planning Act, 1990
The Planning Act is a piece of legislation that describes the process for land use
planning. It provides framework
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Guidance Documents
Professional Engineers Ontario (PEO) released the Solid Waste Management Guideline
in 2017 as a guiding document of best practices for engineers and the public.
Municipal Framework
By-Law No. 4954-2008 authorizes the County of Oxford to establish, maintain and
operate facilities to provide for the management transfer and disposal of solid waste and
recyclable materials. Accordingly, Oxford County oversees Waste Management
activities (collection, recycling and disposal), including contracting of service to Local
municipalities through service agreements (City of Woodstock, Township of South-West
Oxford).
The City of Woodstock has a Waste Collection & Recycling Agreement (2008) with the
County for waste collection and recycling services within Woodstock. The agreement
establishes collection frequency and payment structure between Woodstock and the
County. The City of Woodstock provides weekly garbage collection, bi-weekly two-
stream recycling collection (with weekly recycling collection in the downtown core), and
customer service. The collected recyclables are taken to the City’s transfer station for
consolidation, then shipped in bulk to their processing contractor, Canada Fibres Ltd. in
Etobicoke. Oxford County pays Woodstock for all costs associated with the above
services.
South-West Oxford collects their curbside materials and is reimbursed by Oxford based
on a per household basis for collection as well as customer service as outlined in their
service agreement with Oxford which expired in 2018. The Township of South -West
Oxford provides six-day co-collection of garbage and single-stream recycling where
their collected recyclables are brought to the County’s Waste Management Facility
transfer station until they are shipped to HGC Management Inc.’s processing facility in
Brantford.
The Town of Tillsonburg has a service agreement with Oxford County which expired in
2018, however both the Town and Oxford County have continued under the same terms
and conditions. A new agreement is currently being discussed. Tillsonburg is currently
reimbursed by Oxford for operation of a large article transfer station in lieu of an annual
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curbside large article collection (as outlined in the expired agreement with Oxford which
is based on a per household basis).
Expenditure (Operating) Information:
Note: Costs above include Solid Waste Collection & Solid Waste Disposal
Source: 2018 FIR Schedule 40
Revenue (Operating) Information:
Note: Revenues above include Solid Waste Collection & Solid Waste Disposal
Source: 2018 FIR Schedule 12
Staffing/Resources
Summary of Staffing for Solid Waste Management in Oxford County
Municipality Staffing Information
Oxford County Total: 15.8 FTEs
1 Waste Management Supervisor
1 Waste Management Coordinator
2 Waste Management Technician
Scale Operators - F/T (1) & P/T (2)
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments Per
Capita
County $970,515 $0 $1,753,732 $2,755,673 $24,081 $0 $177,722 $5,681,723 $737,036 $0 $6,418,759 $52
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $17,076 $0 $1,708 $0 $0 $0 $0 $18,784 $4,600 $1,190 $24,574 $1
Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South-West Oxford $85,677 $0 $150,501 $0 $0 $0 $36,993 $273,171 $0 $0 $273,171 $36
Tillsonburg $66,600 $0 $122,502 $134,370 $0 $0 $11,405 $334,877 $124,176 $0 $459,053 $21
Woodstock $0 $0 $19,400 $0 $0 $0 $81,956 $101,356 $0 $1,365 $102,721 $2
Zorra $1,905 $0 $8,669 $0 $0 $0 $0 $10,574 $0 $0 $10,574 $1
Total $1,141,773 $0 $2,056,512 $2,890,043 $24,081 $0 $308,076 $6,420,485 $865,812 $2,555 $7,288,852
Schedule 40 - Expenses
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $6,648,939 $0 $0 $0 $61 117%
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 0%
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $246,261 $5,208 $0 $0 $0 $33 2%
Tillsonburg $0 $0 $130,359 $137,146 $0 $0 $0 $17 41%
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 0%
Zorra $0 $0 $0 $18,769 $0 $0 $0 $2 178%
Total $0 $0 $376,620 $6,810,062 $0 $0 $0
Schedule 12 - Revenues
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Municipality Staffing Information
1 Lead Equipment Operator (compost/collections operator)
4 Equipment Operators
1 MHSW Operator
2 Labourers
Contracted Services
The County uses contracted services to haul all waste (e.g. tires, scrap metal, C&D
waste, MSHW, brush, leaf, and yard waste, curbside pickup, etc.). There is also a
contract with WSP to monitor 2 landfills (1 closed and 1 active) and a contract with
Comcor Environmental for O&M of the landfill gas extraction and flaring system.
Oxford County oversees landfill sites and provides curbside pickup for all the
municipalities except Woodstock and South-West Oxford who undertake their own
curbside collection on behalf of the County through service contracts.
Woodstock has contracts for hauling from the transfer station to the blue-box processor,
hauling large article material from the Woodstock depot to the Waste Management
Facility, metal, electronics and tires. All these contract/agreement costs are paid for by
Oxford County with an additional 7% administration fee. In 2020, Woodstock plans to
haul their own bulk/metals/construction waste.
Tillsonburg uses contracted services for the hauling of bins to/from the transfer station.
Union Contracts
The following positions are unionized in Oxford County: Household Hazardous Waste
Depot Operator, Landfill Equipment Operator, Landfill Labourer, Sign Technician, Truck
& Backhoe Operator, and Waste Management Compost/Collections Operator. These
staff members are part of the CUPE 1589 Roads & Landfills. Woodstock employees are
unionized.
Assets
A table below provides a summary of all major solid waste infrastructure in Oxford
County.
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Inventory of Major Solid Waste Assets in Oxford County
Municipality Open
Landfills
Closed
Landfills Buildings
Transfer
Station/Depot
Trucks
Blandford-Blenheim N/A N/A N/A
East Zorra-
Tavistock N/A N/A N/A
Ingersoll N/A N/A N/A
Norwich N/A N/A N/A
South-West Oxford 0 0 2
Tillsonburg 0 1 2-man
shelters 1 N/A
Woodstock 1 3 2 2 10
Zorra N/A N/A N/A N/A N/A
Oxford County 1 8* 7 1 2
Total 2 12 11 4 14
*Closed landfills are the responsibility of the County but are located in Tillsonburg (1), Norwich Township
(3), Zorra Township (3), and Blandford Blenheim Township (1). Closed landfills owned by Woodstock are
their own responsibility.
Oxford County also has a Waste Management and Education Centre and 120 kW solar
photovoltaic system, 11 leaf and yard waste depots, 8 bay Biosolids Centralized
Storage Facility, etc.
Municipal Framework
All curbside garbage pickup is done using a bag tag system that is overseen by Oxford
County.
Woodstock is moving away from large article pickup, currently twice a year, which they
are looking to reduce. In 2018, a depot was introduced where residents can drop off
large items year-round between Wednesday and Saturday with no tipping fee. The
depot is supported through the tax base. There is a tipping fee for residents from
neighboring municipalities that use the depot.
Woodstock also offers more frequent downtown garbage and recycling collection,
special events collection, curbside brush pickup, customer service and does advertising.
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Tillsonburg does not have curbside large article pickup days. Instead, the Tillsonburg
Transfer Station is open with year-round drop off. This is funded in part by the County in
lieu of performing an annual curbside large article collection. The County compensates
Tillsonburg at the cost of the annual curbside large article pick up and Tillsonburg
taxpayers are responsible for the remaining cost each year. The Town also charges a
user fee of $25 for large loads consisting primarily of construction and demolition
material. The Tillsonburg Yard Waste Depot uses an automatic gate that allows
residents to drop off items during day light hours. The Large Item Depot is only open
Sat. 9am-5pm and gated closed otherwise.
Asset Management Plan/Practices
Oxford County
Some of the County owned infrastructure (landfills) is recorded in an inventory of the
assets with pertinent information on the asset (e.g. date of acquisition, adjusted useful
life, in-service date, etc.). There is no date when an asset becomes fully amortized, the
replacement cost, or the replacement cost date associated with the landfills.
In addition to the asset list, the County completed a 2018 Zero Waste Plan to identify
and understand the waste composition and opportunities to reduce waste and recover
resources in Oxford County. Other strategic approaches in Oxford County include the
County’s Zero Waste Plan (2004), Biosolids Management Master Plan, and the 2014
Waste Management Strategy.
Tillsonburg
Tillsonburg maintains an inventory of equipment in its’ fleet with information on the
assets (e.g. quantity and a condition rating). The current Asset Management Plan
(AMP) does not include solid waste management assets outside of fleet vehicles. The
2021 AMP will include the depot in Tillsonburg which has a reserve for closing costs.
Woodstock
Woodstock maintains an inventory of the depot, transfer station, and fleet (recycling and
garbage trucks) which includes the replacement cost and condition of the assets. The
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fleet is replaced based on a 10-year life cycle. The AMP includes waste collection and
solid waste management assets.
Capital Budget Policies/Practices
The budget for solid waste management comes from the tax base and from the bag
tagging system. The County is working towards becoming a Zero Waste community and
includes funding initiatives to each budget cycle to bring them closer to achieving this
goal.
A budget survey was conducted in 2018 to gather input from and inform the residents of
Oxford County which indicated that 30% recommended enhanced budget spending in
waste management. The survey also indicated that 55.1% of responses want to
maintain the waste management services that are supported by the waste management
homeowner fee. Comments from the survey also indicate people are happy with the
waste management system but see benefit in a composting program.
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Waste Collection Schedules in Oxford County
Municipality Curbside Pickup
(Garbage)
Curbside
Pickup
(Recycling)
Recycling Large Article
Pickup
Leaf and
Yard
Waste
Pickup
City
Street
Bins
Transfer
Stations
Landfill
Operations
South-West
Oxford
6 days
(8-12 calendar
days)
6 days
(8-12 calendar
days)
single
Annually
(by Oxford
County)
No
With
curbside
pickup
N/A N/A
Woodstock 5 days
(7 calendar days) Biweekly 2 stream
Twice annually
& depot (Wed to
Sat)
Yes
With
curbside
pickup
Operates one
large article
transfer
station
N/A
Oxford County 5 days
(7 calendar days) Weekly Single Annually Yes N/A
Mon – Fri
(8:30 -4:30)
Sat
(8:00 – 4:00)
Mon – Fri
(8:30 -4:30)
Sat
(8:00 – 4:00)
Tillsonburg
5 days
(7 calendar days)
(by Oxford
County)
Weekly
(by Oxford
County)
Single
(by Oxford
County)
Year-Round
Transfer Station Yes Parks staff
Operates one
large article
transfer
station
N/A
Blandford-
Blenheim
5 days
(7 calendar days)
(by Oxford
County)
Weekly
(by Oxford
County)
Single
(by Oxford
County)
Annually
(by Oxford
County)
Yes
(by Oxford
County)
N/A N/A
East Zorra-
Tavistock
5 days
(7 calendar days)
(by Oxford
County)
Weekly
(by Oxford
County)
Single
(by Oxford
County)
Annually
(by Oxford
County)
Yes
(by Oxford
County)
N/A N/A
Ingersoll
5 days
(7 calendar days)
(by Oxford
County)
Weekly
(by Oxford
County)
Single
(by Oxford
County)
Annually
(by Oxford
County)
Yes
(by Oxford
County)
N/A N/A
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Municipality Curbside Pickup
(Garbage)
Curbside
Pickup
(Recycling)
Recycling Large Article
Pickup
Leaf and
Yard
Waste
Pickup
City
Street
Bins
Transfer
Stations
Landfill
Operations
Norwich
5 days
(7 calendar days)
(by Oxford
County)
Weekly
(by Oxford
County)
Single
(by Oxford
County)
Annually
(by Oxford
County)
Yes
(by Oxford
County)
N/A N/A
Zorra
5 days
(7 calendar days)
(by Oxford
County)
Weekly
(by Oxford
County)
Single
(by Oxford
County)
Annually
(by Oxford
County)
Yes
(by Oxford
County)
N/A N/A
Note: Oxford County (including Norwich, Blandford-Blenheim, East Zorra-Tavistock, Zorra, Ingersoll, Tillsonburg) utilizes garbage and single
stream recycling co-collection using single collection trucks with separate compartments. Township of South-West Oxford utilizes garbage and
single stream recycling co-collection using a single collection truck with separate compartments. City of Woodstock utilizes single collection of
garbage and single collection of two stream recyclables
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Municipal Drains
Municipalities Providing Municipal Drains Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔
General Description
Municipal drains are created through the Drainage Act (1990). Municipal drain
infrastructure is located on both private and municipal lands. Municipalities are
responsible for their operation and maintenance. They are used to improve drainage,
typically in rural areas. They can consist of ditches, pipes, tiles, stormwater
management ponds, wetlands, etc. A municipality must maintain it on behalf of the
landowners (who benefit from it) but the cost of repairs and maintenance is shared
between the landowners. It is possible that the municipality may contribute to this cost if
their land benefits from the municipal drain.
The delivery model outlined above is used in East Zorra -Tavistock, Zorra, South-West
Oxford, Blandford-Blenheim, and Norwich. Ingersoll, Woodstock and Tillsonburg do not
have traditional municipal drains as any former drains are now considered to be part of
the municipal stormwater management infrastructure and is funded through the tax levy.
Legislative Framework
Drainage Act, 1990
This Act created the authority that creates municipal drains. It provides the text that
outlines the pay structure, requires municipalities to maintain and repair municipal
drains, and requires them to respond to petitions for the drains.
Conservation Authorities Act, 1990
Section 21 of this Act gives the control of surface water flow, to prevent flooding, to
conservation authorities. They are able to regulate municipal drains as they are
considered water courses and therefore, fall under their purview. Permission for
alterations, maintenance/repairs or new drains must have the approval of the
Conservation Authority. It is the responsibility of each municipality to get these
permissions prior to conducting any servicing or construction.
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Species at Risk Act, 2002
Established to protect species that are endangered or threatened. This also extends to
species that are vulnerable to becoming threatened. It defines a method to evaluate and
create a plan to protect existing environments and recover threatened ones.
Fisheries Act, 1985
Provides a framework for the conservation and protection of fish and their habitat. This
Act may affect how a municipal drain is altered (improved, maintained, or repaired) if it
affects fish species.
Endangered Species Act, 2007
This Act protects endangered and threatened species. This Act may affect how a
municipal drain is altered (improved, maintained, or repaired) if it affects a protected
species/habitat.
Non-Legislative Guiding Documents
Drainage Act and Conservation Authorities Act Protocol, 2012
This document provides the protocol for municipalities and conservation authorities in
relation to drain maintenance and repair activities. It allows different bodies to fulfill their
responsibilities and provides provincially- approved guidance. If followed by
municipalities, it serves as written permission to proceed with work under Conservation
Authorities Act.
By-Laws
There are a number of by-laws in place that help staff administer the municipal drain
program. The drains are established by By-law passed by Council; without this By-law
the municipal drains program would not exist in each municipality. A By-law also
appoints the Drainage Superintendent who is approved by Ontario Ministry of
Agriculture, Food and Rural Affairs (OMAFRA).
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Expenditure (Operating) Information
The cost of maintaining and building municipal drains is divided between the
landowners that benefit from the drain in accordance with the approved Drain Report.
Revenue (Operating) Information
The cost of maintaining and building municipal drains is divided between the
landowners that benefit from the drain in accordance with the Drain Report. There are
grants available that provide landowners the opportunity to reduce the costs from
municipal drains, if they qualify.
Staffing/Resources
Drainage Superintendent is a part-time position in Zorra, Blandford-Blenheim, East
Zorra-Tavistock, Norwich, South-West Oxford. The Drainage Superintendent’s position
is often combined with the Building Department. Administrative and finance staff assist
in completing other tasks (grant applications and billing, etc.). Their time is not tracked
nor assigned to specific drains and is therefore included in their respective roles.
Summary of Staffing for Municipal Drains
Municipality Staffing Information
Blandford-Blenheim 1 Drainage Superintendent (24 hrs/week)
Clerk
Repairs completed by various contractors
East-Zorra Tavistock 1 Drainage Superintendent (0.4 FTE)
Public Works Crew (part-time)
Repairs completed by Public Works & contactors
Norwich 1 Drainage Superintendent (0.4 FTE)
Finance Staff
Clerk
Repairs completed by contractors (KSmart)
South-West Oxford 1 Drainage Superintendent (0.4 FTE)
Administrative Staff
Finance Staff
Repairs completed by local contractors
Zorra CBO/Drainage Superintendent (0.25 FTE)
Tax Collector (0.2 FTE)
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Contracted Services
Generally, most municipalities are using a combination of municipal staff resources and
contracted services. This is dependent on the type of work and the availability of s taff
resources.
Union Contracts
Municipal Drainage roles are incorporated into existing staff positions, some of which
are unionized.
Assets
A table below provides a summary of the municipal drains in Oxford County. Some of
the appurtenances (maintenance holes, storm sewer, catchbasins, etc.) are considered
to be municipal assets and are accounted for in other areas of the municipality.
Inventory of Major Assets in Oxford County
Municipality Length of Drain
(km)
Number of
Drains
Blandford-Blenheim 274 140
East Zorra-Tavistock 300 225
Norwich 560 900
South-West Oxford 600
Zorra 875 810
Total 2,009 2,675
Municipal Framework
All Superintendents indicated that they maintain and repair municipal drains when a
request is submitted and do not have the capacity to undertake proactive, preventative
maintenance. In addition to maintaining the municipal drains, the Drainage
Superintendents assist with billing, completing locates, complete reapportionments, and
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undertake block assessments. The Drainage Superintendents in East Zorra -Tavistock
and South-West Oxford are also responsible for providing locates.
Asset Management Plan/Practices
Overall there is limited information in relation to the inventory of all municipal drain.
Blandford Blenheim and East Zorra-Tavistock maintains an inventory of municipal
drains (quantity) within the road allowance. East Zorra -Tavistock is working on updating
the maps of drain locations as part of their inventory.
The costs (both capital and operating) of municipal drains is divided between the
landowners that benefit from the drain in accordance with the Drain Report. Asset
management is typically undertaken on a complaint basis. Work on drains is reactive
and not proactive.
Capital Budget Policies/Practices
All maintenance, repair, and construction costs are divided amongst those who benefit
from the municipal drain. This is a total cost recovery model.
The compensation for the Drainage Superintendent is partially funded through the
province.
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Public Health
Municipalities Providing Public Health Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔
General Description
Public Health is provided at the County level with Norwich operating a medical center.
Prior to May 2018, Public Health was integrated within the County Structure as its own
department under the budget structure. Services and back office support such as IT,
HR, and payroll were provided by the Administrative department.
As of May 2018, Oxford County’s public health department consolidated with Elgin
County and St. Thomas to form the Southwestern Public Health Board with joint
municipal funding. The newly formed board is autonomous from the County and
creates its own budgets, policies, etc. The County provides transfer payments to the
health board that are commensurate with the proportional costs of the service under the
Health Promotion and Protection Act. Funding for the Board is provided by Oxford
County, Elgin County, the City of St. Thomas and the Province of Ontario. Of the total
2019 cost-shared budget, Oxford County contributes approximately 16% of shared
services. The health unit maintains its main sites in Woodstock and St. Thomas.
General services provided through Public Health:
• Building Health Partnerships/Collaborations/Networks: an external service
that initiates the bringing together of community health
agencies/services/residents who may not have worked together before to
address new and emerging issues through the provisio n of the expertise and
operational support required to develop and sustain
partnerships/collaborations/networks
• Case & Outbreak Management: An external service offering comprehensive
health promotion approaches to improve the health behaviors and outcomes
of people in Oxford County
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• Individual Health Assessment and Intervention: An external service providing
health assessment, care, treatment and referrals for individuals and families
• Health Resource Distribution: An external service offering publicly funded
vaccines and antibiotics for treatment of sexually transmitted infections to
health service providers
• Inspections, Investigations and Enforcement: An external service providing
investigation, inspection and enforcement for compliance under the Health
Protection and Promotion Act and other prescribed legislation.
• Health Monitoring & Surveillance: An external service which is the systematic
and ongoing collection, collation, and analysis of communicated health-
related information
Legislative Framework
The Southwestern Public Health Board delivers mandated programs under the Ontario
Public Health Standards and is regulated by the Ontario Health Promotion and
Protection Act.
Ontario Public Health Standards: identifies the minimum expectations for public health
programs and services to be delivered by Ontario’s boards of health. Boards of Health
are implementing the Standards including the protocols and guidelines.
Ontario Health Promotion and Protection Act: Provides authority for the establishm ent of
boards of health. Specifies that boards of health must superintend, provide or ensure
the provision of public health programs in specified areas.
Level of Service
Service standards are established by the Ministry of Health and overseen by the South
Western Public Health Board.
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Expenditure (Operating) Information
Note: Source: 2018 FIR Schedule 40. Variations in F.I.R. data between municipalities are discussed in section 1.2
Note: As the County service moved to a Board structure, the above expenditures do not represent costs for the full
year. Beginning in 2019, the County will contribute to the Board’s budget (approximately 16% of shared services).
Revenue (Operating) Information
Note: Source: 2018 FIR Schedule 12. Variations in F.I.R. data between municipalities are discussed in
section 1.2
Note: As the County service moved to a Board structure, the above revenues do not represent revenues
for the full year. Beginning in 2019, the County will no longer collect revenues for this service .
Staffing/Resources
• Prior to the formation of the Southwestern Public Health Board, Oxford
County had 73.6 FTEs working in this service
• Norwich staff for medical center:
o 1 Manager of Medical Services ($78,000-$98,000)
o 1 Office Nurse ($51,000-$63,000)
o 2 PT Medical Assistants ($24,000-$30,000)
o 1 PT Medical Office Clerk ($27,000-$33,000)
o 2 PT Medical Receptionists ($24,000-$30,000)
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments Per
Capita
County $7,482,254 $101,238 $1,550,506 $212,300 $234,101 $62,644 $143,383 $9,786,426 $392,936 $0 $10,179,362 $89
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Norwich $454,357 $0 $117,910 $0 $0 $0 $17,739 $590,006 $0 $63,123 $653,129 $54
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Zorra $47,281 $0 $16,745 $0 $0 $0 $0 $64,026 $0 $0 $64,026 $8
Total $7,983,892 $101,238 $1,685,161 $212,300 $234,101 $62,644 $161,122 $10,440,458 $392,936 $63,123 $10,896,517
Schedule 40 - Expenses
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $8,483,313 $0 $0 $213,666 $0 $0 $0 $80 2%
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a
Norwich $0 $0 $0 $431,234 $0 $0 $0 $39 73%
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Zorra $0 $0 $0 $0 $0 $0 $0 $0 0%
Total $8,483,313 $0 $0 $644,900 $0 $0 $0
Schedule 12 - Revenues
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Contracted Services
Not Applicable.
Union Contracts
Not applicable for Oxford County. The staff in Norwich operating at the medical centre
are non-union staff.
Assets
• Norwich Medical Centre is owned by the Township
• Not applicable for Oxford County as the health unit maintains its main sites in
Woodstock and St. Thomas.
Asset Management Plan/Practices
Not applicable
Capital Budget Policies/Practices
Not applicable
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Ambulance
Municipalities Providing Ambulance Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
General Description
Ambulance services are an integral aspect of the health care system that respond to
residents in need of immediate medical attention. In Oxford County, the County is
responsible for and delivers the ambulance services. They oversee the fleet and
paramedics that provide ambulance services.
Legislative Framework
Ambulance Act, 1990
The Ambulance Act outlines provincial and municipal responsibilities and the delivery
agents. Under the Ambulance Act there are four Regulations:
• General (Reg. 257/00) is a framework that standardizes the recertification and
qualifications of paramedics and medical attendants. It also outlines
ambulance transportation procedures like what can be carried in an
ambulance, and response time performance plans;
• Designated Air Ambulance Service Providers (Reg. 365/16) names ORNGE
the designated air ambulance service provider;
• Land Ambulance Services - Designation (Reg. 497/07) designates ORGNE
“to provide or to ensure the provision of critical care land ambulance
services”; and,
• Costs Associated with the Provision of Land Ambulance Services (Reg.
129/99) provides recovery of costs of the delivery agent and how to determine
the apportionment of costs.
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Expenditure (Operating) Information
Source: 2018 FIR Schedule 40
Note: A 10-year Comprehensive Master Plan for Paramedic Services was completed in 2018 and
recommendations for enhancement to service delivery level adopted by Council. The service level
increases were approved to be phased in over 2018 and 2019 budget years.
Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Staffing/Resources
Summary of Staffing for Ambulance
Municipality Staffing Information
Oxford County
There are 58 FTE & 44 PTE (2018).
There are 102 paramedics on staff who work under the Paramedic Services
Manager, and Supervisors of Logistics & Standards and Operations &
Performance.
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments Per
Capita
County $9,646,509 $39,862 $1,062,792 $100,420 $0 $0 $657,066 $11,506,649 $683,255 $0 $12,189,904 $105
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $9,646,509 $39,862 $1,062,792 $100,420 $0 $0 $657,066 $11,506,649 $683,255 $0 $12,189,904
Schedule 40 - Expenses
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $5,616,383 $0 $132,988 $18,578 $0 $0 $0 $53 0%
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a
Total $5,616,383 $0 $132,988 $18,578 $0 $0 $0
Schedule 12 - Revenues
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The number of full time equivalent (FTE) positions has increased for paramedic
services:
• An additional 2.0 FTEs (January 2018)
• An additional 5.7 FTEs (October 2018)
• An additional 1.4 FTEs (January 2019)
• An additional 4.0 FTEs (October 2019)
Contracted Services
No contracted services were found for Ambulance Services.
Union Contracts
Paramedics are part of the Ontario Public Service Employees’ Local 114. All other
Ambulance staff are non-unionized.
Assets
A table below provides a summary of all major ambulance service infrastructure in
Oxford County. Other assets such as mannequins, wireless routers, and ambulance
equipment are not included.
Table 2. Inventory of Major Assets in Oxford County (2018)
Municipality EMS
Station
Ambulance and
Response
Vehicles
AED
Oxford County 79 16 11
Asset Management Plan/Practices
The County, as the owner of all of the ambulance assets, maintains an inventory of the
assets with all pertinent information on the asset (e.g. date of acquisition, adjusted
useful life, probability of failure, in-service date, etc.). The asset tracking also tracks
categories like the replacement cost, the date when an asset becomes fully amortized,
and the replacement cost date. The assets listed by the County are assessed for
replacement based on age and includes an annual requirement that is incorporated into
the annual budget process.
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The County Asset Management Plan provides information that is used to prepare the
five- and ten-year capital forecasts.
Capital Budget Policies/Practices:
The paramedic services budget is financed through provincial government funding, sale
of equipment, project revenue, service recovery fees, and income from development
charges. The budget is led by Council’s strategic plan priorities. A budget survey was
conducted in 2018 to gather input from and inform the residents of Oxford County.
There are plans in Oxford County’s 2018 Final Budget Package to expand, renew and
replace paramedic assets. Comments from Oxford County residences are captured in
this report and there are comments directed to ambulance availability/perceived needs
from the public.
Trends & Best Practices
• Survey the public and ask for their opinion/comments
• The number of full time equivalent (FTE) positions has increased for
paramedic services
• Paramedic Services has a business plan to accompany its’ budget
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Cemeteries
Municipalities Providing Cemeteries Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔
General Description:
Municipal cemeteries are owned and maintained at the local municipalities in Oxford
County. There are private cemeteries which are not currently the responsibility of the
municipalities. However, there is the potential that ownership will transfer to the l ocal
municipalities if private ownership is no longer possible/feasible.
The local municipalities with cemeteries are maintained/operated through a variety of
delivery models.
Township of Blandford Blenheim – 6 active cemeteries which are operated and
maintained by municipal staff. The staff that help maintain the cemeteries are not
dedicated to cemeteries but are Public Works staff who are trained to complete
maintenance work in the cemeteries.
Town of Ingersoll & Township of Zorra – The Ingersoll Rural Cemetery is operated
through a local cemetery board and receives funding from two municipalities: Ingersoll
and Zorra.
The Township of East Zorra-Tavistock – They provide operating grants to 4 cemeteries.
None of the cemeteries are owned or operated by the municipality, instead, they are
maintained by local caregivers.
Township of Norwich – the operation, including sales, of the four active cemeteries
owned by Norwich are done privately. Site maintenance is completed by municipal staff.
Municipal staff are taking cemetery courses to prepare themselves to undertake the
associated responsibilities if required.
Township of South-West Oxford – all cemeteries (3 active) are run through local boards
with assistance from the Township Treasurer.
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Town of Tillsonburg – municipal staff from Parks and Cemeteries are responsible for
operating and maintaining the active cemetery in Tillsonburg.
City of Woodstock – There are no municipally owned cemeteries located in Woodstock.
Legislative Framework
Funeral, Burial and Cremation Services Act, 2002
This is the revised version of the Cemeteries Act (1990). This Act outlines the duties
required to operate a cemetery and crematorium, closure, licensing, burial sites, and
consumer protection. Under this Act, municipalities inherit cemeteries from private
boards/groups when they are abandoned.
Non-Legislative Guiding Documents
There are by-laws in some municipalities that affect how the public interacts with
cemeteries. For example, Tillsonburg has a Cemetery By-law and a By-law that
prohibits dogs off leash in parks, which include cemeteries.
Expenditure (Operating) Information:
Source: 2018 FIR Schedule 40
(Pink highlight indicates 2017 F.I.R. information)
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments Per
Capita
County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Blandford-Blenheim $15,028 $0 $34,468 $29,262 $0 $0 $80 $78,838 $0 $0 $78,838 $11
East Zorra-Tavistock $0 $0 $2,195 $0 $0 $0 $0 $2,195 $0 $0 $2,195 $0
Ingersoll $85,326 $0 $30,860 $0 $0 $0 $1,049 $117,235 $0 $5,966 $123,201 $9
Norwich $146 $0 $10,954 $0 $0 $0 $0 $11,100 $0 $1,705 $12,805 $1
South-West Oxford $14,710 $0 $66,608 $0 $0 $0 $299 $81,617 $0 $0 $81,617 $11
Tillsonburg $110,275 $0 $53,573 $12,319 $0 $0 $5,091 $181,258 $85,536 $0 $266,794 $11
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Zorra $11,210 $0 $13,610 $0 $0 $24,478 $0 $49,298 $0 $0 $49,298 $6
Total $236,695 $0 $212,268 $41,581 $0 $24,478 $6,519 $521,541 $85,536 $7,671 $614,748
Schedule 40 - Expenses
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Revenue (Operating) Information
Source: 2018 FIR Schedule 12
Staffing/Resources
It is difficult to quantify the amount of resources required to maintain the cemeteries as it
is not necessarily tracked in that manner. In many areas, the maintenance is
undertaken by Public Works staff or Parks Staff and it is not tracked as being
associated with a specific cemetery. Some cemeteries are maintained by the cemetery
board. Based on this, there is no specific wage data available other than what is
provided in the expenditure section that indicates Blandford-Blenheim, Ingersoll,
Norwich, South-West Oxford, Tillsonburg, and Zorra have staff in relation to cemetery
assets.
Summary of Dedicated Cemetery Staff
Municipality Staffing Information
East-Zorra Tavistock No designated staff responsible for maintaining, administering, or
managing cemeteries. The upkeep or the cemeteries is tasked to area
representatives adjacent to the cemetery and no monetary nor physical
resources are provided by the Township.
Ingersoll & Zorra Superintendent (1 FTE)
2 Laborers (Part time)
1 Salesperson (part-time)
1 Secretary Treasurer
Tillsonburg 1 Parks Operator II (1 FTE)
1 Registrar (0.5 FTE)
2 Seasonal Labourers (2/3 FTE)
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $0 $0 $0 $0 $0 n/a
Blandford-Blenheim $0 $0 $0 $41,793 $0 $0 $0 $6 53%
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 0%
Ingersoll $0 $0 $0 $35,617 $0 $0 $0 $3 30%
Norwich $0 $0 $0 $26 $0 $0 $0 $0 0%
South-West Oxford $0 $0 $0 $91,052 $0 $0 $0 $12 112%
Tillsonburg $0 $0 $0 $141,279 $0 $0 $0 $9 78%
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Zorra $0 $0 $0 $2,969 $0 $0 $0 $0 6%
Total $0 $0 $0 $312,736 $0 $0 $0
Schedule 12 - Revenues
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Contracted Services
Township of Blandford Blenheim – for burial excavation, the excavation is contracted
out and a municipal employee accompanies the contractor.
Town of Ingersoll & Township of Zorra – no contracted services were identified.
Township of Norwich – weekly grass cutting is a contracted service.
Township of South-West Oxford – the cemeteries are operated by Board who have
grass cutting and burial excavation as a contracted service.
Town of Tillsonburg – monument restoration is a contracted service. A monument
professional is hired annually with a set budget to complete restoration on high priority
monuments.
City of Woodstock – not applicable.
Union Contracts
No unions were identified.
Assets
A table below provides a summary of all major cemetery assets in Oxford County. Other
assets not included in the table below are miscellaneous equipment.
Table 3. Inventory of Major Assets in Oxford County
Municipality Active
Cemetery
Non-active
Cemetery
Buildings/St
orage
Municipally
Owned? Board
Operated?
Blandford-Blenheim 6 6 2 Yes, no
East Zorra-Tavistock -- -- -- --
Ingersoll Joint with Zorra 0 -- Joint with Zorra
Norwich 4 12 -- Yes, no
South-West Oxford 3 1 -- Yes, yes
Tillsonburg 1 1 2 Yes, no
Woodstock 0 0 -- No, no
Zorra 2 0 -- Yes, yes*
Oxford County N/A N/A N/A N/A
Total 16 20 4 N/A
*One cemetery is jointly funded through Ingersoll and Zorra
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Municipal Framework
Township of Blandford Blenheim – the municipality sells plots, digs graves, provides
maintenance and Sunday and/or winter burials. They are structured as a seven-day
operation.
Town of Ingersoll & Township of Zorra – the Board of Directors is comprised of 1 plot
holder representative from Zorra, 2 plot holder representatives from Ingersoll, and 2
Councilors (1 from Ingersoll and 1 from Zorra).
The Township of East Zorra-Tavistock – East Zorra-Tavistock provides grants of
approximately $500.00 to each to assist with their upkeep. Grants total $2,100 annually
which represent the expenditure number in the FIR from 2018.
Township of Norwich – no winter burials and municipal staff complete on-site clean up
(branches, garbage, etc.). All grass cutting is contracted out. The sales and record
keeping are completed by Township staff and through private services.
Township of South-West Oxford – all cemeteries are run through local boards. Grants
are offered to the boards from South-West Oxford so that the cemeteries are able to
remain board operated and maintained. The 3 boards that do not have consistent costs
for their plots.
Town of Tillsonburg – there is one large cemetery in Tillsonburg with year-round burial
services except on Sundays and on holidays. Tillsonburg uses Stone Orchard software
to keep cemetery records. Permanent copies of Interment Rights Certificates are
maintained as part of the Corporate Records Management program.
City of Woodstock – not applicable.
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Asset Management Plan/Practices
The cemeteries currently employ a mixture of paper and digital burial records.
Blandford-Blenheim
The municipality maintains an inventory (cemeteries and mausoleums) with pertinent
information on the assets (e.g. in-service date, age, age-based condition, etc.). The
asset tracking does not include categories related to replacement cost and the
replacement cost date for the assets. The Asset Management Plan (AMP) indicated that
there is no valuation method to replace the mausoleums as there are no plans to
replace them.
Norwich
The municipality maintains an inventory with information on the assets (e.g. quantity,
replacement cost, and condition rating). The assets included in this inventory is a
memorial. The asset inventory does not include categories related to in-service date
and the replacement cost date for the memorial, nor does the AMP. Information related
to the municipal long-term capital program for other cemetery assets, such as the
roadway and gates, is included in the AMP.
Tillsonburg
The municipality maintains an inventory of the vehicles, machinery and equipment
infrastructure assets with information on the assets (e.g. quantity and a condition
rating). The asset tracking does not include categories related to in-service date and the
replacement cost date. The AMP (2016) does not include cemeteries but it will be
included in future updates to the AMP.
Zorra
The municipality maintains an inventory with information on the assets (e.g. quantity, in -
service date, etc.). The asset tracking does not include categories related to
replacement cost and the replacement cost date. The AMP does not include information
related to cemetery assets.
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Budget Policies/Practices
Cemeteries are funded through the tax levy, external grants (e.g. for veteran memorial
maintenance), and user fees. The cemetery budgets are predominantly maintenance
oriented (operations budgets) with items like columbariums in the capital budgets.
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Social Assistance (Ontario Works)
Municipalities Providing Social and Supported Housing Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
General Description
Ontario Works is a financial assistance program that provides financial assistance to
eligible residents in the Province. The program offers two types of assistance:
• Financial assistance: income support to help with the costs of basic needs
and health benefits.
• Employment assistance: help clients find, prepare for, and keep a job (i.e. job
counselling, training, workshops, etc.).
Ontario Works is fully provided at the County level as a fully integ rated service with
Child Care and Social Housing under Human Services.
Human Services operates a fully integrated human services service delivery model,
addressing issues such as shelter, income, employment, education, health, safety/legal
and transportation. Programs meet objectives set by a provincial funding framework and
are enhanced by community partnerships.
Legislative Framework
• The Ontario Works Act, 1997 provides the legislative framework for the
provision of employment assistance and financial assistance to help people in
temporary financial need. The Act establishes a program that:
o Recognizes individual responsibility and promotes self-reliance through
employment;
o Provides financial assistance to those most in need while they meet
obligations to become and stay employed;
o Effectively serves people needing assistance; and
o is accountable to the taxpayers of Ontario.
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• Regulation 134/98 provides general guidelines regarding, eligibility,
applications, employment assistance, refusals/cancellations of assistance,
calculation, etc.
• Regulation 135/98 provides details regarding administration and cost sharing
between municipalities.
• Regulation 136/98 designates the geographic areas and delivery agents, and
• Regulation 564/05 details prescribed policy statements regarding the
provision of this service.
Level of Service
Level of Service Measures 2016
Actual
2017
Forecast
2018
Budget
2019
Projected
Average employment
earnings per case $746.33 $757.28 $760.00 $765.00
% of cases with earnings 16.95% 16.76% 16.83% 16.91%
Number of Ontario Works
Cases 1,384 1,279 1,246 1,235
Expenditure and Revenue (Operating) Information
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Note: Expenditures and Revenues above based on General Assistance line from 2018 FIR: Schedule 40 and
Schedule 12
Note: Variations in F.I.R. data between municipalities are discussed in section 1.2
Staffing/Resources
Staff for Social Housing, Ontario Works and Childcare are provided under the category
of Human Services at the County level. These three services are fu lly integrated.
Summary of Staffing for Human Services
Position Number of Staff
Director of Human Services 1
Manager 5
Supervisors of Affordable Housing 3
Supervisor of Family and Children’s Services 1
Client Service Workers 25
Support Clerks 8
Family Support Worker 1
*Converted to yearly wages based on a 35-hour work week
Contracted Services
No contracted services
Union Contracts
33 Union workers in Human Services (i.e. combined between Childcare, Ontario Works,
and Social Housing) through CUPE.
Assets
Human Services staff work out of the same office at the Oxford County Administration
Building in Woodstock. Outreach service offices are located throughout the County.
Revenues and Expenditures 2018 FIR Amounts
Revenues from Ontario Conditional Grants 14,644,241$
Revenues from User Fees and Service Charges 1,786,347$
Revenue from Tax Levy/Other Sources 1,861,546$
Total Expenditures (After adjustments)18,292,134$
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Asset Management Plan/Practices
Not applicable
Capital Budget Policies/Practices
Not applicable
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Childcare (Early Years)
Municipalities Providing Child Care Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
General Description
Child Care is provided at the County level as a fully integrated service with Ontario
Works and Social Housing under Human Services.
Human Services operates a fully integrated human services delivery model, addressing
issues such as shelter, income, employment, education, health, safety/legal and
transportation. Programs meet objectives set by a provincial funding framework and are
enhanced by community partnerships. All County Client Support Workers provide
support in all service areas to all clients to allow for ease of access to the full range of
services provided by the County.
This is an external service that is provided as a Child Care subsidy that is managed
through Oxford Service Manager and private (non-profit and for-profit) operators.
Service Managers are responsible for the local management of all ministry-funded child
programs.
Legislative Framework
The relevant legislation for Child Care is the Child Care and Early Years Act, 2014. The
goal of this act is to build a Child Care and early years system that better supports
parents and gives children the best possible start in life. The provisions contained in
this act set out protective measures, licensing, inspection, and enforcement rules as
well as health and safety regulations in Child Care settings (for both licensed and
unlicensed).
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Level of Service
Level of Service
Measures
2016
Actual
2017
Forecast
2018
Budget
2019
Projected
Percent of licensed
childcare spaces occupied
0 to 4 years of age
78% 80% 86% 91%
Percent of licensed
childcare spaces occupied
5 to 12 years of age
38% 50% 61% 67%
Total number of children
served 717 800 824 847
Expenditure and Revenue (Operating) Information
Note: Woodstock’s 2018 F.I.R. shows an amortization expense for Child Care. This is related to a building owned by
the City where Child Care services are carried out. This has not been included in the in formation above.
Note: Expenditures and Revenues above based on Child Care line from 2018 FIR: Schedule 40 and Schedule 12
Note: Variations in F.I.R. data between municipalities are discussed in section 1.2
Revenues and Expenditures 2018 FIR Amounts
Revenues from Ontario Conditional Grants 9,611,436$
Revenues from User Fees and Service Charges 464,218$
Revenue from Tax Levy/Other Sources 647,157$
Total Expenditures (After adjustments)10,722,811$
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Staffing/Resources
Staff for Social Housing, Ontario Works and Childcare are provided under the category
of Human Services at the County level. These three services are fully integrated.
Summary of Staffing for Human Services
Position Number of Staff
Director of Human Services 1
Manager 5
Supervisors of Affordable Housing 3
Supervisor of Family and
Children’s Services
1
Client Service Workers 25
Support Clerks 8
Family Support Worker 1
Contracted Services
There are no contracted services for Child Care. Child Services is a financial transfer
(provincial) program that is administered by the County.
Union Contracts
33 Union workers in Human Services (i.e. combined between Childcare, Ontario Works,
and Social Housing) through CUPE.
Assets
The County does not have assets related to Child Care.
Asset Management Plan/Practices
Not Applicable
Capital Budget Policies/Practices
Not Applicable
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Social and Supported Housing
Municipalities Providing Social and Supported Housing Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
General Description
Social and supported housing is provided at the County level with facilities both owned
and operated by the County in addition to County supported non-profit and charitable
operations.
Social Housing, Ontario Works and Childcare programs are fully integrated at the
County level as “Human Services”.
Human Services operates a fully integrated human services delivery model, addressing
issues such as shelter, income, employment, education, health, safety/legal and
transportation. Programs meet objectives set by a provincial funding framework and are
enhanced by community partnerships.
Social housing assistance is provided via two methods, Direct Delivered, and Subsidy.
With direct delivered assistance, the County provides units of shelter to eligible
residents of the County. With subsidies, the County provides subsidies to community
partners delivering shelter to residents.
Legislative Framework
The Housing Services Act (H.S.A.), 2011 is the relevant legislation related to social
housing. The purpose of the H.S.A. is to provide for community -based planning and
delivery of housing and homelessness services with general provincial oversight and
policy direction and to provide flexibility for service managers and housing providers
while retaining requirements with respect to housing programs and projects.
The H.S.A. contains aspects such as the rules and guidelines service managers must
follow, the plans service managers must have in place to address housing and
homelessness, which households are to be included in housing programs, etc.
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Level of Service
Level of Service Measures 2016
Actual
2017
Forecast
2018
Budget
2019
Projected
Number of clients served through
Consolidated Homelessness
Prevention Initiative
1,115 1,200 1,250 1,311
Number of new clients housed
(Rent-geared-to-income, Rent
Supplement Programs)
180 195 214 235
Number of new Affordable housing
units (rental, ownership) 74 36 46 74
Percent of clients served/housed
from waitlist 11% 13% 14% 16%
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Expenditure and Revenue (Operating) Information
Note: Expenditures and Revenues above based on 2018 FIR: Schedule 40 and Schedule 12
Note: Variations in F.I.R. data between municipalities are discussed in section 1.2
Staffing/Resources
Staff for Social Housing, Ontario Works and Childcare are provided under the category
of Human Services at the County level. These three services are fully integrated.
Revenues and Expenditures 2018 FIR Amounts
Revenues from Ontario Conditional Grants 5,212,149$
Revenues from Canada Conditional Grants 1,160,793$
Revenues from User Fees and Service Charges 300,793$
Revenue from Tax Levy/Other Sources 7,930,645$
Total Expenditures (After adjustments)14,604,380$
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Summary of Staffing for Human Services
Position Number of Staff
Director of Human Services 1
Manager 5
Supervisors of Affordable Housing 3
Supervisor of Family and
Children’s Services
1
Client Service Workers 25
Support Clerks 8
Family Support Worker 1
*Converted to yearly wages based on a 35-hour work week
Contracted Services
No contracted services
Union Contracts
33 Union workers in Human Services (i.e. combined between Childcare, Ontario Works,
and Social Housing) through CUPE.
Assets
Human Services staff work out of the same office at the Oxford County Administration
Building in Woodstock. Outreach service offices are located throughout the County.
Asset Management Plan/Practices
Not applicable
Capital Budget Policies/Practices
Not applicable
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Long-term Care homes (senior services)
Municipalities Providing Long Term Care Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
General Description
Long-term care homes are health care facilities designed for adults who need access to
on-site 24-hour nursing care, frequent assistance with activities of daily living (i.e.
eating, bathing, toileting, etc.) and monitoring for safety or well being. They a re also
known as nursing homes, charitable homes, or municipal homes for the aged.
Residents live in long-term care homes full-time.
Woodingford Lodge is the municipally owned and operated (Oxford County) not -for-
profit long-term care provider in the County, with locations in Woodstock, Ingersoll, and
Tillsonburg. These facilities provide a total of 224 long -term care beds and 4 short stay
beds. (Woodstock 157 L.T.C. beds, 3 short stay, Tillsonburg 33 L.T.C. beds and 1 short
stay and Ingersoll 34 L.T.C.)
Legislative Framework
The Long-Term Care Homes Act (L.T.C.H.A.), 2007 came into force in 2010. All long -
term care homes in Ontario are governed by this one piece of legislation to help ensure
that residents of long-term care homes receive safe, consistent, high-quality, resident-
centred care. This legislation requires homes to have plan or policy in place to comply
with the L.T.C.H.A. It also sets out Residents Bill of Rights to well being and safety.
Requirements for providing a safe and secure environment for residents as well as
minimum programs, responsive behaviors, recreational activities, etc. are provided.
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Level of Service
Wait List
Expenditure (Operating) Information
Note: Source is 2018 F.I.R. data. Variations in F.I.R. data between municipalities are discussed in section 1.2
Median number of days people waited to move into a long-term care home, above or below Provincial Average wait time
Fiscal Year Ontario, Community
(Days)
Woodingford Lodge -
Ingersoll
Woodingford Lodge -
Tillsonburg
Woodingford Lodge -
Woodstock
2012/13 165 Above Average Number too small to report Above Average
2013/14 154 Number too small to report Above Average Below Average
2014/15 135 Number too small to report Number too small to report Above Average
2015/16 132 Number too small to report Above Average Above Average
2016/17 149 Number too small to report Above Average Above Average
2017/18 163 Below Average Above Average Above Average
Data source: Modernized Client Profile Database, provided by the Ministry of Health and Long-term Care.
Beds per Capita (above 65 Years of Age)
Municipality 2016 Census
Population (above 65)
Number of
Beds
Beds per capita
(above 65)
Beds per 1,000 Population
(above 65)
Oxford County 20,680 228 0.011 11.025
Ontario 2,251,655 78,247 0.035 34.751
Beds per Capita (above 75 Years of Age)
Municipality 2016 Census
Population (above 75)
Number of
Beds
Beds per capita
(above 75)
Beds per 1,000 Population
(above 75)
Oxford County 9,320 228 0.024 24.464
Ontario 985,270 78,247 0.079 79.417
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments Per
Capita
County $19,206,772 $652,723 $2,884,300 $1,403,484 $178,671 $0 $1,341,330 $25,667,280 $1,229,179 $0 $26,896,459 $235
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $318 $0 $0 $0 $0 $318 $0 $0 $318 $0
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Woodstock $2,827 $0 $14,953 $16,076 $0 $137,700 $77,748 $249,304 $0 $2,390 $251,694 $6
Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $19,209,599 $652,723 $2,899,571 $1,419,560 $178,671 $137,700 $1,419,078 $25,916,902 $1,229,179 $2,390 $27,148,471
Schedule 40 - Expenses
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Revenue (Operating) Information
Note: Source is 2018 F.I.R. data. Variations in F.I.R. data between municipalities are discussed in section 1.2
Staffing/Resources
• 326 Total employees (314 currently active)
o 121 FT employees
o 202 PT employees
o 1 contract employee
o 2 casual employees
o 50 non-union employees
o 276 union (Unifor employees)
Contracted Services
Contracted services at Woodingford Lodge include Pharmacy and Physiotherapy
services.
Union Contracts
There are 276 Union positions for Long-term Care services.
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $11,857,509 $0 $0 $5,760,078 $0 $0 $0 $161 22%
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 0%
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a
Woodstock $0 $0 $0 $0 $0 $0 $0 $0 0%
Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a
Total $11,857,509 $0 $0 $5,760,078 $0 $0 $0
Schedule 12 - Revenues
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Assets
Summary of Major Assets for Long Term Care Services
Asset Class Description
Facilities Woodstock: 300 Juliana Drive
Ingersoll: 325 Thames Street S
Tillsonburg: 52 Venison Street
Asset Management Plan/Practices
As Long-term Care is a municipally owned and operated service, major assets are
included in the County’s asset inventory database. Asset information includes
acquisition date, estimated useful life, and replacement cost based on future anticipated
lifecycle costs.
Capital Budget Policies/Practices
Capital replacements are included in the annual budgeting process as required based
on the asset management inventory information.
Best Practices & Trends
Woodingford Lodge achieved the prestigious Best Practice Spotlight Organization
(B.P.S.O.) designation from the Registered Nurses' Association of Ontario (R.N.A.O.).
Woodingford Lodge is one of just 22 long-term care organizations within Ontario to
receive this designation.
As the demographics of Ontario shift, a larger share of the population will be 75 years
and older. As a result, there will be increased demand for Long-term Care spaces.
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Parks and Recreation
Municipalities Providing Parks and Recreation Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Indirect Indirect Mixed Mixed Indirect Mixed Mixed Mixed
General Description
Parks
Municipal Parks Services often describes the responsibility for design, development,
maintenance and operation of public parks (e.g., parks, open space, trails, public
squares, horticulture and landscaping, etc.) and outdoor recreation amenities (e.g.,
sports fields, playgrounds, hard-surface courts, water play facilities, etc.).
Responsibilities for municipal parks generally fall under the purview of either Parks and
Recreation Departments or Public Works Departments.
These services are often closely linked with provision of recreational trails and
pathways. For the purposes of this service delivery review, trails are discussed in a
separate service profile, but may be referenced herein due to natural intersection of
responsibilities.
Rather than have staff or a dedicated board oversee various community halls in rural
communities, municipalities should consider creation of a caretaker position to support
these facilities.
Recreation
Municipal Recreation Services often describes the facilities, programs and services
offered within public recreation facilities such as recreation centres, arenas, community
halls, etc. Some examples of recreation services may include drop -in facility use (e.g.,
open gymnasium time, public skating, fitness classes), registered programming (e.g.,
swimming lessons, dance classes, etc.) and provision of space to local community
groups for uses such as minor hockey or soccer, among others. Responsibilities for
municipal recreation generally fall under the purview of either Community Services
Departments or Parks and Recreation Departments. Although some of the area
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municipalities provide direct recreation services through registered programs, there is
always a reliance on not-for-profits and private organizations to support a variety of
recreation offerings in any municipality.
Recreation Services also generally involves coordination, planning and facilitation of
community events, done in coordination with Cultural Services (if provided through a
separate department). Cultural Services are discussed in a separate service profile but
may be referenced herein due to natural intersection of responsibilities.
Parks and Recreation Services are a public service traditionally provided or supported
by Ontario municipalities. These services provide residents and visitors with
opportunities to interact with nature, participate in physical activity, build social
connections within the community, explore new recreational pursuits, and many more
individual and community benefits.
Description of Service Delivery Models
Municipality
Department Name
Service Delivery Type
Blandford-Blenheim
Community Services
Indirect
Community Development Model: Provide in-kind space to community groups
and volunteers. Partner with Lions Club, Oxford Early Years, fitness instructor
and school boards for facilities and services.
East Zorra-
Tavistock
Clerks, Public Works,
Building Drainage
Indirect
The Township employs different operational models within its various
communities. In Tavistock, facility maintenance and recreational programming is
contracted to a third-party with municipal representation on a committee. Minor
Baseball maintains the park in Innerkip, while the municipality operates the hall.
The Lions Club provides services in Hickson.
Ingersoll
Parks & Recreation
Mixed (Direct / Indirect)
Town staff facilitate day camps, child/youth programs, lessons, fitness classes
and workshops.
Norwich
Community Services
Public Works
Mixed (Direct / Indirect)
Town staff work with community partners and volunteers to deliver recreational
programs and services. Otterville outdoor pool is programmed and operated
seasonally by Township employees. Township staff are also responsible for the
Norwich Community Centre and maintain the parks including sports fields.
South-West Oxford
Public Works
Indirect
The Township provides support and leadership to local volunteer committees
and service clubs to improve use and operation of Township facilities and
programs. Township also provides funding to offset rentals costs of local
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Municipality
Department Name
Service Delivery Type
organizations using external facilities. Concurrently with this service review, the
Township is going through the process of establishing a dedicated Parks
Department.
Tillsonburg
Recreation, Culture &
Parks
Mixed (Direct / Indirect)
Town staff program and operate the health club, indoor aquatic centre and arena
as well as within area schools. Programs offered include swimming lessons,
leadership courses, adult and general interest courses, fitness classes, youth
programs, day camps and facility rentals.
Woodstock
Parks & Recreation
Mixed (Direct / Indirect)
City staff program and operate municipal recreation facilities such as the indoor
aquatic centre, arena, sportsplex and community centre. Programs offered
include swimming lessons, child and youth programs, leadership courses, day
camps as well as adult and general interest offerings.
Zorra
Recreation &
Facilities
Mixed (Direct / Indirect)
The Township provides a variety of recreation programming at facilities such as
community centres, libraries, parks and the outdoor pool. Also partner with the
Boys and Girls Club of London to deliver youth programs in the area. Volunteers
operate rural halls.
Oxford County No role in parks and recreation services.
Parks Operations
General Responsibilities for Parks Maintenance
Municipality Grass Cutting Frequency and
Responsibility
Field Lining Responsibility
Blandford-
Blenheim
Weekly: all parks (minimum) including offices,
fire halls, and Township shops.
Sports Fields: reviewed by staff and if over 4.5
inches will be cut down to 3 inches.
Staff drag fields, users line them
East Zorra-
Tavistock
Third-party and volunteers are responsible for
grass cutting
Third-party and volunteers are
responsible for lining
Ingersoll Up to twice weekly: sports fields
Weekly: parks
Municipal staff
Norwich Twice weekly: sports fields (Community
Development Services)
Weekly: parks (some contracted),
playgrounds, public spaces, municipal office,
conservation areas, halls, libraries, fire halls,
cemeteries (contracted)
CDS staff complete diamond
maintenance twice weekly (weather
dependent); individual lining is done
by groups
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Municipality Grass Cutting Frequency and
Responsibility
Field Lining Responsibility
Bi-weekly: roadway islands and parking lots
(contracted)
Monthly: retention ponds and wood lots
(contracted)
South-West
Oxford
All grass cutting is currently contracted
approximately once weekly, but more
frequently in growing season.
Volunteers are responsible for field
lining
Tillsonburg Twice weekly: sports fields (contracted)
Weekly: parks (contracted)
Staff drag and line the fields, users
augment lining when required
Woodstock Parks: 10-day cycle (City staff)
Sports Fields: Twice weekly (City staff)
City staff line ball diamonds and
contractor lines soccer fields
(managed by City staff)
Zorra Parks: weekly (contracted)
Sports Fields: minimum weekly, twice as
needed (contracted)
Staff drag diamonds, fields are lined
by users
Recreation Operations
General Operating Seasons for Major Recreation Facilities
Municipality Arenas – Operating Season / annual
hours
Pools – Operating Season / annual
hours
Blandford-Blenheim 29 weeks, 168 hours per week (113
non-prime, 55 prime). 72 hours per
week are rented.
N/A
East Zorra-Tavistock 38 weeks (managed by Tavistock
District Recreational Facilities Board)
N/A
Ingersoll 28 weeks, 112 hours per week Indoor Pool: All year (52 weeks)
Norwich 31 weeks, 119 hours per week N/A
South-West Oxford N/A N/A
Tillsonburg 2 indoor rinks (one is operated year-
round, the other from October to mid-
April). The outdoor ice pad is operated
from mid-December through mid-
March, weather permitting,
Indoor Pool: All year (52 weeks, 84
hours per week Sept to June and 49
hours per week July / August)
Outdoor Pool: Father’s Day to Labour
Day (10 am to 7 pm)
Woodstock 3 ice pads: 1 rink is year-round (90
hr/week); 1 rink operates for 10
months (75 hr/week), 1 rink operates
for 6 months (70 hr/week)
Indoor: 1 pool operates for 50 weeks
(96 hr/week)
Outdoor: 1 pool operates for 9 weeks
(62 hr/week)
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Municipality Arenas – Operating Season / annual
hours
Pools – Operating Season / annual
hours
Zorra 2 arenas: Embro 32 weeks, 110
hr/week, Thamesford 31 weeks, 110
hr/week
Outdoor Pool: June 15 to Sept 1, 70
hours per week
Legislative Framework
Planning Act, R.S.O. 1990, c. P13
There are several provincial and municipal regulations, policies and guidelines
governing the acquisition and location of parkland. The Ontario Planning Act establishes
a framework for the dedication of parkland and possible alternatives for the dedication
of land for park and recreation purposes. Most notably, the County’s Official Plan sets
out policies for parkland dedication and development. These decisions are typically
administered by local / County Planning Departments.
Note: Through Bill 108 (which is awaiting regulations after receiving Royal Assent in
June 2019), the Province is proposing significant changes to the Planning Act. The
proposed amendments will combine all growth-related parks, recreation and library
charges – including development charges, cash-in-lieu for parkland dedication and
bonusing provisions (Section 37 of the Planning Act) – into a single community benefits
charge. Additional changes are being proposed to the alternate parkland dedication
rate.
County of Oxford Official Plan
The County of Oxford Official Plan is the policy document that establishes the overall
land use strategy for both the County and the eight area municipalities that comprise the
County. The policies and schedules contained within the Official Plan establish
requirements for various land uses (including parks), set out how cultural heritage
resources are to be protected and help guide municipal decisions with respect to
infrastructure, public services and other investments.
Relating specifically to parkland and recreation facilities, the County Official Plan
provides definitions of parkland classifications, development standards, acquisition rates
and development-specific policies. These policies and schedules apply differently
throughout the area municipalities with significant variation between urban and rural
settlement areas.
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There are no legislated requirements pertaining to the provision of public recreation
facilities. Facility and park design must be in accordance with the Accessibility for
Ontarians with Disabilities Act (2005) and in compliance with accompanying regulations
such as the Design of Public Spaces Standards.
Cemeteries Act, R.S.O. 1990, c. 4
The Ontario Cemeteries Act outlines the requirements for establishment of a cemetery
or crematorium; process for closing a cemetery; associated licenses; consumer
protection; trust funds; cemetery and crematorium operations; administration; and burial
sites. This is an important piece of legislation particularly as it applies to the
maintenance and operation of cemeteries, a task that many Oxford County Area
Municipalities – through parks and public works departments - are responsible for.
Parks By-laws
Area municipalities have passed Parks By-laws under the Municipal Act to regulate the
use and operation of parks, open spaces and recreation areas. These by-laws set out
the regulations for the use of the municipal parks, such as hours of operation and
permitted and prohibited activities.
Non-Legislated Supporting Documents:
Framework for Recreation in Canada
In 2015, the Framework for Recreation in Canada (FRC) was developed by the
Canadian Parks and Recreation Association (CPRA) together with Provincial / Territorial
Governments and their supporting Parks and Recreation Associations. The Framework
supports coordinated policies and practices in recreation and related sectors in Canada.
Its aim is to improve the wellbeing of individuals, communities and the built and natural
environments. The goals and related actions of the Framework should be considered by
Area Municipalities in the establishment of strategic actions and decision making related
to recreation, parks and cultural services. Several municipalities are formalizing the
goals of the FRC through development of Parks and Recreation Master Plans.
The goals of the Framework for Recreation in Canada include: Active Living; Inclusion
and Access; Connecting People and Nature; Supportive Environments; and Recreation
Capacity.
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Parks for All
Published in 2017, Parks for All is An Action Plan for Canada’s Parks Community. The
project was a result of collaboration between the Canadian Parks Council (CPC) and
the CPRA. This document aligns with and supports Connecting Canadians with Nature
as well as the Framework for Recreation in Canada, particularly the Framework’s third
goal “Connecting People and Nature”. The Action Plan focuses on how all Canadians
benefit from healthy parks and natural areas and shares the community’s vision and
goals for our parks. Parks for All includes a variety of perspectives that helped form a
distinct set of responsibilities and practices moving forward.
Parks for All is intended to unite the parks community through specific actions, priorities
and strategic directions. The plan is guided by four strategic directions: collaborate,
connect, conserve and lead.
Parks and Recreation Master Plans
Master Plans are developed to assist municipalities with review of existing services and
amenities and are intended to guide future planning with regard to current and future
populations. Municipalities are not required to complete Master Plans, but they are
becoming common practice and often provide support for funding opportunities. The
following Oxford County municipalities have completed Master Plans or similar studies:
• Township of Blandford-Blenheim Parks & Recreation Master Plan (2014);
• Town of Ingersoll Multi-Use Recreation Complex Study (2017)
• Township of Norwich Parks Master Plan (2017)
• Town of Tillsonburg Community Parks, Recreation & Cultural Strategic
Master Plan (2011)
• City of Woodstock Recreation Facility Needs Study (2014)
• Township of Zorra Recreation, Arts & Culture Master Plan (2018)
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Expenditure (Operating) Information
The chart below illustrates annual spending on parks and recreation services in Oxford
County Area Municipalities.
Expenses for Parks and Recreation Services (2018)
Source: 2018 FIR Schedule 40
Note: costs above include Parks, Recreation Facilities and Recreation Programs
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Parks
Parks Expenditures Per Capita (2018)
Municipality Parks Expenditure
(2018)
Expenditure per
hectare of Parkland
Expenditure
per Capita
Blandford-Blenheim $157,236 $9,304 $21
East Zorra-Tavistock $281,834 $21,680 $47
Ingersoll $890,564 $15,635 $71
Norwich $273,124 $6,466 $25
South-West Oxford $170,968 $15,117 $22
Tillsonburg $753,913 $11,824 $47
Woodstock $2,656,151 $17,567 $65
Zorra $97,203 $3,739 $12
Average $660,124 $2,269,852 $39
Source: 2018 FIR Schedule 40
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments Per
Capita
County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Blandford-Blenheim $333,675 $42,569 $287,586 $33,911 $0 $0 $282,928 $980,669 $0 $0 $980,669 $133
East Zorra-Tavistock $52,633 $7,864 $488,957 $290,909 $0 $900 $151,412 $992,675 $0 $0 $992,675 $164
Ingersoll $2,388,991 $1,479 $997,774 $99,327 $19,134 $0 $463,578 $3,970,283 $0 $201,460 $4,171,743 $315
Norwich $710,941 $54,761 $475,041 $0 $0 $0 $257,709 $1,498,452 $0 $133,019 $1,631,471 $136
South-West Oxford $14,535 $0 $280,940 $3,748 $0 $0 $81,705 $380,928 $0 $0 $380,928 $50
Tillsonburg $2,459,951 $148,263 $1,198,511 $430,875 $0 $0 $441,072 $4,678,672 $190,884 $0 $4,869,556 $292
Woodstock $4,154,428 $120,606 $2,517,028 $320,069 $33,428 $16,420 $1,370,400 $8,532,379 $0 $460,495 $8,992,874 $209
Zorra $615,854 $0 $572,834 $0 $0 $40,737 $190,466 $1,419,891 $0 $0 $1,419,891 $182
Total $10,731,008 $375,542 $6,818,671 $1,178,839 $52,562 $58,057 $3,239,270 $22,453,949 $190,884 $794,974 $23,439,807
Schedule 40 - Expenses
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Recreation
Recreation Expenditures Per Capita (2018)
Municipality Recreation
Expenditure (2018)
Expenditure per sf of
major recreation
amenities
Expenditure
per Capita
Blandford-Blenheim $823,433 $17 $111
East Zorra-Tavistock $710,841 $17 $118
Ingersoll $3,281,179 $31 $260
Norwich $1,358,347 $17 $123
South-West Oxford $209,960 $10 $27
Tillsonburg $4,115,643 $30 $257
Woodstock $6,336,723 $35 $155
Zorra $1,322,688 $16 $170
Average $2,269,852 $22 $153
Source: 2018 FIR Schedule 40
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Revenue (Operating) Information
The chart below illustrates annual revenue generated from parks and recreation
services in Oxford County Area Municipalities.
Revenue for Parks and Recreation Services (2018)
Source: 2018 FIR Schedule 12
Note: revenues above include Parks, Recreation Facilities and Recreation Programs
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $0 $0 $0 $0 $0 n/a
Blandford-Blenheim $3,546 $0 $0 $246,920 $176,400 $0 $0 $58 25%
East Zorra-Tavistock $0 $0 $0 $511,930 $0 $0 $0 $85 52%
Ingersoll $36,575 $19,761 $0 $801,987 $137,000 $0 $0 $79 20%
Norwich $0 $0 $0 $313,081 $150,000 $57,408 $0 $47 21%
South-West Oxford $0 $0 $0 $168,167 $67,567 $0 $0 $31 44%
Tillsonburg $64,353 $0 $1,590 $1,160,039 $0 $52,625 $3,765 $80 25%
Woodstock $23,803 $26,858 $44,826 $1,639,689 $0 $0 $0 $42 19%
Zorra $0 $0 $0 $482,878 $150,000 $0 $0 $81 34%
Total $128,277 $46,619 $46,416 $5,324,691 $680,967 $110,033 $3,765
Schedule 12 - Revenues
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Parks
Parks Revenues Per Capita (2018)
Municipality Parks Revenues
(2018)
Revenues per
hectare of Parkland
Parks Revenues
per Capita
Blandford-Blenheim $9,257 $548 $1.25
East Zorra-Tavistock $0 $0 $0.00
Ingersoll $37,519 $659 $2.98
Norwich $155,4261
$5,426
$3,680
$128
$14.13
$0.49
South-West Oxford $0 $0 $0.00
Tillsonburg $61,360 $962 $3.84
Woodstock $125,507 $830 $3.07
Zorra $12,085 $465 $1.55
Average $50,144 $1,060 $3.35
Source: 2018 FIR Schedule 12
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Recreation
Recreation Revenues Per Capita (2018)
Municipality Recreation Revenues
(2018)
Revenues per sf of
major recreation
amenities
Recreation Revenues
per Capita
Blandford-Blenheim $417,609 $8.85 $56.44
East Zorra-Tavistock $511,930 $11.96 $84.70
Ingersoll $957,804 $9.11 $76.03
Norwich $365,063 $4.56 $33.18
South-West Oxford $235,734 $11.58 $30.76
Tillsonburg $1,221,012 $8.98 $76.31
Woodstock $1,609,669 $8.80 $39.35
Zorra $620,793 $7.38 $79.71
Average $742,452 $8.90 $59.56
Source: 2018 FIR Schedule 12
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
1 This number includes a $150,000 Ontario Grant (not a typical revenue source). The
second line calculation excludes this amount.
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Staffing / Resources
Staffing resources vary significantly depending on the service delivery model applied in
each local municipality (i.e., direct or indirect), historic staffing levels, as well as size and
scope of major recreation amenities. Staffing costs are generally lower in municipalities
using the indirect service delivery method, as these employees assist with coordination
and provision of space, rather than the administrative and operational tasks associated
with direct service provision. Conversely, direct service delivery requires significantly
greater staff resources including program planning, scheduling, registration,
maintenance, additional customer service, staff recruitment and training, among others.
Staffing for Parks and Recreation Services (2018)
Municipality
Full-Time
Funded
Positions
Median
Annual
Salary
Part-Time
Funded
Positions
Median
Hourly
Wages
Casual /
Seasonal
Employees
Median
Hourly
Wages
Blandford-
Blenheim 4.5 $49,909 4 $14.98 8 $14.05
East Zorra-
Tavistock 0 N/A 0 N/A 9 N/A
Ingersoll 18 $65,392 52 $25.56 26 $18.90
Norwich 7 $49,330 13 $26.11 11 $16.49
South-West
Oxford 0 N/A 1 N/A 0 N/A
Tillsonburg 29 $65,000 22 $18.17 35 $14.94
Woodstock 38 $79,957 70 $17.26 82 $15.76
Zorra 6 $57,397 4 $21.66 27 $13.58
Average 13 $61,164 21 $20.62 25 $15.62
Source: 2018 FIR Schedule 80A and wage data provided by area municipalities
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Exclusions: Full-time management positions have not been summarized in the table below. The
organizational structure in each municipality varies significantly making it difficult to compare salaries and
wages for employees supervisory or management roles.
As can be seen in the table above, salaries and wages for parks and recreation
employees vary significantly across the eight area municipalities. There are a variety of
factors to consider in this comparison including: departmental responsibilities; support
from volunteers; number of employees per department or service area; use of
contracted services; presence of unions; quantity of park and facilities; municipal
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population; service level standards; the presence of service boards; support from
community groups; and historic agreements, to name a few.
Contracted Services
Many of the Area Municipalities contract parks and recreation services in some
capacity. According to 2018 Financial Information Returns, the only exceptions to this
are Norwich and Zorra, which provide all services in-house. Annual expenses (2018) for
contracted parks and recreation services have been summarized in the table below.
Summary of Contracted Parks and Recreation Services in Oxford County and Area
Municipalities (2018)
Municipality
Contracted
Services
Expense
Details
Blandford-Blenheim $33,911 Minor and specialized maintenance (e.g., snow removal,
waste removal, etc.)
East Zorra-
Tavistock $290,909
The Tavistock & District Recreational Facilities Board is
responsible for the operation and maintenance of the
following facilities: Tavistock & District Recreation Centre,
Tavistock memorial Hall, Tavistock Queens Park and
Tavistock Bender Subdivision Park.
Ingersoll $103,227 Minor and specialized maintenance (e.g., HVAC repairs,
garage removal, etc.)
Norwich $25,000 Grass cutting at select parks, open spaces and facilities
(This expense was not captured in the 2018 FIR)
South-West Oxford N/A N/A
Tillsonburg $443,485 Grass cutting and minor and specialized maintenance (e.g.,
repairs, port-a-potties for special occasions, etc.)
Woodstock $473,621
Street trees, snow clearing, line painting, portable toilets,
Molok garbage removal, third-party annual playground
inspection program
Zorra $63,075 Grass cutting and snow removal
Source: 2018 FIR Schedule 40
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
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Union Contracts
Summary of Union Contracts in Oxford County and Area Municipalities
Municipality Union Details – Unionized Staff
Blandford-
Blenheim
N/A N/A
East Zorra-
Tavistock
N/A N/A
Ingersoll CUPE Local 107 Fitness instructors, public works, parks and recreation
maintenance
Norwich CUPE Local 1589 14 Employees total from Community Services and
Public Works
South-West Oxford N/A N/A
Tillsonburg N/A N/A
Woodstock CUPE Local 1146
Outside
CUPE Local 1146
Inside & PT
10 Parks staff, 12 FT Recreation staff (arena, aquatics,
facility), 65 PT staff (arena, aquatics, facility)
Zorra N/A N/A
Assets
The table below provides a summary of all major recreation infrastructure within each of
the eight area municipalities. Minor amenities such as playgrounds, sports fields, hard -
surface courts and spray pads are excluded from this summary.
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Inventory of Major Recreation Facilities in Oxford County and Area Municipalities (2018
DC estimates)
Municipality Arena /
Ice Pad
Deep
Water
Aquatic
Facilities
Recreation
Complex
Community
Hall
Total Major
Recreation
Amenities
Total
Floor
Area (sf)
Blandford-
Blenheim 1 -- -- 2 3 47,173
East Zorra-
Tavistock 1 -- 1 2 4 42,802
Ingersoll 1 1 1 3 6 105,168
Norwich 1 1 1 3 6 80,000
South-West
Oxford -- -- -- 5 5 20,352
Tillsonburg 3.5 2 1 2 8.5 136,000
Woodstock 3 2 2 2 9 182,949
Zorra 2 1 2 3 8 84,137
Total 12.5 7 8 22 49.5 698,581
Source (floor areas): Development Charge Background Studies, 2018
Note: The Town of Tillsonburg has an agreement to lease a portion of the Bridges at Tillsonburg Golf
Course on an annual basis from December 1 through March 31 for use as a toboggan hill.
The table below provides a summary of municipal parkland inventories for each of the
eight area municipalities.
Parkland Provision in Oxford County and Area Municipalities (2018 DC estimates)
Municipality Parkland
(ha)
Provision Rate
(ha / 1,000 residents)
Blandford-Blenheim 16.9 2.3
East Zorra-Tavistock 13.0 1.7
Ingersoll 57.0 4.5
Norwich 42.2 3.8
South-West Oxford 11.3 1.5
Tillsonburg 63.8 4.0
Woodstock (2017) 1 151.2 3.7
Zorra 26.0 3.3
Total / Average 381.4 3.2
Source: Development Charge Background Studies, 2018
1 Parkland area calculation includes: District Parks, Community Parks, Neighbourhood
Parks and Parkettes
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Note: The Town of Tillsonburg maintains a parcel of land owned by the Long Point Region Conservation
Authority known as Cadman Park
Board Operated Facilities
A number of Oxford County area municipalities have agreements in place for Board
operation of municipal facilities.
Summary of Board Operated Facilities and Agreements in Oxford County Area
Municipalities
Municipality Facility Details of Agreement
Blandford-
Blenheim
N/A N/A
East Zorra-
Tavistock
Tavistock & District Recreation
Centre
Innerkip Park
Hickson Park
Pavillion
Tavistock District Recreation Committee (3rd
party)
Park run by Innerkip Minor Baseball
Hickson Recreation Committee
Lions Club
Ingersoll Seniors Centre The building is owned by the Town, the land
is leased from General Motors and the
Seniors Centre is board operated. The Board
of Directors operates the facility through an
annual operating grant from Ingersoll Town
Council.
Norwich Otterville Mill (historical site) and
Woodlawn Adult Recreation
Centre / Rail Museum (historical
site)
The Otterville Mill is operated by the
Historical Society under a lease agreement
with Norwich Township and the Woodlawn
Community Centre is operated by a Council-
appointed Board.
South-West Oxford Beachville Parks and Recreation
Committee, Brownsville
Community Centre (Hall) and
Park Committee, Dereham
Community Hall and Park
Committee, Foldens Hall and
Park Committee, Mount Elgin
Community Centre (Hall)
Committee, Mount Elgin Park and
Recreation Committee, Salford
Community Hall and Park
Committee, Sweaburg Parks and
All community halls in SWOX are Board-
Operated. The Township Hall, Parks and
Recreation Committees are deemed to be
standing committees of Council and are
established by the Township by By-law. The
Committees shall only exist as long as they
are authorized by By-law.
Council Committees are responsible for the
operation of Township facilities, development
and implementation of existing and future
programs through the use of good
governance, solid financial management and
community involvement.
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Municipality Facility Details of Agreement
Recreation Committee, Sweaburg
Lions Park Committee.
Tillsonburg Seniors Centre Town of Tillsonburg owns the Seniors
Centre, but the facility is programmed and
staffed by the Seniors Centre Organization.
The Town applies for the Seniors Centre
Operating Grant from the province.
Tillsonburg Soccer Complex Tillsonburg Minor Soccer Club maintains the
soccer club grounds and owns / operates the
Clubhouse. The land is owned by the Town.
Tillsonburg Hickory Hills Recreation Centre
and Baldwin Place Recreation
Centre
There are two neighbourhood-operated,
member-only recreation facilities that are
leased on long-term agreements from the
Town (Hickory Hills and Baldwin Place
Recreation Centres)
Tillsonburg Glendale High School
Gymnasium
The Community Gym at Glendale High
School was a joint project of the Thames
Valley District School Board and the Town.
An agreement is in place for shared used of
the facility.
Woodstock Southgate Seniors Centre Woodstock is responsible for the facility
shell, does snow removal and funds $95,000
of operating costs. Southgate is governed
and operated by a board of directors.
Zorra Harrington Hall The Harrington Area Community Association
manages rentals and fee collection for the
hall and also takes care of cleaning and
minor maintenance. Major maintenance and
capital planning, procurement and project
management is complete by Zorra staff.
Asset Management Plan/Practices
Summary of Asset Management Policies, Plans and Practices
Municipality Asset Management
Policy Asset Management Plan / Practices
Blandford-
Blenheim
Strategic Asset
Management Policy
(2019)
Asset Management Plan (2016). The arena, community
centre and 13 parks sites are identified in the plan. The
plan reviews physical site components (fences, stairways,
irrigation systems, etc.), recreation components
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Municipality Asset Management
Policy Asset Management Plan / Practices
(playgrounds, splash pads, benches, etc.), land site
components (landscaping, sports fields, etc.) and minor
park facilities (washrooms, concessions, etc.).
East Zorra-
Tavistock
Strategic Asset
Management Policy
(2019)
Strategic Asset Management Policy (2019). Green
infrastructure asset – an infrastructure asset consisting of
natural or human-made elements that provide ecological
and hydrological functions and processes and includes
natural heritage features and systems, parklands,
stormwater management systems, street trees, urban
forests, natural channels, permeable surfaces and green
roofs.
Ingersoll
Current Asset
Management Plan,
condition assessments
and maintenance
schedules
Comprehensive Asset Management Strategy and Plan
(2014). Parks and Recreation – only the Arena is included
in the report until Facility assessments have been
conducted to break the remaining Parks and Recreation
facilities into asset components with replacement values.
The arena needs immediate attention to fire protection
systems, the roof and some upgrades to the interior. Other
assets are in good condition with some playgrounds, ball
diamond lighting, parking lots and gym equipment needing
replacement in the near future.
Norwich
Strategic Asset
Management Policy
(2019)
Strategic Asset Management Policy (2019). Document
outlines: asset management policy statement, purpose of
the municipality’s commitment, vision, objectives, guiding
principles, scope and capitalization thresholds, financial
planning and budgeting, governance and continued
improvement.
South-West
Oxford
Strategic Asset
Management Policy
(2019)
Strategic Asset Management Policy (2019). Document
outlines: departments involved in review and
implementation, policy statements to guide the Township’s
asset management program, and key decision-making
principles.
Tillsonburg
Strategic Asset
Management Policy
(2019)
Comprehensive Asset Management Plan (2016). The Town
is responsible for a variety of capital assets including sports
fields, parks and playgrounds, equipment and furniture, ice
rinks and pools, parking lots and cemeteries. All Parks and
Open Space assets are currently ranked as “3” within the
priority classification and will be included in future updates
of the Asset Management Plan.
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Municipality Asset Management
Policy Asset Management Plan / Practices
Woodstock
Strategic Asset
Management Policy
(2019)
City of Woodstock Asset Management Plan (AMP) (2016).
The AMP lists replacement costs for arenas, pools, sports
fields, parks and the indoor aquatic centre as well as a
report card describing asset health and financial capacity.
Zorra
Strategic Asset
Management Policy
(2019)
Strategic Asset Management Policy (2019). Green
infrastructure asset – an infrastructure asset consisting of
natural or human-made elements that provide ecological
and hydrological functions and processes and includes
natural heritage features and systems, parklands, storm
water management systems, street trees, forests, natural
channels, permeable surfaces and green roofs
Oxford
County
Strategic Asset
Management Policy
(2019)
2017 Asset Management Plan. Policy has been developed
to assist with implementation of a comprehensive AMP in
alignment with strategic vision and mission, the
requirements of the Building Together Guide, and Ontario
Regulation 588/17. It outlines principles, governance
structure, budget process, capitalization thresholds and
commitment to engagement.
Capital Budget Policies/Practices
Capital budget policies and practices relating to municipal parks and recreation assets
are typically guided by asset management reports, community input, growth-related
needs, and parks and recreation master plans (where applicable).
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Parks and Recreation
Departmental Assignment of Parks and Recreation Responsibilities
Municipality Capital Assets Operations Permitting
Blandford-
Blenheim
Community Service Community Services Administration
East Zorra-
Tavistock
Parks & Recreation Parks & Recreation Parks & Recreation/Parks
Boards
Ingersoll Parks & Recreation Finance, Parks &
Recreation
Parks & Recreation
Norwich Community
Development Services
Community Development
Services
Community Development
Services
South-West
Oxford
Chief Building Official Public Works Treasurer
Tillsonburg Recreation, Culture &
Parks, Finance
Recreation, Culture &
Parks
Recreation, Culture & Parks
Woodstock Parks & Recreation Parks Parks & Recreation
Zorra Recreation & Facilities
Department
Recreation & Facilities
Department
Recreation & Facilities
Department
Trends & Best Practices
• Drop-in, self-scheduled and drop-in use of facilities to offer flexibility to users
and maximize use of space
• Registration levels for regularly scheduled, organized programs and activities
are also increasing
• The community hub model has become a popular model for provision of
service as they allow for operating, service and programming efficiencies as
well as a “one-stop-shop” for busy residents seeking value-added and time-
efficient methods of participating in recreation services
• Inclusion and accessibility are significant factors to consider in provision of
municipal parks and recreation services. Both from a customer service and
programming point of view as well as provision of space and accommodation
of barrier-free designs
• Increased demand on facility schedules and programming in response to elite
training and the long-term athlete development model (i.e., requirements for
additional use of space and more participants at one time)
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• Promotion of outdoor play and natural playgrounds are growing trends, with
multiple benefits cited by academic sources
• Aging populations and promotion of “age-friendly” opportunities: these trends
have increased demand for amenities such as seating, shade, water access,
washrooms, etc., which put additional strain on staff and facilities
• Staff resources are strained by issues with mental health, addition,
homelessness, in parks and recreation facilities.
• Climate change has a significant impact on operating seasons and functional
use of outdoor space
• A system of parks with a variety of designs and functions is a best practice in
parkland provision. Users are seeking different experiences based on age,
interest and ability. Residents and visitors also seek programming and
entertainment to animate these spaces through activities and events
• Environmental design and conservation are a growing trend. Some examples
of environmental facility design include green roofs, solar panels, energy
conservation, waste reduction, etc.
• Technology is increasingly being used by municipal parks and recreation
service providers to assist with administrative tasks such as registration and
scheduling as well as for communication and programming.
• Many municipalities are faced with aging recreation infrastructure and must
prioritize renewal and reinvestment projects alongside other civic works.
Some are combatting this issue through adaptive re-use of existing facilities
(e.g., convert an underutilized ice pad to a recreation centre or gymnasium)
• Maximizing existing assets and planning for multi-use designs are growing
trends in the industry. Municipalities are exploring non -traditional was to
maximize available space and accommodate multiple civic uses
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Libraries
Municipalities Providing Library Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔
General Description
Public libraries offer residents access to a wide variety of materials, resources and
services. Libraries encourage literacy in communities, offer employment resources,
provide tech help, foster social interaction and support lifelong learning.
Depending on the scope and size of the facility, services offered may include: traditional
collections (e.g., books, audio, video, etc.), access to and lending of technologies (e.g.,
computer access, early literacy stations, printing and copying, wireless internet to
connect personal devices, etc.), and non-traditional equipment lending (e.g., board
games, toys, tools, seeds, etc.). Libraries also offer programming, events, workshops
and opportunities for social interaction such as movie nights or “learn-to” series. Many
modern libraries have taken this a step further to provide users with “maker spaces” or
studios where they are encouraged to explore creativity and are supported in use of
facilities and amenities such as recording studios, 3D printing labs and design rooms.
Public libraries have also established a larger online presence through offerings such as
databases and digital subscriptions (Overdrive for eBooks or eAudio books, Hoopla for
digital movies, television shows, music, etc.) as well as eLearning opportunities such as
Universal Class and more.
Oxford County Library is responsible for library services in seven of the eight area
municipalities (Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, South-
West Oxford, Tillsonburg and Zorra) while Woodstock Public Library operates
independently. There are 15 physical library locations within the County (14) and
Woodstock (1) library systems. In the case of Oxford County and area municipalities,
the majority of library services provided fall within the traditional service delivery model
of lending and information support, although the Library also offers unique lending
collections such as hiking kits, kitchen utensils, small appliances and handheld tech
devices (launchpads, Chromebooks, etc.).
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Library services are an essential public service traditionally provided by Ontario
municipalities. These pieces of social infrastructure improve community wellbeing and
support community resilience through reduction of social isolation, empl oyment and
volunteer support, and provision of affordable access to education and literacy.
Legislative Framework
Libraries must conform to provisions of the Municipal Act, the Public Libraries Act,
Accessibility for Ontarians with Disabilities Act, and other relevant legislation and are
accountable to the communities they serve.
Public Libraries Act
The Public Libraries Act (R.S.O. 1990, CHAPTER P.44) is the legislative framework that
guides library services in Ontario. The Act supports provision of equal and universal
access to information and establishes free public library services in Ontario through
governance and regulations.
Key components of the Ontario Public Libraries Act (PLA) have been summarized
below. Specific discussion of relevance in Oxford County and Area Municipalities is
provided throughout the Service Delivery Review where applicable.
• Library Boards: under the Act, Ontario Public Libraries are required to be
operated under the management and control of a public library board. The A ct
dictates board powers and duties as well as member eligibility and CEO
appointments.
• Public, Union and County Library Boards: the PLA describes situations where
one of three different types of library boards may be appropriate, depending
on the number of municipalities in agreement regarding creation of a board. In
the case of Oxford County, seven of eight area municipalities have
established a County Library Board while the City of Woodstock operates
under a separate Public Library Board.
• Library Fees and Finances: the requirements for appointment of a treasurer
and financial responsibilities of the library board are outlined by the PLA. The
Act also describes library materials and services which cannot be charged a
borrowing fee or service fee.
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Accessibility for Ontarians with Disabilities Act (2005)
Libraries are subject to additional requirements under AODA. Public libraries must
provide accessible materials upon request, where they exist. Public libraries must also
make information available to the public about the availability of accessible materials,
upon request. Public libraries are not required to provide accessible format for special
collections, archival materials, rare books or donated materials.
Making libraries barrier-free has an impact on space requirements as well. Some
examples of accessibility accommodations include wider aisles, lower stacks,
accessible washrooms, barrier-free entrances and lower customer service or self-
service counters.
Non-Legislative Guiding Documents:
Two resource documents; Guidelines for Rural / Urban Public Library Systems, 3 rd
edition (2017) and Ontario Public Library Guidelines, 7 th edition (2017), are also
commonly used to guide library services. The intent of the guidelines are to assure that
regardless of geographic location or size, a public library is equipped to contribute to the
Ontario-wide public library infrastructure, to the greater benefit of its users and
community.
Ontario Public Library Guidelines
The Ontario Public Library Guidelines represent community-based, voluntary standards
for public libraries and public library services and public library development
opportunities in Ontario. The Ontario Public Library Guidelines Monitoring and
Accreditation Council is responsible for the development, monitoring and revision of the
guidelines and their scope covers the entire public library community.
The Oxford County Library is an accredited library through the Ontario Public Library
Guidelines. Accreditation is valid for five years and benefits the library system in many
ways including: enhancing the library’s profile, credibility and reputation; demonstrating
efficient and effective spending of public funds; demonstrating that the library is meeting
province-wide norms and providing quality services; and providing and realistic and
beneficial set of goals for staff and the public library board to work toward.
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Guidelines for Rural / Urban Public Library Systems
The guidelines are a developmental tool for rural / urban and county libraries expressed
as targets for a library to provide an appropriate level of service for its community. The
guidelines provide recommendations as to how library services should be provided
based on best practices and quantifiable, benchmarked guides.
These guidelines build upon and are supplementary to the previously described Ontario
Public Library Guidelines. They are to be used to evaluate and plan future library
services and are most applicable to the multi-branch rural / urban nature of many library
systems in Ontario.
Expenditure (Operating) Information
Expenses for Library Services (2018)
Source: 2018 FIR Schedule 40
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Note: The Burgessville Library is owned by Norwich Township, but leased to the County of Oxford.
Norwich branch is on Township property, with the building operated by the County of Oxford. Otterville
Library is owned and operated by the County of Oxford; however, Norwich Township helps pay the lease.
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total
Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total
Expenses
After
Adjustments
Total Expenses
Before
Adjustments
Per Capita
County $2,244,025 $25,332 $375,621 $23,394 $129,213 $0 $442,282 $3,239,867 $807,581 $0 $4,047,448 $47
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Norwich $2,029 $0 $9,146 $0 $0 $0 $617 $11,792 $0 $1,233 $13,025 $1
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Zorra $0 $0 $16,252 $0 $0 $0 $0 $16,252 $0 $0 $16,252 $2
Total County Library $2,246,054 $25,332 $401,019 $23,394 $129,213 $0 $442,899 $3,267,911 $807,581 $1,233 $4,076,725
Woodstock $1,868,736 $0 $504,083 $13,082 $0 $0 $306,071 $2,691,972 $0 $156,343 $2,848,315 $66
Schedule 40 - Expenses
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Revenue (Operating) Information
Revenues for Library Services (2018)
Source: 2018 FIR Schedule 40
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Per the Fees section of the PLA, public libraries are limited in their ability to impose fees
for programs, services or materials and modify existing revenue sources. As a result,
libraries rely heavily on grants and municipal support to fund their operations. The
funding formula for public libraries consists of a mixtu re of provincial and municipal
funding based on population sizes. This calculation has not been modified to meet
changing demographics and current demands since the 1990s.
As can be seen in the expenditure and revenue tables provided above, public librarie s
in Oxford County recoup 1.8% of their operating expenses through revenues, excluding
provincial and federal grants. This figure emphasizes the limitations imposed on
revenue sources by the Public Libraries Act and the heavy reliance upon external
funding sources and grants.
Many libraries have also been experiencing loss of revenue from overdue fines as a
result of digital collections. In 2018, the Oxford County Library eliminated fines
altogether.
Staffing / Resources
As a low-to-no cost public service, libraries rely heavily on operating efficiencies within
their staff complement as well as support from dedicated volunteers. Many in -branch
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalitie
s
User Fees and
Service
Charges
Ontario
Grants -
Tangible
Capital Assets
Canada
Grants -
Tangible
Capital Assets
Other
Municipalitie
s - Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service
Charges
County $161,654 $0 $0 $44,086 $0 $0 $0 $2 1%
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a
Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a
Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a
Zorra $0 $0 $3,500 $0 $0 $0 $0 $0 n/a
Total County Library $161,654 $0 $3,500 $44,086 $0 $0 $0
Woodstock $64,943 $0 $0 $40,556 $0 $0 $0 $3 2%
Schedule 12 - Revenues
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programs offered at both the Oxford County Library and Woodstock Public Library are
facilitated by staff members and volunteers or community groups.
If possible, operating efficiencies may be realized if part-time or full-time employees
could be scheduled to work at multiple sites. For example, one library staff member may
be scheduled to work Monday and Wednesday at one branch and Tuesday and
Thursday at a second branch in close proximity with complementary operating
requirements. It is noted that services required at each branch of Oxford Public Library
may vary and therefore it may be necessary to retain a larger complement of part-time
employees to maintain service levels. Operating hours and facility locations may pose a
barrier to consolidation of employees. Further review of community needs, demand and
operating hours may be required.
The table below summarizes the staffing levels suggested for branch libraries
depending on the library classification estimates. Library branch classifications have
been estimated using the measurement tools provided within the Ontario Public Library
Guidelines, Seventh Edition.
Oxford County Library and Woodstock Public Library Staffing Level Summary
Classification Municipality (Library) Current Staff
Levels
Recommended Staff
Levels
Small Blandford-Blenheim
(Plattsville, Princeton)
East Zorra-Tavistock (Innerkip,
Tavistock)
Norwich (Burgessville,
Otterville)
South-West Oxford
(Brownsville, Mount Elgin)
Zorra (Embro, Harrington,
Thamesford)
No data on how the
Oxford County
Library staff
responsibilities are
divided among the
area municipalities
16.0 FT, 44.0 PT
Approximately 38
FTE
1.0 – 2.5 FTE (with library
competency)
Medium Norwich (Norwich)
Tillsonburg (Tillsonburg)
Same as small
above
2.5 – 5.0 FTE (professional
librarian or library
competency + other staff
with library competency)
Large Ingersoll (Ingersoll) Same as small
above
5.0 – 17.5 FTE
(professional librarian + 2
additional professional
librarians)
Urban Woodstock (Woodstock) 13 FT, 19 PT, 3 S
Approximately 23.5
FTE
17.5 FTE or more
(professional librarian + 2
additional professional
librarians)
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Review of current staff levels finds that both Oxford County Library and Woodstock
Public Library are properly staffed. Using an estimate of one part-time employee as a
0.5 full-time equivalent; the Oxford County Libraries current ly employ approximately
38.0 full-time equivalents (FTE). This is on par (38.0 FTE) with the guideline
recommendations for branch library systems when applied to the Oxford County Library
inventory. Woodstock Public Library is well-staffed when compared against
recommended guidelines for urban library branches, employing approximately 23.5 FTE
compared to the recommended 17.5 FTE.
The table below summarizes the median wage or salary rate per position type in each of
the library systems. As can be derived from the table, salaries and wages for library
employees between the two systems are comparable at all levels except for part-time
staff. This indicates that employees are compensated fairly and consistently within
Oxford County.
Median Salaries and Wages for Library Staff in Oxford County
Oxford County
Library
Woodstock Public
Library
% Deviation from
Median
Part-Time $26.34 $33.54 +/- 12%
Full-Time $34.04 $36.06 +/- 3%
Specialized Librarian $37.65 $38.36 +/- 1%
Director / CEO $113,235 $117,814 +/- 2%
The significant variation between the hourly wages for part-time and casual employees
across the two systems may party be explained by the fact that all Woodstock Public
Library employees are unionized whereas employees of Oxford County Libraries are
non-union.
Contracted Services
No contracted services were found for Library Services.
Union Contracts
All employees of the Woodstock Public Library are unionized members of CUPE Local
1146 – Library Unit.
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Assets
The Oxford County Library system includes 14 branch libraries distributed throughout
seven area municipalities; some buildings are owned by the Library, some by the local
municipalities (including shared use arrangements), and some are leased from other
sectors. Woodstock Public Library includes one main branch facility in the City of
Woodstock. The Oxford County Library is also responsible for one additional building
that serves as the library headquarters (but does not function as a public library branch).
Generally, the local Area Municipalities are responsible for the provision of space and
are responsible for capital infrastructure (i.e., library buildings), while the Oxford County
Library and Woodstock Public Library are responsible for staffing, programs and
collections within, under the governance of library boards.
The table below provides a summary of assets for each branch library (summarized by
Local municipality) including the square footage, collection size and weekly operating
hours available at each.
Oxford County Library and Woodstock Public Library Asset Summary (by branch library
location)
Municipality Library
Branches
Floor Area
(sf)
Floor Area
(sf per capita)
Operating
Hours (weekly)
Blandford-Blenheim Plattsville 3,000 0.55
(total) 25
Blandford-Blenheim Princeton 1,100 Same as above 15
East Zorra-Tavistock Innerkip 1,038 0.71
(total) 12
East Zorra-Tavistock Tavistock 4,300 Same as above 35
Ingersoll Ingersoll 12,160 0.97 59.5
Norwich Burgessville 800 0.75
(total) 15
Norwich Norwich 5,400 Same as above 35
Norwich Otterville 2,080 Same as above 12
South-West Oxford Brownsville 700 0.18
(total) 12
South-West Oxford Mount Elgin 676 Same as above 12
Tillsonburg Tillsonburg 8,714 0.54 60
Zorra Embro 800 0.67
(total) 12
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Municipality Library
Branches
Floor Area
(sf)
Floor Area
(sf per capita)
Operating
Hours (weekly)
Zorra Harrington 1,200 Same as above 9
Zorra Thamesford 3,217 Same as above 35
Oxford County Headquarters
(OCAB)
1,450 N/A N/A
Oxford County Storage in
Otterville
820 N/A N/A
Oxford County Storage in OCAB 500 N/A N/A
TOTAL 47,955 0.65 349
Woodstock Woodstock 23,606 0.58 63.5
Note: total collection size is as follows: 128,796 for Woodstock and 246,115 print and digital
items in County library collection (shared resource among all branch libraries)
The amount of space required by a public library depends on the unique needs of the
individual community. The assessment of local needs may be assisted by documents
such as the Ontario Public Library Guidelines and Guidelines for Rural/Urban Public
Library Systems, which provide several measures to assist libraries in future planning in
areas such as staffing, space, collection size, collection use and hours. A metric of 0.6
to 1.0 square feet per capita has been promoted within the sector. These traditiona l
benchmarks do not convey quality, convenience, or user satisfaction.
Library collections have changed significantly within the last ten years, as user demands
have partially shifted from hard copy borrowing to electronic access such as eBooks
and online subscriptions. This is reflected in the Development Charges Background
Study which identifies a 32% decrease in print materials such as books, newspapers
and magazines over the last ten years while digital collections such as eBooks and
Audiobooks have increased from 67 to 88,000 titles in the same timeframe.
Similar to the shift in collection demands, libraries have also experienced a shift in
demand for space and services. Although digital collections do not require space among
library stacks, members of the public rely upon libraries to provide accessible space for
social interaction, self-guided education and continuous learning opportunities such as
workshops and programs. Public libraries have done well to reimagine themselves
during the growth of new technology and shifting service demands to offer collections,
programs and services that meet community needs.
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Asset Management Plan / Practices
Summary of Asset Management Plans / Practices (Library)
Municipality Asset Management Plan / Practices
Oxford County Library Oxford County 2017 Asset Management Plan.
SWOX Library Collections have a single asset capitalization threshold of
$2,500.
Woodstock Public
Library
City of Woodstock Asset Management Plan (2016).
Library collections estimated to have a useful life of 7 years with a 2015-unit
replacement cost based on the Ontario Consumer Price Index, equating to
an overall replacement cost of $1,530,073.
Woodstock Public Library 2015 Total Replacement cost estimated at
$9,312,189.
Capital Budget Policies / Practices
The Oxford County Development Charge Background Study identifies a number of
capital investments in library infrastructure within the next 10 years. Capital investment
in libraries generally plans for expanded space in response to anticipated population
growth and capital repair / replacement, as necessary. An example of planned capital
budget expenses includes purchase of collection materials.
As was mentioned previously, a common provision standard for public libraries is 0.6 –
1.0 square feet per capita of net library space. Average library space provision among
the seven Oxford County Library area municipalities is 0.63 square feet per capita,
falling within the recommended range. Provision at the Woodstock Public Library falls
just below the industry target, providing 0.58 square feet of library space per capita.
These numbers indicate that both the Oxford County Libraries and Woodstock Public
Library should plan to expand their spaces and / or services in response to population
growth to ensure they remain within the recommended provision target.
Trends & Best Practices
• External service delivery is emerging as a trend in many municipalities.
Bookmobiles, literacy outreach and “pop-up libraries” are becoming popular
alternatives to traditional bricks-and-mortar libraries
• Co-location of facilities and services (e.g., library, recreation, culture, civic
space, etc.)
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• Resource-sharing and coordinated schedules between branches, as well as
consortium purchasing and interlibrary loans
• Facility booking / community use / expanded programming
• Public library services benefit from emerging and shared technologies
• Libraries as spaces for social services (e.g., blurring of lines of responsibility
for mental health, homelessness, additional issues)
• Community librarianship model allows libraries to tailor their services and
delivery to meet the unique needs of the community
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Cultural Services (museums, arts galleries, and performing
arts centres)
Municipalities Providing Cultural Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔
Archives Indirect Indirect Mixed Indirect Indirect Mixed Mixed Indirect
General Description
Direct cultural services in Oxford County and area municipalities are largely supplied by
private operators, service organizations and volunteers with the exception of a few
municipally owned and operated arts and cultural assets (i.e., museums and art
centres).
Indirect cultural services are present in each of the eight area municipalities, most
commonly through community celebrations and festivals such as Canada Day
celebrations, Christmas parades and art programs. Cultural services are also closely
linked with parks, recreation, tourism and other community services. Many of the local
area municipalities rely solely on support from external cultural service providers and
use community calendars and publications to promote available opportunities to
participate. The table below summarizes arts and cultural service provision by each of
the eight area municipalities, highlighting those with direct service.
Summary of Cultural Programs and Services in Oxford County and Area Municipalities
Municipality Service Delivery
Model Cultural Programs / Services / Assets
Blandford-Blenheim Indirect N/A
East Zorra-Tavistock Indirect N/A
Ingersoll Mixed
(Indirect / Direct)
Operate museum and offer museum programs, historic
tours, school programs (through Clerks Department).
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Municipality Service Delivery
Model Cultural Programs / Services / Assets
Norwich Indirect Operated by the Norwich and District Historical Society
(also responsible for archives), Town provides grant
support
South-West Oxford Indirect Restored Victorian-era building with local artifacts and
exhibits
Tillsonburg Mixed
(Indirect / Direct)
Offer programs such as lunch and learn, workshops,
Theatre Tillsonburg productions, theatre camps for
children and youth, art programs, studio space,
exhibitions, farmers market, Town special events, and
community organized events. The Town also has an MOU
with the Station Arts Centre / Craft Guild.
Woodstock Mixed
(Indirect / Direct)
Operate a museum and art gallery. Theatre Woodstock
(formerly Woodstock Little theatre) is operated by a third-
party but administered by the City through a cost-sharing
agreement. Offer community events, day camps, general
interest art programs, rentals, art shows, collections and
school tours
Zorra Indirect Embro Town Hall (Thistle Theatre) is booked for
community theatre performances, hosts a summer day
camp and can be rented by user groups.
Beachville District Museum (board operated, shared with
SWOX) is a restored Victorian-era building which offers
education programs and curated historical collections.
Oxford County Indirect Supports and promotes cultural services in area
municipalities
General cultural services are not required public services, except in cases where
significant natural, cultural or heritage features should be preserved, maintained and
promoted for community wellbeing. Arts and culture services are often provided and
supported by local arts communities and are able to thrive with promotional and in -kind
support from municipalities.
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Legislative Framework:
Ontario Heritage Act
The Ontario Heritage Act came into force in 1975 and gives municipalities and the
provincial government powers to preserve the heritage of Ontario. Its primary focus is to
protect heritage properties and archaeological sites.
The Ontario Heritage Act (s. 28) defines a heritage committee's statutory roles as
follows: To advise and assist the council on all matters relating to Part IV (Conservation
of Properties of Cultural Heritage Value or Interest) and on the identification of a
potential Heritage Conservation District under Part V. Municipalities are also required to
develop a Municipal Heritage Committee By-Law prior to establishment of a municipal
heritage committee.
County of Oxford Official Plan
The County of Oxford Official Plan Section 3.3 outlines Natural and Cultural Resource
Management Policies. This document includes an overview of goals for cultural
resource policies; heritage resources; and human-made constraints.
Non-Legislative Guiding Documents
Ontario Culture Strategy
In 2016, the Ontario Ministry of Tourism, Culture and Sport released Ontario’s first
Culture Strategy: Telling our stories, growing our economy. The Culture Strategy is
informed by and based on a comprehensive review of background information, a
thorough consultation program, and consideration of trends in cultural understanding,
programs and participation.
The four key goals of Ontario’s Culture Strategy are as follows: promote cultural
engagement and inclusion; strengthen culture in communities; fuel the creative
economy; and promote the value of the arts throughout government.
With many municipalities developing cultural plans, the Ontario Culture Strategy
provides a lens through which communities can understand provincial priorities and
work together to achieve broader priorities.
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Municipal Master Plans
Often done in concert with parks and / or recreation master plans, many municipalities
in Ontario have developed Arts and Cultural Master Plans to help guide support for and
investment in arts and cultural services. The purpose of arts and culture planning is to
prioritize and contribute resources that support local art, artists, vendors and all creative
workers. Although sometimes intangible, cultural stories and experiences help to
improve quality of life and connect communities. Successful cultural hubs can serve as
economic generators and revitalize areas of cultural significance. These master plans
offer recommendations on how to implement best practices and foster relationships with
the local arts and culture sector.
Within Oxford County, the Township of Zorra Recreation, Arts and Culture Master Plan
(2018) is the only dedicated cultural master plan that has been developed to date. The
Town of Tillsonburg has proposed funds in the 2020 budget for a Culture Master Plan.
Expenditure (Operating) Information
Expenses for Cultural Services (2018)
Source: 2018 FIR Schedule 40
Note: costs above include Museum and Cultural Services
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Note: Additional funding or culture grants in Tillsonburg ($10,000 in 2018) and the Tillsonburg District
Craft Guild MOU ($35,000 in 2018) are reported elsewhere in the F.I.R. data.
Revenue (Operating) Information
Rates and fees for municipal cultural services are typically set below cost recovery due
to community benefits associated with participation.
Salaries,
Wages and
Employee
Benefits
Interest on
Long Term
Debt Materials
Contracted
Services
Rents and
Financial
Expenses
External
Transfers Amortization
Total Expenses
Before
Adjustments
Interfunctional
Adjustments
Allocation of
Program
Support
Total Expenses
After
Adjustments
Total Expenses
Before
Adjustments Per
Capita
County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Blandford-Blenheim $0 $0 $0 $0 $0 $7,859 $0 $7,859 $0 $0 $7,859 $1
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Ingersoll $146,339 $0 $45,399 $3,900 $1,019 $53,036 $0 $249,693 $0 $13,277 $262,970 $20
Norwich $0 $0 $27,179 $0 $0 $0 $2,030 $29,209 $0 $797 $30,006 $3
South-West Oxford $0 $0 $0 $448 $0 $0 $3,895 $4,343 $0 $0 $4,343 $1
Tillsonburg $267,291 $0 $93,401 $12,610 $0 $0 $12,834 $386,136 $18,444 $0 $404,580 $24
Woodstock $856,107 $6,086 $520,295 $140,470 $0 $127,398 $305,014 $1,955,370 $0 $99,335 $2,054,705 $48
Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $1,269,737 $6,086 $686,274 $157,428 $1,019 $188,293 $323,773 $2,632,610 $18,444 $113,409 $2,764,463
Schedule 40 - Expenses
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Revenues for Cultural Services (2018)
Source: 2018 FIR Schedule 12
Note: Revenues above include Museum and Cultural Services
Note: variations in F.I.R. data between municipalities are discussed in section 1.2
Staffing/Resources
The municipalities of Ingersoll, Tillsonburg and Woodstock have employees dedicated
to cultural services. Many municipalities have employees within Parks and Recreation,
Tourism or Economic Development Departments that have a shared portfolio and job
descriptions (see Parks and Recreation Service Profile for more information).
Summary of Cultural Staffing in Oxford County and Area Municipalities
Municipality Full Time
Employees
Part Time
Employees
Seasonal
Employees
Blandford-Blenheim N/A N/A N/A
East Zorra-Tavistock N/A N/A N/A
Ingersoll 1.0 FTE 3.0 Part-time
Norwich N/A N/A N/A
South-West Oxford N/A N/A N/A
Tillsonburg 3.0 FTE 0.25 FTE (permanent
PT)
0.5 FTE summer
students
Woodstock 11.0 3.0 6-8 summer students
Zorra N/A N/A N/A
Municipal culture staff are commonly responsible for acting as a liaison between the
municipality and local service organizations, historical societies or volunteer groups.
They are able to support community festivals and events through provision of space,
Ontario
Conditional
Grants
Canada
Conditional
Grants
Other
Municipalities
User Fees and
Service
Charges
Ontario Grants
- Tangible
Capital Assets
Canada Grants
- Tangible
Capital Assets
Other
Municipalities -
Tangible
Capital Assets
Revenues per
Capita
Percentage of
Expense
Recovery from
User Fees and
Service Charges
County $0 $0 $0 $0 $0 $0 $0 $0 n/a
Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 0%
East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a
Ingersoll $7,976 $5,002 $0 $15,880 $0 $0 $0 $2 6%
Norwich $0 $0 $0 $0 $0 $0 $0 $0 0%
South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 0%
Tillsonburg $17,899 $0 $150 $29,123 $0 $0 $0 $3 8%
Woodstock $43,106 $64,640 $0 $149,663 $0 $0 $0 $6 8%
Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a
Total $68,981 $69,642 $150 $194,666 $0 $0 $0
Schedule 12 - Revenues
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assistance with promotion and coordination of permits, etc. Some are employed through
municipal museums, galleries or theatres.
Contracted Services
No contracted services were found for Cultural Services.
Several municipal cultural facilities are leased to community organizations for the
delivery of cultural services (e.g., Norwich, Tillsonburg, etc.).
Union Contracts
City of Woodstock cultural employees (summarized in Table 4) are all unionized. No
union contracts were found for Cultural Services in the seven remaining area
municipalities.
In Norwich unionized staff from Community Development Services are relied upon for
minor maintenance.
Assets
Not all Oxford County municipalities own and / or operate built cultural assets and some
are co-located with other municipal services such as the Embro Town Hall, which is
home to the Thistle Theatre but also includes a library branch and community space.
Summary of Major Cultural Assets Owned by Area Municipalities
Municipality Major Cultural Assets
Blandford-Blenheim N/A
East Zorra-Tavistock N/A
Ingersoll Ingersoll Cheese & Agricultural Museum (10:00 am – 5:00 pm Monday to
Friday, all year long)
Norwich Norwich Museum (capital and grant responsibility, CDS administrative staff);
Otterville Mill (lease agreement with the South Norwich Historical Society);
Woodlawn Community Centre (operated by a Council-appointed Board).
Outdoor facilities are seasonal from May to October; indoor facilities are year-
round and available for rentals scheduled by commu nity groups.
South-West Oxford Beachville District Museum (board-operated; partnership with Zorra)
Tillsonburg Annandale National Historic Site (Museum) is open from 9:00 – 4:00 Monday
through Friday and 1:00 – 4:00 on Sundays.
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Municipality Major Cultural Assets
Station Arts Centre (Board-operated) is open from 9:00 – 4:00 Monday through
Saturday.
Woodstock Woodstock Art Gallery (10:00 am – 5:00 pm Tuesday to Saturday, all year
long)
Woodstock Museum, National Historic Site (10:00 am – 5:00 pm Tuesday to
Saturday, all year long)
Theatre Woodstock (third-party operated)
Zorra Beachville District Museum (board-operated; partnership with SWOX)
Embro Town Hall (Thistle Theatre)
Board Operated Facilities:
A number of Oxford County area municipalities have agreements in place for Board-
Operation of municipal facilities. The details of these Boards and Committees as well as
their governance structures have been reviewed and summarized in the table below.
Summary of Board Operated Facilities and Agreements in Oxford County Area
Municipalities
Municipality Facility Details of Agreement
Blandford-Blenheim N/A N/A
East Zorra-Tavistock N/A N/A
Ingersoll N/A N/A
Norwich Norwich Museum Operated by Norwich and District Historical
Society through fundraising, provincial grant
support and a Township grant.
Norwich Otterville Mill Lease agreement with the South Norwich
Historical Society.
Norwich Woodlawn Community
Centre
Operated by a Council-appointed Board.
South-West Oxford Beachville District
Museum
Beachville District Museum Society (partnership
with Zorra)
Tillsonburg Station Arts Building,
Art Gallery
The Town has a Memorandum of Understanding
with the Tillsonburg District Craft Guild for tourism
and visitor services, which provides $40,000
annually. The Town is responsible for repairs and
maintenance to the building envelope and
mechanical systems (HVAC / plumbing / electrical
/ life safety).
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Municipality Facility Details of Agreement
Tillsonburg Theatre Tillsonburg (in
Norwich)
Theatre Tillsonburg owns and operates a
playground just outside of Tillsonburg but received
no support from the Town of Tillsonburg.
Woodstock Theatre Woodstock MOU for Theatre to pay half of utilities in lieu of
rent
Zorra Beachville District
Museum
Zorra Heritage Committee (partnership with
SWOX)
Asset Management Plan/Practices
Summary of Asset Management Plan / Practices (Culture)
Municipality Asset Management Plan / Practices
Blandford-
Blenheim
N/A
East Zorra-
Tavistock
N/A
Ingersoll Comprehensive Asset Management Strategy & Plan (2014). Museum
not included in report because component details were lacking,
resulting in less than usable asset management data. Building
assessments will be completed to collect the missing information.
Norwich Comprehensive Asset Management Plan (2016).
South-West Oxford None
Tillsonburg Annandale National Historic Site is included in the Town’s Asset
Management Plan as a Town Facility (priority 2).
Woodstock City of Woodstock Asset Management Plan (2016) includes 2015 total
replacement costs for the Woodstock Art Gallery and the Woodstock
Museum, both under the responsibility of Recreation and Cultural
Services.
Zorra Comprehensive Asset Management Plan (2013), Strategic Asset
management Policy (2019)
Capital Budget Policies/Practices
Capital budget policies and practices relating to municipal culture assets are typically
guided by asset management reports, community input, etc. In Tillsonburg there is a
Trust in place (managed by the Town) to receive funds for capital maintenance on th e
historic portion of the Annandale Site.
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Trends & Best Practices
• Blended system with municipalities responsible for maintaining major cultural
assets (often in partnership with stewardship organizations)
• Responsibilities for special events and programming are typically shared with
volunteers and non-profit organizations
• Municipalities provide space and support (e.g., public facilities and
administration), not direct service delivery (i.e., many municipalities do not
employ dedicated arts and cultural staff)
• Multi-use facilities that support multiple functions (e.g., library, community
stage, meeting space, etc.)
• Support local art and artists through public art installations, heritage tours /
walks, in-kind use of space for exhibitions or art creation
• Offer space for external (non-traditional) use such as farmers markets, yoga
classes, paint nights, etc.
• Increasing interest in local special events
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Trails
Municipalities Providing Trails Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
Support ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
At their discretion, each municipality is responsible for the design, approval,
development and/or implementation of off-road recreational trails on lands within their
jurisdiction, including local municipal parks and open spaces. In some cases, a
municipality may also engage in an agreement with others to help manage or maintain
trails in parks and open spaces, including those owned by the County or Conservation
Authority (e.g. City of Woodstock and Pittock Lake Conservation Area).
Trail networks in Oxford County are a complex combination of public and private
facilities, collectively supporting active transportation within and among area
municipalities. Each of the eight area municipalities provides public trails within their
parks and outdoor recreation sites, but some also contribute to large sections of
dedicated off-road trail routes, signed on-road routes, or natural paths and linear parks.
The County is not currently responsible for the design, development and/or
maintenance of any trails found within its boundaries. The majority of the trails are
maintained by representatives from the Oxford County Trails Council, area
Conservation Authorities, or local municipalities.
Recreational trails are an essential part of complete communities and a strong active
transportation network. A well-designed trails system provides residents and visitors
with a variety of avenues for travel for leisure and between community destinations
Legislative Framework
Ontario Trails Act
The purpose of the Ontario Trails Act (2016) is to: increase awareness about and
encourage the use of trails; enhance trails and the trail experience; protect trails for
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today’s generation and future generations; and recognize the contribution that trails
make to quality of life in Ontario. Specifically, the Act allows for the granting of
easements for trail purposes,
Use of trails may also be subject to legislation such as the Motorized Snow Vehicles
Act, Off-Road Vehicles Act, Occupiers’ Liability Act, Public Lands Act or Trespass to
Property Act. Trail design must be in accordance with the Accessibility for Ontarians
with Disabilities Act (2005) and in compliance with accompanying regulations such as
the Design of Public Spaces Standards.
Non-legislative Guiding Documents:
Ontario Trails Strategy
The Strategy (2005) is a long-term plan that establishes strategic directions for
planning, managing, promoting and using trails in Ontario. Core values outlined in the
strategy include:
• Respecting private and public lands, including agricultural lands, Crown lands
and the traditional land-use areas of Indigenous communities
• Protecting, conserving and appreciating the environment including cultural
heritage and natural heritage features
• Providing a variety of trail opportunities in keeping with the diverse nature of
Ontario’s population and visitors
• Valuing regional differences and supporting local decision-making
• Adopting good planning principles and approaches.
Oxford County Trails Master Plan
Each of the eight area municipalities support the Oxford County Trails Master Plan
(2014), which includes recommendations for planning, developing, designing,
maintaining, monitoring and promoting trail facilities in Oxford County over the next 20
years. The Trails Master Plan includes a series of maps to illustrate existing and
proposed facilities and routes to guide trail development throughout the County and
Area Municipalities. Trails illustrated on the maps which are under the jurisdiction of the
local municipalities include:
• Existing multi-use trails including those in parks and open spaces;
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• Existing on-road cycling facilities (e.g. bike lanes, signed-routes and paved
shoulders) on local municipal roadways; and
• Previously proposed on and off-road routes identified in local municipal plans
and policies adopted by local municipal Councils (e.g. City of Woodstock
Cycling Master Plan, Draft Innerkip Trail Map, etc.).
Supporting and Complementary Guiding Documents
Active transportation and recreational trails opportunities apply to a wide range of uses
such as walking, cycling, hiking, jogging, cross-country skiing and more. The facilities
required to support this form an integrated network of trails, pathways and routes all
thoughtfully designed to support active transportation and promote physical activity and
connections with nature. Municipalities may choose to develop additional plans and
studies to support active transportation and encourage connectivity. Some examples of
additional documents that may guide or influence trail development include
transportation master plans, cycling master plans, and municipality-specific trails master
plans (i.e., Tillsonburg Trails Master Plan, 2015).
Expenditure (Operating) Information
Operating expenses for recreational trails are not separate from Parks expenses in local
municipality Financial Information Returns (2018).
Revenue (Operating) Information
Operating revenue from recreational trails is not separate from Parks expenses in local
municipality Financial Information Returns (2018). Rates and fees are not typically
applied for use of recreational trails due to community benefits associated with
participation.
Staffing / Resource
Municipal trails are often overseen by the parks, recreation and / or public works
department, depending on the municipality and trail ownership / operating agreements.
In the case of Oxford County and Area Municipalities, staffing / resources and wage
data is not separated from parks in the municipal Financial Information Returns and
local municipality Development Charge Background Studies do not consistently address
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trails throughout the County. Staffing resources may be influenced by the Maintenance
Plan for Oxford Trails as outlined in the Oxford County Trails Master Plan.
Many area municipalities benefit from the support of dedicated volunteers. For example,
the Town of Ingersoll has struck a Recreational Trails Committee and trail development
throughout the County is supported by the Oxford County Trails Council. The Hickson
Trail in East-Zorra Tavistock is also proudly supported by a dedicated group of
community volunteers committed to expanding, maintaining and promoting trail use
throughout the County. The local Norwich group would also serve as a sub -committee
under the Oxford County Trails Council and would be responsible for trail construction,
operation and maintenance with support from the County and municipality.
Oxford County Trails Council
The Oxford County Trails Council is a community-based non-profit organization working
for the development, coordination, linking, preservation and use of trails in Oxford
County. The Council is a registered charity and serves as an umbrella organization to
support community trail groups in oxford County as a member of the Ontario Trails
Council.
Contracted Services
Agreements for trail maintenance exist between municipalities. For example, Oxford
County owned trails are operated and maintained by the Area Municipalities, who may
utilize a third-party organization for the same. For the Trans Canada Trail, Tillsonburg
maintains a portion of the trail owned by the County and shares costs with the County.
Another unique example involves the Upper Thames River Conservation Authority
(UTRCA) which has a North / South shore agreement with the City of Woodstock. The
City pays $195,000 for UTRCA staff to maintain the trail around Pittock Reservoir and
keep it open to the public. Further, there may be additional localized agreements, such
as a trail in Tillsonburg that passes through a golf course (the golf club maintains the
shared portion).
For further information, see details provided in Parks and Recreation service profile
regarding contracted general services for parks and trails maintenance / operation.
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Union Contracts
See details provided in Parks and Recreation service profile regarding union employees
and responsibilities for parks and trails maintenance / operation.
Assets
Trails in Oxford County and area municipalities are comprised of a mixture of municipal
assets, trails in conservation areas, the Trans Canada Trail and trails / pathways on
privately-owned lands.
Summary of notable trails and distances in Oxford County (municipal and non-
municipal)
Municipality Notable Trails and Distances Responsibility / Stewards
Blandford-Blenheim Chesney Conservation Area Trails (<2.0 km) Community Services
East Zorra-
Tavistock
(1.5 km linear paths
and trails)
Hickson Trail (5.5 km – over multiple
municipalities)
Community Volunteers
Hickson Trail Committee
Ingersoll Thomas Ingersoll Scenic Trail (2.5 km), John
Lawson Park Trail (2.75 km)
Total of 7.14 km over 4 trails
Parks & Recreation
Ingersoll Recreational Trails
Committee
Norwich Cedar Creek Wetland (Sweaburg Swamp),
Rock Mill Conservation Area (0.37km). Both
trails are located in the municipality, but not
owned or maintained by Norwich Township.
Upper Thames River
Conservation Authority
(Cedar Creek) and Long
Point Region Conservation
Authority (Rock Mill)
South-West Oxford Oxford Thames River Trail (2.0 km), Trillium
Woods Trail (1.0 km), Foldens Reforestation
Area, Lawson Tract / McBeth Tract (>2.0 km),
Hugh’s Tract, Dereham Wetlands Conservation
Area, Hawkins Tract, Sediment Ponds
Public Works and Local
Committees
Tillsonburg A total of 14.6 km of trails, including McLaughlin
Way (0.5 km), Trans Canada Trail. A portion of
the Carroll Trail is on land owned by the Bridges
at Tillsonburg Golf Course with a shared
maintenance agreement in place.
Recreation, Culture & Parks
Woodstock Vansittart Woods Trail (permits required
TVDSB), Husky Trail Pittock Conservation Area
(5.0km), Existing Trails in Roth Park (6.75 km)
and Millennium Trail System: [Rotary Trail (5.9
City of Woodstock
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Municipality Notable Trails and Distances Responsibility / Stewards
km), Lions Trail (1.72 km), Youth Start Trail (1.4
km)], Hickson Trail (5.5 km – over multiple
municipalities) South Shore (6.75 km).
The Pines – Woodstock Cycling Club (23.0 km)
Homestead (2.3 km), Shanna Larson (1.9 km),
Meadow (1.9 km), Patullo (1.4 km). Total 27.76
km
Zorra Wildwood Conservation Area Trails, Avon Trail
(19.0 km), Embro Pond Conservation Area
Trails (2.4km)
Upper Thames River
Conservation Area, Avon
Trail Hiking Association
Oxford County Trails in County-owned Forests (various) and
former railway corridors owned by the County
Norwich to Tillsonburg Trail (proposed 15 km)
Trans Canada Trail (~20 km from Tillsonburg to
Brant County border)
Douglas Carr Trail (1.5 km multi use path,
Ingersoll)
Public Works & Tourism
Oxford
Asset Management Plan / Practices
The Oxford County Trails Master Plan outlines an eight-step process for developing and
designing the trails network in Oxford County. This document details a summary of
existing conditions at the time of plan development (2014), establishes a set of
candidate routes, selects preferred routes for future development, defines the trails
network in Oxford County, discusses a County-wide trails network, identifies future
priorities and provides comment on using and adapting the Master Plan over the course
of the 20 year implementation period.
Capital Budget Policies / Practices
Planning for Trails in Oxford County over the next 20 years has been described in detail
through the County Trails Master Plan. The key priorities contained with the plan
include:
• Creating new trails in established neighbourhoods
• Trails in new development areas
• Trails in utility corridors and abandoned railway rights of way and unopened
road allowances
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• Trails in the official plan
• Trails and the Development Charges By-law
• Risk management and liability
• Land acquisition and securement strategies
The Master Plan also discusses implementation of a hierarchy of trails (level 1 through
4) and recommended amenities to be contained within each. For example, provision
targets for amenities such as parking, rest areas, washrooms, garbage, signage, water,
etc. are described and should be used to guide future trail development.
Trends & Best Practices
• Work in coordination with stewardship organizations, conservation authorities
and private developers to establish or promote trail linkages
• Implement planning documents such as Trails Master Plans to guide
development of different classes of trails over time
• Use signage, wayfinding, and promotion to encourage use of trails
• Balance prioritization and offer a variety of trail and pathway experiences
(e.g., hard surface, naturalized, etc.)
• With an aging population and increasing interest in active living, trail demand
is increasing
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Land-use Planning
Municipalities Providing Land-use Planning
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔
General Description
The County provides full range of municipal planning services (including GIS-based
planning information) for the County and Area Municipalities via a single harmonized
service. Some planning functions are carried out the local level and the County’s
planning staff/services are utilized (similar to contracting out the service). The County
deploys staff to each local municipality based on the demand/need for planning
services.
Decision making regarding zoning and site plans is a local responsibility which is
administered to a large extent through the County service: e.g. notice of complete
application, circulations for agency comment and public notices for all zoning
applications is undertaken by County admin staff while the notice of passing of a by-law
is forwarded via the Local Municipality. Similarly, the processing of applications for site
plan is currently undertaken at the County level for Woodstock and Ingersoll, while the
remaining municipalities do their own administration. Administration for all subdivision,
consent and Official Plan related applications is also administered by County staff. The
decision-making process related to these latter applications is integrated with the Local
Municipalities.
The County Official Plan (O.P.) serves as the O.P. for the County and area
municipalities, providing County-wide and local municipality specific policy direction in a
single, integrated document. There are no local municipal O.P.’s.
Site plans are approved at the Local Municipal level. Subdivisions and consents (where
requested by the Local Municipality) are presented to the municipality for
consideration/recommendation, however, both these applications are approved at the
County level. With respect to the prescribed consultation requirements of the Planning
Act in regard to planning applications, in Oxford County, public meetings are being held
at both the local and the County level for any applications requiring County Approvals.
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Policy development, growth management and related studies, and special projects
(natural heritage studies, source protection planning, etc.) are undertaken at the County
level; the County also provides planning support for local municipality planning-related
studies/projects (Community Improvement Plans, Urban Design Gu idelines, etc.). Note
that although professional planning services are primarily provided by the County, the
responsibilities remain at the local level, excepting land division (subdivision/condo
approval, land division). The details may vary by municipality, however the local
municipalities, through their administrative staff, produce and administer much of the
development process, such as Site Plan Agreements, Subdivision Agreements, etc.
Legislative Framework
The Planning Act is the provincial legislation that sets out the ground rules for land-use
planning in Ontario. The Planning Act describes how land uses may be controlled and
who may control them. This act provides for a land-use planning system led by
provincial policy and recognizes the decision-making authority and accountability of
municipal councils in planning. The act provides the basis for a variety of tools that
municipalities can use to facilitate planning for the future and emphasizes local
autonomy in decision making.
Section 77 sets out the Approval Authority at the County. This section, specific to
Oxford County, notes the following:
The County of Oxford may exercise all the powers of a lower-tier municipality under this
Act, and no lower-tier municipality in the County of Oxford shall, except as provided in
this section, exercise any powers under this Act;
The council of each lower-tier municipality in the County of Oxford shall be deemed to
be a committee of adjustment;
A lower-tier municipality in the County of Oxford, with some exceptions, may exercise
powers under Part IV (Community Improvement) and Part V (Land Use Controls and
Related Administration) of the Act. The County is responsible for Part VI (Subdivision of
Land);
A lower-tier municipality may pass a by-law constituting and appointing a committee of
adjustment other than their Council;
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If there is a conflict between a by-law passed by the County of Oxford and a by-law
passed by a lower-tier municipality in the exercise of power of a local municipality, the
by-law of the County of Oxford prevails; and
Subsection 54 (1) (Delegation of authority to give consents) does not apply to the
County of Oxford and the County of Oxford may be or may constitute and appoint a land
division committee for the purpose of giving consents under the Act.
Level of Service
Total Applications Processed
Municipality 2016
Actual
2017
Actual
2018
Actual
2019
Actual
Blandford-
Blenheim 18 35 33 41
East Zorra-
Tavistock 23 30 41 44
Ingersoll 53 38 37 41
Norwich 48 74 88 62
South-West
Oxford 23 41 38 40
Tillsonburg 36 42 66 51
Woodstock 110 131 110 149
Zorra 24 32 54 46
Oxford
County Total 335 423 467 474
Expenditure and Revenue (Operating) Information
Expenditure and revenue information related to planning services in the F.I.R. have not
been presented here as the information in the F.I.R. under planning relates to numerous
other services identified in this service review. As a result, the following provides a
summary of the County’s 2018 budget information:
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2018 Budget Category 2018 Budget Amounts
Revenues $199,488
Expenses $2,142,290
Contributions from Reserve $412,340
Net Impact on Taxes $1,530,462
Staffing/Resources
County Planning staff are under the department “Community Planning”. These are all
non-union staff:
• 1 FT Admin Assistant/Secretary-Treasurer of the Land Division Committee
• 1 PT Casual Clerk
• 6 FT Development Planners
• 1 FT Director of Community Planning
• 1 FT Manager of Planning Policy
• 1 FT Planning Secretary
• 2 FT Senior Planners
• 1 FT Technical Planner
Woodstock provides one full-time staff person in the City’s Engineering Department to
manage and administer development projects.
Contracted Services
The County provides Planning services to all area municipalities which is funded
primarily on the County tax levy. Some contract work is provided by consultants with
respect to preparation of secondary plans and master plans. These are contracted out
on an as-needed basis.
Union Contracts
County Planning staff are not under union contracts.
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Assets
Planning staff have space at the County Administration Building and local space is
provided by Area Municipalities.
Asset Management Plan/Practices
N/A
Capital Budget Policies/Practices
Capital budget items for Planning services are mainly related to studies undertaken by
staff and/or consultants. Some studies are included in the budget on an as -needed
basis and some studies are included in the budget on a recurring basis (e.g. O.P.
reviews, zoning by-law reviews, etc.). Funding for studies is often shared between the
County and the Local Municipality, depending upon the scope and nature of the work
being undertaken.
Best Practices
• Woodstock utilizes a staff member to manage and administer development
projects. This may be beneficial for other municipalities to consider as this
has been successful in nearby municipalities such as Bayham and Malahide.
• The process at the County has been streamlined over time, as the Director of
Community Planning is now able to sign-off on draft plans of subdivision and
any amendments. Previously, the Warden was required to sign draft plans,
which could impose delays.
• With most of the planning functions at the County level, this provides one
place for any planning-related inquiry for all residents of the County.
Additionally, there is one single web-based GIS mapping service and web
portal to provide public access to planning related documents, data, notices,
etc. for both the County and the area municipalities. Further, this provides
centralized development and maintenance of all planning related data and
information.
• The County undertakes and coordinates all County-wide planning related
studies in consultation and/or partnership with the area municipalities and
assists with and/or project manages local planning related studies.
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Economic Development
Municipalities Providing Economic Development Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔* ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
*Provides funding only
General Description
The main role of the economic development function is to bring economic prosperity to
their municipality (and County). This may be accomplished using varying metrics for
different municipalities, depending on their goals (e.g. increasing development,
increasing employment, increasing population, etc.). These goals are accomplished
through a network of partnerships, both public and private, to use all tools at their
disposal to improve economic conditions in their municipality. Some tools municipalities
may employ include the use of Community Improvement Plans (C.I.P.s) to provide a
number of development and rehabilitation incentives, grant programs, and marketing
campaigns to attract persons and jobs. In some cases, municipalities (e.g. Woodstock)
may purchase and develop industrial lands to incentivize potential employers that may
not be able to afford to service these lands. The cost to purchase and develop the
lands are then recouped through sale of the property.
The following provides a high-level summary of the way each municipality delivers
economic development services, however, within the County and surrounding area
there is a vast network of relationships and partnerships that assist each municipality in
their endeavours.
Municipality Economic Development Delivery
Oxford County Provides funding for memberships, partnerships, programs, projects, and
initiatives. The County operates Tourism program/services
Blandford-Blenheim Funding partner for Rural Oxford Economic Development Corporation
East-Zorra Tavistock Funding partner for Rural Oxford Economic Development Corporation
Ingersoll Economic Development personnel on staff
Norwich Funding partner for Rural Oxford Economic Development Corporation
South-west Oxford Funding partner for Rural Oxford Economic Development Corporation
Tillsonburg Economic Development personnel on staff
Woodstock Economic Development personnel on staff
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Zorra Funding partner for Rural Oxford Economic Development Corporation
In addition to the municipal service delivery, there are a number of organizations and
partnerships in Oxford that contribute to providing economic development services to
the municipalities in the County. The following provides a list of some of these
organizations and partnerships as well as a brief description of the role they play:
Organization/
Partnership
Description
Oxford Connections • Oxford Connections is an economic development partnership between
the communities of Ingersoll, Rural Oxford Economic Development
Corporation, Tillsonburg and Woodstock. Its partners offer many support
services to new and existing businesses and industries located in Oxford
County.
• County provides $35,000 per year. This investment is used, in general,
for space at trade events
• Operates mainly in Canada with largest markets being Toronto and
Montreal
Oxford Workforce
Development
Partnership (OWDP)
• The Oxford Workforce Development Partnership is a strategic
collaboration that supports their community around issues of common
concern by assuming a leadership role in helping in the identification and
validation process of local labour market needs, issues, gaps, trends and
opportunities.
• This partnership includes all economic development departments
(including the ROEDC) in the County as well as local colleges,
Employment Ontario Offices, Community Futures, The Small Business
Centre – City of Woodstock, Ministry of Economic Development, Job
Creation and Trade and Ontario Ministry Agriculture and Rural Affairs and
the Elgin, Middlesex, Oxford Workforce Development Planning Board –
Local Employment Planning Council a regional collaboration to address
economic and labour market issues across the London management area
• This partnership is the primary contact with employers on the ground and
coordinates strategies to address the needs of the business community
• Tools
• “Work in Oxford” is a platform that connects job seekers to employers but
also connects both to programs and services that can support a myriad of
needs. The site averages 20,000 visits per month. The site is maintained
and supported by Community Employment Services and the County of
Oxford
• OWDP through its partnership with the Elgin, Middlesex, Oxford Local
Employment Planning Council (LEPC) aggregates job boards to one
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Organization/
Partnership
Description
central website to streamline the process and expand the reach of Oxford
Employers throughout the Economic Region
Local Employment
Planning Council
• The LEPC is a workforce planning partnership that is a catalyst for
economic and labour market development, building solutions and
engaging multi-stakeholder alliances. The LEPC is a place-based, local
approach to workforce development and the planning/delivery of
employment and training programs and services.
Oxford Local
Immigration
Partnership (OLIP)
Council
• The mechanism through which immigration, refugees, and citizenship
Canada supports the development of local partnerships and community-
based planning around the needs of newcomers. OLIP exists under the
umbrella of the Community Employment Services organization and it
supports the development of a long-term sustainable welcoming
community in which newcomers feel valued and their needs are served.
OLIP engages in actions that facilitate the integration of newcomers and
build the capacity to meet the needs and promote inclusion of newcomers
to Oxford County.
South Central Ontario
Regional Economic
Development
Corporation (SCOR
EDC)
• SCOR EDC is a regional partnership comprised of the Counties of Brant,
Elgin, Middlesex, Norfolk and Oxford. SCOR provides planning and
coordination for regional issues implementation of regional economic
development priorities, identifies funding sources, partners with other
levels of government, and acts as a regional catalyst for investment.
Western Ontario
Wardens’ Caucus
(WOWC) Economic
Development
• The Western Ontario Wardens’ Caucus is championing a regional
Economic Development Strategic Plan for Western Ontario to identify
opportunities to advance the economy of Southwestern Ontario that also
leverages the ongoing efforts of WOWC; improves the underlying
conditions for economic development throughout the region; generates a
series of actions at the regional level that enables the creation of jobs,
wealth and investment across the region.
SouthWestern
Integrated Fibre
Technology (SWIFT)
• SWIFT was established by the WOWC to develop and administer $209
Million capital investment to expand broadband into small urban and rural
Southwestern Ontario. (Oxford contribution $740,368 to 2019). The
project is funded in partnership with Federal and Provincial governments,
20 Southwestern Ontario partner municipalities and the Private Sector
• 2019 and 2020 additional monies approved by Oxford totaling $2,456,323
for small urban/rural broadband expansion
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Organization/
Partnership
Description
The Small Business
Centre –City of
Woodstock
• The Small Business Centre, is an on-going economic development
partnership between the Province of Ontario, the City of Woodstock and
Oxford County serving small business and entrepreneurs in the
community.
Community Futures
Oxford
• Oxford Small Business Support Centre Inc., operating as Community
Futures Oxford, contributes to sustainable communities supported by
economic stability, growth and job creation in Oxford County, enabled
through diversified and competitive local economies. Funded by Federal
Economic Development funds.
• Administers the Future Oxford Fund under contract with and funded by
Oxford County.
• Community Futures Oxford is one of 60 Community Futures Development
Corporations in Ontario. With financial assistance from the Government of
Canada through the Federal Economic Development Agency for
Southern Ontario Community Futures Oxford:
o Provides access to capital
o Delivers programs and services to assist small businesses
o Supports community economic development in Oxford County
Community
Employment Services
(Oxford)
• CES Oxford, through Employment Ontario, provides support, incentives
and resources to both employer and job seekers to ensure a vibrant
economy.
• Given the current skill and labour shortages Community Employment
Services is actively addressing attraction and retention by providing
settlement services for new residents to the County and actively recruits
through strategic alliances with newcomer services in larger urban
centers particularly Peel Region. CES host the Local Immigration
Partnership and with the County of Oxford Maintains and supports
Welcometooxford.ca platform.
Southwestern
Ontario Marketing
Alliance (SOMA)
• SOMA is a partnership of Southwestern Ontario communities grown out
of natural economic ties. SOMA works with all levels of government and
the private sector to promote the advantages of locating within the region.
This region, known as Canada’s Industrial Heartland, encompasses the
municipalities of Ingersoll, North Middlesex, Perth County, Stratford, St.
Thomas, Tillsonburg and Woodstock. It stretches across Elgin, Middlesex,
Oxford and Perth counties. SOMA and its partners offer a number of
services to companies looking to grow within the region.
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Organization/
Partnership
Description
• No politicians are on the board for the organization. The board is made
up of Economic Development representatives from the individual
municipalities that are members.
• From Oxford; Ingersoll, Tillsonburg, and Woodstock are members.
• SOMA organizes shows to allow for municipalities to attract Foreign
Direct Investment
• SOMA has an annual fee based on population. Fees range from $12,500
for Ingersoll to $20,000 for Tillsonburg, and $30,000 for Woodstock.
• ROEDC not in SOMA as it is cost-prohibitive, and they are not focused on
Foreign Direct Investment.
Legislative Framework
• The legislative framework for Economic Development Services is provided in
sections 106 to 114 of the Municipal Act.
• This area of the Municipal Act provides municipalities powers to incentivize
development through grants and loans, however, provides a caveat to ensure
the incentives are fair (i.e. do not constitute bonusing – see section 109 of the
Municipal Act).
• The Ontario Planning and Development Act (Part IV) provides municipalities
with the authority to development C.I.P.s to incentivize development in a
particular area of a municipality.
Level of Service
Not applicable
Operating Information
FIR information does not categorize economic development separately. The following
expenditure and revenue information has been collected from the municipalities’
budgets.
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Economic Development Budgets for Area Municipalities
The County provides grant and/or membership funding for the following programs
and/or organizations (Approximately $500,000 in annual contributions, with larger
contributions in 2019 and 2020):
• Oxford Connections
• Oxford Workforce Development Partnership
• Local Employment Planning Council
• Oxford Immigration Partnership Council
• South Central Ontario Regional Economic Development Corporation
• Western Ontario Wardens’ Caucus Economic Development
• South Western Integrated Fibre Technology (S.W.I.F.T.)
• Future Oxford Legacy Fund and Administration through Community Futures
Oxford
• Woodstock and Area Small Business Enterprise Centre
• Ec. Dev General
In addition, the County delivers a Tourism program/service with a 2018 gross
expenditure of $487,318.
Municipality Expenses Revenue Total
Oxford County $500,000 $500,000
*South-West Oxford $33,300 $33,300
*East-Zorra Tavistock $33,300 $33,300
*Zorra $33,300 $33,300
*Norwich $33,300 $33,300
*Blandford-Blenheim $33,000 $33,000
Woodstock $638,495 $45,000 $593,495
Ingersoll $274,675 $5,000 $269,675
Tillsonburg $390,000 $390,000
*Contribute to ROEDC.
2018 Approved Budget
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Staffing/Resources
Municipality/Corporation Position
Woodstock Development Commissioner
Development Officer
Small Business Enterprise Manager (2)
Administrative Assistant
Physician Recruiter
Ingersoll Economic Development Officer
Economic Development & Tourism Assistant
Tillsonburg Development Commissioner
Marketing and Communications Officer
Marketing Coordinator
Blandford-Blenheim, South-West
Oxford, Norwich, East Zorra-
Tavistock, and Zorra
ROEDC
Economic Development Officer
Oxford Tourism (County staff)
Tourism Specialist
Tourism Officer
Tourism Clerk
Student (0.66 FTE)
OWDP (Partner)
Program Director
(LEPC) – (Oxford) Program Manager
Employment Ontario Sites
Settlement Services Manager
Settlement Councilor
Employment Counsellors 15
Employment Consultants (Job Developer)
Community Development Coordinator / Public Relations
WOWC Economic Development (Partner)
Executive Director
SWIFT (Partner)
Executive Director
Office Administrator
Communications and Stakeholder Relations Manager
Senior Network Architect
GIS and Operations Manager
Project Manager
Contracted Services
No contracted services
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Union Contracts
No union contracts for any municipalities
Assets
• Ingersoll: Staff are located at Town Hall. Ingersoll owns industrial lands, but
these are provided under another budget line
• Woodstock: staff are located in City hall. Woodstock owns industrial lands,
but these are provided under another department budget
• Tillsonburg: owns approximately 60 acres of unserviced land and is working
on opening a 37-acre innovation park in 2020.
• Community Employment Services – Employer Division houses, ROEDC,
OWDP, Community Futures Oxford and Employment Ontario Job Developers
• CES utilizes Oxford County Libraries to provide seamless access to services
for both the job seekers and employers within rural communities
Asset Management Plan/Practices
Not applicable
Capital Budget Policies/Practices
Not applicable
Best Practices
• Ingersoll, Woodstock and Tillsonburg own industrial land that they develop
and sell.
• Oxford Connection partners together to secure grant funding from the County
for trade shows, etc. Area municipalities share leads and contacts.
• Southwest Ontario Marketing Alliance partners with municipalities outside of
the County for Foreign Direct Investment Initiatives. Nearly all of SOMA’s
budget goes towards investment attraction initiatives versus of
wages/salaries. Members of SOMA share leads from trade shows.
• Oxford Workforce Development Partnership
o OWDP, through its partnership with the Elgin, Middlesex, Oxford Local
Employment Planning Council (L.E.P.C.), aggregates job boards to
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one central website to streamline the process and expand the reach of
Oxford Employers throughout the Economic Region.
o “Work in Oxford” is a platform that connects job seekers to employers
but also connects both to programs and services that can support a
myriad of needs. This site is administered through the OWDP.
o OWDP (Oxford funded) and Community Employment Services, On tario
Government funded), also provides settlement services for new
residents to the County through a formalized Local Immigration
Partnership. Additionally, they actively recruit through strategic
alliances with newcomer services in larger urban centres particularly
Peel Region.
o Employee retention and expansion services
o Oxford Workforce Development Partnership works closely with the
Employment Ontario Network, with a primary focus on collaborating
with and supporting employers during the hiring, training and retention
process. A key component is to work with employers and mobilize
community partners and resources to ensure they can secure and
retain the talent you require. Additionally, as hiring ramps up, there are
a number of incentive programs through Employment Ontario to offset
costs associated with hiring and training employees. The integrated
strategy is customized to meet individual employer needs but may also
include posting on workinoxford.ca platform where they would be seen
by an average of 20 000 job seekers per month. Depending on the
scale opportunities are shared with the Job Developer network across
the London Economic region but also can be shared with over 300
employment offices and partners cross the province to help secure
labour required to maintain the economic vibrancy of the business.
This holistic strategy has been recognized across the province as an
innovative and best practice.
• SouthWestern Integrated Fibre Technology (SWIFT)
o Established through the Western Ontario Wardens’ Caucus, SWIFT is
in process of leveraging ~$18M in municipal partner funding to deliver
~$209 Million in direct capital infrastructure investment in broadband
service small urban/rural Southwestern Ontario. The SWIFT project
delivery model is a best practice funded through a funding partnership
between Federal, Provincial, Municipal (20) and the Private Sector
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partners. To date, Oxford has committed in excess of $3, 1 Million to
this initiative.
• Future Oxford Legacy Fund
o Administered through Community Futures Oxford, the Legacy Fund
$175,000 in loans (leveraged to ~$2.1 Million) and $7,000 grants
(Leveraged to $55,000)
• Trust is essential to working together and this is true for the Economic
Development field as well. While there is a competitive aspect to attracting
investment, each municipality is not worried about others in the County
stealing investment and this is best described as “co-opetition”. In Ingersoll it
is built into the Economic Development Officer’s job description to share
investment opportunities with other municipalities in the County if it is not
suitable for Ingersoll. Other municipalities share investment leads when not
able to accommodate within their own municipality, although it is not included
in a formal agreement
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Forestry, and Woodlands Conservation
Municipalities Providing Forestry and Woodlands Conservation Services
Oxford
County
Blandford-
Blenheim
East
Zorra-
Tavistock
Ingersoll Norwich
South-
West
Oxford
Tillsonburg Woodstock Zorra
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
General Description
Woodlands
Woodlands Conservation allows for the management of the lands and forests in Oxford
County in order to protect the natural environment, public health, water sources, and
natural resources of the County.
The County administers the Woodlands Conservation By-law. This identifies woodlands
and sets out definitions for the purpose of protecting trees. It also identifies tree species
to be protected, sets out the requirements for obtaining permits to harvest trees and
outlines the provisions regarding enforcement and penalties.
Woodstock is responsible for woodlands in their municipality, whereas all other
woodlands are the responsibility of the County.
Forestry
The County’s managed forests and other forested lands (including resto ration of
wetland complexes, tree replanting, and invasive species control) (approximately 774
hectares) are operated and managed by the County, in addition to trees within the
County road Right-Of-Way.
Area municipalities manage woodlots, park trees, and street trees within their
ownership. The following provides a summary of the departments responsible for street
trees, parks trees, and woodlots in each respective municipality:
Municipality Street Trees Park Trees Woodlands
Oxford County Public Works N/A Public Works
Blandford-
Blenheim
Public Works Parks N/A
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Municipality Street Trees Park Trees Woodlands
East Zorra-
Tavistock
Public Works Public Works N/A
Ingersoll Public Works Parks N/A
Norwich Public Works Parks N/A
South-West
Oxford
Public Works Parks N/A
Tillsonburg Public Works/
Hydro
Parks N/A
Woodstock Parks Parks Parks
Zorra Public Works Parks N/A
Noxious Weeds
The County also provides invasive species management through weed control via a by -
law appointed weed inspector. This inspector’s duties are to inspect properties and
order the destruction of noxious weeds. The County has appointed one Weed Inspector
to carry out these duties. In 2014, the County provided public notice of noxious weeds
and requested residents to destroy all noxious weeds on their property. In 2019, the
County initiated a multi-year plan to manage phragmites within County roadsides
through a phased cut-and-spray approach
Legislative Framework
Woodlands
The Municipal Act permits the enactment of a by-law to prohibit or regulate the harvest,
injury or destruction of trees in woodlands. The Act also provides for the requirement of
a permit to harvest, injure or destroy trees and that a municipality may impose
conditions on a permit. The relevant by-law for the County and area municipalities is the
Woodlands Conservation By-law, which is administered by the County.
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Forestry
County-managed forest properties consist of parcels of land acquired as Agreement
Forests in accordance with the provisions of the Forestry Act, 1990, and to meet
standards required for the Ontario Managed Forest Tax Incentive Program.
Strategic objectives and directions established through Oxford County’s 20-year
Managed Forest Plan (2018 - 2027) which details active forest management practices,
wetland restoration activities and opportunities for wildlife habitat improvements.
Also, the Future Oxford Community Sustainability Plan provides over-arching
environmental goals to protect and enhance land, air and water resources throughout
the County (i.e. protect and restore the ecosystem). The Plan supports woodlands
management, re-forestation, and wetland restoration.
Noxious Weeds
Weed Control Act provides the authority for upper-tier and single-tier municipalities to
designate what is considered a noxious weed. Additionally, the Act allows
municipalities to appoint a Weed Inspector. This inspector has the following powers, as
per Section 12 of the Weed Control Act
For the purpose of searching for noxious weeds or weed seeds, an inspector may at
any time between sunrise and sunset enter upon any land and buildings, except a
dwelling house, in the area within his or her jurisdiction and inspect the land, buildings
and any implements, machinery, vehicles and crops or other plants.
Level of Service
Woodlands
Maintenance and protection of woodlands is provided by the County (including wetland
restoration) and Woodstock as required.
Forestry
Forestry needs, i.e. street tree and park tree plantings and maintenance is completed
on an as needed basis in all municipalities. Calls from residents regarding issues with
trees are addressed in a timely manner.
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Noxious Weeds
The County Woodlands Conservation Municipal Law Enforcement Officer/ Weed
Inspector inspects properties on an as-needed basis (i.e. when concerns are brought to
the attention of the weed inspector).
Expenditure (Operating) Information
2018 Budgeted Expenditures for Forestry, and Woodlands Conservation
Municipality Forestry Woodlands Conservation
Oxford County $166,070 (in total for forestry
and woodlands conservation)
Same as forestry
Blandford-Blenheim $80,000 N/A
East Zorra-Tavistock $153,100 N/A
Ingersoll $90,030 N/A
Norwich * N/A
South-West Oxford $5,600 N/A
Tillsonburg $56,000 N/A
Woodstock $360,000 N/A
Zorra $55,000 N/A
*Included within roads budget and not separately identified
Source: 2018 Budget Documents
Revenue (Operating) Information
• Oxford County Revenues: $15,000 to $20,000 of annual revenue derived
through commercial tree harvesting.
• Tillsonburg: Occasional sale of wood from any harvest. Does not occur every
year. The most recent sale was between $15,000-$20,000.
• Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, South-West
Oxford, Woodstock, and Zorra: No revenues
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Staffing/Resources
• Woodstock – Urban Forester & Horticultural Technician – Union Workers
• Oxford County Public Works (non-union): Woodlands Conservation Municipal
Law Enforcement Officer/Weed Inspector (1 FTE); Manager of Water and
Wastewater Services (0.03 FTE), Divisional Assistant – Water and
Wastewater Services (0.03 FTE)
• All other area municipalities: no designated staff; captured under either Public
Works or Parks departments.
Contracted Services
Municipality Contracted Services
Oxford County Roadside Phragmites cutting and spraying is provided by a third-
party contractor.
A portion of tree planting is contracted out to third parties.
Wetland restoration partnerships - Ducks Unlimited Canada,
Upper Thames River Conservation Authority, Stewardship
Oxford, etc.
Blandford-
Blenheim
None
East Zorra-
Tavistock
None
Ingersoll A portion of tree work is contracted out to private companies.
Norwich Contracts out approximately 75% of forestry related work to
private companies.
South-West Oxford Certain specialized work will be contracted out.
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Municipality Contracted Services
Tillsonburg All Forestry services are contracted out and include arborists,
tree and stump removal, storm clean up, and tree trimming for
parks, streets and hydro (although hydro pays their own share).
All three departments tend to use separate contractors for work
required
Woodstock Any trees above 12 inches in diameter is handled by outside
contractors, any smaller trees will be managed by City staff.
Zorra Certain specialized work will be contracted out.
Union Contracts
• No union contracts for all municipalities except Woodstock
• Woodstock – CUPE Local 1146 outside unit union workers
Assets
Vehicle and Equipment assets for all municipalities are included under public works and
parks departments as applicable.
Asset Management Plan/Practices
Included under public works and parks departments as applicable.
Capital Budget Policies/Practices
Included under public works and parks departments as applicable.
Best Practices
• Tree planting in many parts of the County is provided by County staff and
Stewardship Oxford, which is a non-profit organization in the County.
Through the FutureOxford partnership, a goal of planting 10,000 each year
has been set. Additionally, some tree planting is undertaken by the local
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Conservation Authorities. By utilizing non-profit organizations in the
community to plant trees, this is an efficient way to grow the forest in Oxford.
• The County is in the process of restoring 600 acres of wetlands (i.e. Hodges
Pond and Upper Thames (Beachville)) through various partnerships with
Ducks Unlimited Canada, Upper Thames River Conservation Authority,
Stewardship Oxford, Ministry of Natural Resources and Forestry, etc.
• Woodstock and Zorra offer memorial tree planting programs which are
administered through local funeral homes. Residents may pay to have a tree
planted which includes a plaque dedication.
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Appendix B
Results of the Triple Majority
Process on the 11 Services
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Appendix B: Results of the Triple Majority
Process on the 11 Services
Text
Page 505 of 595
Page 1 of 3
Subject: Tuesday, June 23,, 2020 – Public Meeting to deal with applications under the
Planning Act
Report Number: CLK 20-22
Author: Michelle Smibert, Town Clerk
Meeting Type: Council Meeting
Meeting Date: Thursday, June 11, 2020
RECOMMENDATION:
THAT Tuesday, June 23, 2020, be confirmed as a Public Meeting to deal with
applications under the Planning Act.
BACKGROUND:
Due to the COVID-19 Pandemic, public meetings have been deferred and due to the
fact that Tillsonburg does have applications processed and ready to proceed, staff feel
it’s important that we schedule a separate meeting of Council to consider these
applications.
DISCUSSION:
Staff consulted with Council regarding their availability on Tuesday June 23rd and it was
suggested that the starting time be 4:30 pm. The meeting will be held electronically and
notices are asking that if anyone wishing to speak to a matter to register with the Clerk’s
Office so that we can do a test with those individuals on the electronic platform prior to
the meeting.
CONSULTATION:
Building Department and the County of Oxford Planning Department
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
Page 506 of 595
CLK 20-22
Page 2 of 3
☐ 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
None
Page 507 of 595
CLK 20-22
Page 3 of 3
Report Approval Details
Document Title: June 23rd - Public Meeting to Consider Planning
Applications.docx
Attachments:
Final Approval Date: Jun 2, 2020
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt - Jun 2, 2020 - 3:49 PM
Page 508 of 595
Page 1 of 3
Subject: Revised Final 2020 Tax Rates
Report Number: FIN 20-21
Author: Denis Duguay, Revenue/ Customer Service Manager
Meeting Type: Council Meeting
Meeting Date: Thursday, June 11, 2020
RECOMMENDATION
THAT Council receives Report FIN 20-21 2020 Budgetary Estimates and Tax Rates;
AND THAT By-Law to provide for the adoption of budgetary estimates, tax rates,
installment due dates and to further provide for penalty and interest on default of
payment thereof for 2020 be brought forward for Council consideration;
AND WHEREAS the Council of the Corporation of the Town of Tillsonburg deems it
necessary and expedient to repeal By-Law 2020-053 Budgetary Estimates and Tax
Rates.
DISCUSSION
At the Council meeting held on January 27, 2020, Council adopted the 2020 budget and
business plans establishing a requirement from taxation for general purposes of
$16,593,000, in a previous report FIN 20-19 the wrong amount was shown. The
$16,010,700 used did not include the portion of taxes raised through the MPAC phase -
in and real growth.
The Board of Management of the Tillsonburg Business Improvement Area approved the
immediate relief to affected properties reducing the special levy to $127,830.00.
To meet this levy requirement, tax rates founded on the 2016 current value p hase-in
assessment and those parameters mandated by the County of Oxford for class ratios
and subclass discounts have been calculated.
Attached is the By-Law specifying the approved levy amount along with Schedule “A”
that provides for the applicable calculated 2020 tax rates to generate the levy amounts
for each requisitioning body. The By-law will be brought forward later in this meeting for
three readings.
Page 509 of 595
FIN 20-21
Page 2 of 3
FINANCIAL IMPACT/FUNDING SOURCE
These amounts will provide adequate financial support for the operation of the Town of
Tillsonburg and the Tillsonburg BIA
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
Appendix B – By-Law Schedule A
Page 510 of 595
FIN 20-21
Page 3 of 3
Report Approval Details
Document Title: FIN 20-21 Revised Final 2020 Tax Rates.docx
Attachments: - 2020 Final Levy Bylaw v3.doc
Final Approval Date: Jun 4, 2020
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt - Jun 4, 2020 - 12:43 PM
Page 511 of 595
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2020-___
A BY-LAW to provide for the Adoption of Budgetary Estimates, Tax Rates and to
Further Provide for Penalty and Interest in Default of Payment thereof for 2020
and to repeal By-Law 2020-053.
WHEREAS Section 290 of the Municipal Act, 2001, S.O. 2001 c.25, as amended,
provides that the Council of a local municipality shall prepare and adopt estimates of all
sums required during the year for the purposes of the municipality,
WHEREAS Section 312 of the said Act provides that the Council of a local municipality
shall, after the adoption of estimates for the year, pass a by-law to levy a separate tax
rate on the assessment in each property class, and
WHEREAS Sections 307 and 308 of the said Act require tax rates to be established in
the same proportion to tax ratios; and
WHEREAS regulations require reductions in certain tax rates for certain classes or
subclasses of property.
AND WHEREAS the Council of the Corporation of the Town of Tillsonburg deems it
necessary and expedient to repeal By-Law 2020-053 2020 Budgetary Estimate and Tax
Rates.
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. That the budget estimates setting out the revenues and expenditures as detailed
in the Business Plans for the year 2020, and endorsed by resolution, January
27th, 2020, raising the following amounts from realty taxation be adopted:
a) A general municipal levy of $16,593,000
b) A special levy for core area parking of $140,500
c) A special levy for the Business Improvement Area of $127,830.00
2. That the tax rates hereby adopted for each class for the year 2020, excluding
local improvement rates or other special charges collected as taxes, shall be the
tax rates as listed on Schedule “A” attached hereto and forming part of this by-
law and the tax rate for each class shall be applied against the whole of the
assessment for real property for that particular class and purpose.
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By-Law 2020-___
Page 2 of 2
3. That every owner shall be taxed according to the tax rates in this by-law. The
taxes for a particular property shall be calculated by applying the Current Value
Assessment against the tax rates set out and further adjusted as required by the
provisions of the Municipal Act, 2001, S.O. 2001. Such taxes shall become due
and payable in two installments as follows:
ALL PROPERTY CLASSES:
FIRST INSTALMENT: Thursday, August 27, 2020
SECOND INSTALMENT: Thursday, October 22, 2020
Notice of such taxes due shall be sent by first class mail to those persons shown
as liable for the payment of taxes.
4. That a charge as a penalty of 1 and 1/4 per cent on the amount of any
outstanding taxes levied in 2020 shall be made on the first day of default and on
the first day of each calendar month thereafter in which def ault continues until
December 31, 2020, and any such additional amounts shall be levied and
collected in the same manner as if they had been originally imposed with and
formed part of the taxes levied under this by-law. The penalty charges indicated
in this section shall be waived for those taxpayers participating in the Monthly
Preauthorized Payment Programme provided the payments are made as agreed
and without default.
5. That interest of 1 and 1/4 per cent on the amount of any taxes due and unpaid
after December 31, 2020 shall be charged on the first day of each calendar
month thereafter in which default continues.
6. THAT By-Law 2020-053 be hereby repealed in its entirety.
7. THAT this By-Law shall come into full force and effect upon passing.
READ A FIRST AND SECOND TIME THIS 11th DAY OF JUNE, 2020.
READ A THIRD AND FINAL TIME AND PASSED THIS 11th DAY OF JUNE, 2020.
____________________________________
MAYOR – Stephen Molnar
____________________________________
TOWN CLERK – Michelle Smibert
Page 513 of 595
By-Law 2020-___ Schedule A
Page 1 of 2
Schedule
"A "
2020 TAX
RATES
TOTAL
BASE
RTC/RTQ
GENERAL SEWERS COUNTY EDUCATION RATES PARKING B.I.A. TOTAL
RT RESIDENTIAL 0.00799069 0.00021334 0.00369205 0.00153000 0.01379953 0.00105207 0.01485160
MT MULTI-
RESIDENTIAL
0.01598138 0.00042668 0.00738410 0.00153000 0.02606906 0.00210414 0.02817320
M1 MULTI-
RESIDENTIAL
AWAITING DEV
0.00799069 0.00000000 0.00166142 0.00068850 0.00000000 0.00000000
CT COMMERCIAL 0.01519669 0.00040573 0.00702154 0.01250000 0.03583419 0.00200082 0.00193096 0.03976597
XT COMMERCIAL
NEW
CONSTRUCTION
0.01519669 0.00040573 0.00702154 0.00980000 0.03313419 0.00200082 0.00193096 0.03706597
CU EXCESS LAND 0.01063769 0.00028401 0.00491508 0.01250000 0.02883394 0.00140058 0.00135167 0.03158619
CX VACANT LAND 0.01063769 0.00028401 0.00491508 0.01250000 0.02883394 0.00140058 0.00135167 0.03158619
XU COM'L NEW
CONST. - EXCESS
0.01063769 0.00028401 0.00491508 0.00980000 0.02613394 0.02613394
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By-Law 2020-___ Schedule A
Page 2 of 2
LAND
IT INDUSTRIAL 0.02101551 0.00056108 0.00971009 0.01250000 0.04476885 0.04476885
JT INDUSTRIAL NEW
CONSTRUCTION
0.02101551 0.00056108 0.00971009 0.00980000 0.04206885 0.04206885
IU EXCESS LAND 0.01366008 0.00036470 0.00631156 0.01250000 0.03347476 0.03347476
IX VACANT LAND 0.01366008 0.00036470 0.00631156 0.01250000 0.03347476 0.03347476
LT LARGE
INDUSTRIAL
0.02101551 0.00056108 0.00971009 0.01250000 0.04476885 0.04476885
LU EXCESS LAND 0.01366008 0.00036470 0.00631156 0.01250000 0.03347476 0.03347476
PT PIPELINES 0.01006268 0.00026866 0.00464940 0.00980000 0.02525102 0.02525102
FT FARMLAND 0.00173957 0.00004644 0.00080376 0.00038250 0.00305357 0.00305357
R1 FARMLAND DEV
PH 1
0.00359581 0.00009600 0.00166142 0.00068850 0.00620978 0.00620978
GT PARKING LOT 0.01519669 0.00040573 0.00702154 0.01250000 0.03583419 0.03583419
Page 515 of 595
Page 1 of 4
Subject: Town Owned Hangar Business Case
Report Number: OPS 20-24
Author: Dan Locke, C.E.T. Manager of Public Works
Meeting Type: Council Meeting
Meeting Date: Thursday, June 11, 2020
RECOMMENDATION
THAT Council receive Report OPS 20-24 Town Owned Hangar Business Case;
AND THAT the Airport Master Plan scope of work include identifying suitable locations
for Town owned hangars;
AND FURTHER THAT the capital construction cost for a Town owned hangar be
included as part of the draft 2021 budget deliberations.
BACKGROUND
The 2019 Airport Feasibility Study indicated the potential opportunity of increasing
revenue by renting out hangar space in Town owned hangar(s) and that a business
case should be completed to explore its merit. If viable, as part of the Airport Master
Plan process, suitable locations could be identified to facilitate the implementation this
revenue generating strategy.
DISCUSSION
The Town currently leases land at an annual rate of $0.30 per square foot to tenants for
the purpose of building a hangar that is either used by the tenant or the tenant
subsequently rents the space within their hangar out for a monthly fee. The average
hangar space rental rate found at the Tillsonburg Regional Airport is approximately
$300 per month. To help determine the viability of the Town owning and operating a
hangar(s) the following aspects were considered:
Demand
Staff have received more inquiries regarding the availability of renting ha ngar space
than about building a hangar. In these instances staff have directed such inquiries to a
bulletin board where hangar owner’s post if they have space for rent. At times it ha s
been noted that there are no rental space postings on the bulletin board.
The St. Thomas Airport recently brought forward a report that indicated small hangar
owner leases will end and that the City will take over ownership of the se hangars. While
this decision was deferred to a future meeting there is the potential of fallout whereby
some individuals may be looking for space to rent at other nearby facilities.
Page 516 of 595
OPS 20-24
Page 2 of 4
Financial Analysis
Typical hangar size at Tillsonburg Regional Airport is 60ft. x 60ft. = 3600 sq. ft.
Construction cost of a 60ft. x 60ft. hangar is between $140,000 and $160,000
The lifespan of this structure type is approximately 50 years.
The rental space within a hangar of this size would be sufficient to house four (4)
average sized aircraft typically found at the Tillsonburg Regional Airport
A static rental rate of $300 per month was used over the analysis period
Annual occupancy rate of 75% (i.e. only three of the four available spaces rented)
$175,000 debenture over 30 years the current annual interest rate of 2.50%
Scenario 1 – Hangar Land Lease (status quo)
Capital
Application Fee $305
Airport Development Permit $610
Infrastructure Fee $550
Total Capital Revenue $1,465
Operating
Revenue
Land Lease rate of $0.30/sq.ft. for 3,600 sq.ft. $1,080
Maintenance Fee $125
Total Operating Revenue $1,205
Simple Payback Period 0.0 years
Total Revenue over 50 years $61,715
Scenario 2 – Town Owned Hangar
Capital
60ft x 60ft hangar construction $160,000
Hangar apron $13,000
Lot grading $2,000
Total Capital Cost $175,000
Operating
Revenue
Rental rate of $300/mth @ 75% capacity $10,800
Expenses
Hydro $500
Insurance $200
Property Taxes $2,000
Net Operating Revenue $8,100
Simple Payback Period 21.6 years
Total Net Revenue (i.e. less total cost of debenture) over 50 years $163,245
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Based on the financial analysis above the return on investment is approximately 22
years at an occupancy rate of 75% resulting in pure revenue thereafter for the
remaining service life of the structure equivalent to more than two and half times that of
the status quo scenario of hangar land leases.
It is also reasonable to consider the results of this comparative analysis to be
conservative in two ways. First recognition that maintaining full occupancy throughout
each year is unlikely and that an occupancy rate of 75% was used, and second the
rental rate was not adjusted for inflation and remained static over the entire analysis
period while the interest rate is locked for the entire period.
Risks
Some of the potential risk associated with the Town owning and renting hangar space
include:
Not being able to achieve a 75% occupancy rate which would result in a longer
payback period
Perception of competition or taking business opportunity away from others.
Based on the considerations outlined above staff believe th ere is opportunity to realize
this potential revenue generating strategy, without negatively impacting the annual
operating budget (as described below), that will help the Airport become more self-
sufficient once the initial investment has been paid back.
CONSULTATION
Staff consulted St. Thomas Airport staff regarding their report to St. Thomas City
Council earlier this year as well as obtained quotes from the construction companies
that have recently constructed hangars at the Tillsonburg Regional Airport.
FINANCIAL IMPACT/FUNDING SOURCE
The average annual user-pay debt repayment associated with a proposed Town owned
hangar is equivalent to $8,100 (principal and interest payment on $175,000 over 30
years at 2.50% interest). As a result there is no anticipated annual operating budget
impact given that the revenue generated from renting hangar space, conservatively
estimated at a 75% occupancy rate (i.e. only three of the four available spaces rented)
would cover the associated user-pay debenture expense.
An alternative funding method would be to use proceeds from surplus land sales at the
Airport which negate the need for principal and interest paymen ts and add an additional
$8,100 of net income annually to the Airport operating budget.
COMMUNICTY 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 518 of 595
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Page 4 of 4
Report Approval Details
Document Title: OPS 20-24 Town Owned Hangar Business Case.docx
Attachments:
Final Approval Date: Jun 3, 2020
This report and all of its attachments were approved and signed as outlined below:
Dave Rushton - May 29, 2020 - 2:44 PM
Kyle Pratt - Jun 3, 2020 - 8:15 AM
Michelle Smibert - Jun 3, 2020 - 8:20 AM
Page 519 of 595
Page 1 of 4
Subject: OPP and Memorial Park Parking Lot Expansion Project Update
Report Number: RCP 20-28
Author: Rick Cox, Director of Recreation, Culture and Parks
Meeting Type: Council Meeting
Meeting Date: Thursday, June 11, 2020
RECOMMENDATION
THAT Council receive Report RCP 20-28 OPP and Memorial Park Parking Lot Expansion
Update;
AND THAT Council approves issuing a change order under the Asphalt and Concrete
Maintenance Contract to remove the island in the OPP visitor parking lot;
AND THAT Council approves issuing a tender for the reduced scope of project work to expand
parking at Memorial Park.
BACKGROUND
At their regular meeting on April 14, Council canceled Tender 2020-022 and directed that staff
bring other options forward. This report recommends a different approach to the OPP visitor
parking lot and a issuing a tender on a reduced scope for expanding the Memorial Park
parking lot.
DISCUSSION
OPP Visitor Parking
The original request from the Police Services Board was to increase the number of visitor
parking spaces at the OPP Headquarters to alleviate visitors parking at the rear of the building.
This scope of work was subsequently designed and tendered with results that significantly
exceeded the available project budget. Council accepted staff’s recommendation to cancel this
project and requested that an alternative scope of work that makes only cosmetic changes to
the parking lot (i.e. only remove the central island and not provide additional the visitor parking)
be brought back for Council consideration. The most cost effective way of accomplishing this
revised scope of work is through issuing a change-order to the current asphalt and concrete
maintenance contract at an estimated cost of $15,000.
Memorial Park Parking Lot Expansion
The proposed reduced scope for the Memorial Park Parking Lot Expansion project will convert
the informal parking area north of the Outdoor Ice Pad into a formal organized parking lot
providing an additional 60 parking stalls and make site improvements around the existing cattle
barn. Work removed from the project to reduce the scope includes:
reconnecting the water supply to the dog park
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landscaping repair (topsoil & turf) adjacent to the dog park and cattle barn
re-establishing access to the informal parking area overlooking Sam Lamb diamond;
placing asphalt in the area between the cattle barn and the Kiwanis Diamond;
establishing a dumpster compound.
CONSULTATION
RCP and Engineering staff were involved in the development of the revised scope for these
projects. CJDL Engineering was involved with the development of the original specifications
for the Memorial Park Parking expansion.
FINANCIAL IMPACT/FUNDING SOURCE
OPP Visitor Parking
The 2019 capital budget for the OPP Visitor Parking Lot Expansion project was $28,500
funded through Asset Management Reserves. The change order for the reduced scope of
work to remove and restore the island within the existing OPP visitor parking lot is expected to
cost no more than $15,000.
Memorial Park Parking Lot Expansion
The 2019 capital budget for the Memorial Park Parking Lot Expansion project was $245,000
funded through a combination of $220,500 in Development Charges and $24,500 in Asset
Management Reserves. Approximately $47,394 was used during the course of 2019 to
complete the engineering design of the parking lot expansion and for the placement of surface
asphalt around the new outdoor ice pad leaving approximately $197,606 for the parking lot
expansion construction contract. Engineering staff assisted in preparing the reduced scope
tender documents and have estimated the revised project cost at approximately $195,000
based on the average unit prices from the two previous cancelled tender calls.
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
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Page 3 of 4
☒ 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 – Memorial Park Parking Expansion Project Reduced Scope Project Sketch
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RCP 20-28
Page 4 of 4
Report Approval Details
Document Title: RCP 20-28 - OPP and Memorial Park Parking Lot Expansion
Update.docx
Attachments: - RCP 20-28 - Memorial Park Parking Expansion Reduced Scope Project
Sketch.pdf
Final Approval Date: Jun 2, 2020
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt - Jun 2, 2020 - 4:35 PM
Page 523 of 595
Cyril J. Demeyere Limited
P.O. Box 460, 261 Broadway
Tillsonburg, Ontario. N4G 4H8
Tel: 519-688-1000
866-302-9886
Fax: 519-842-3235
cjdl@cjdleng.com
New Asphalt Parking lot
Derby Pit (Existing)
Regrading
with
gravel
and topsoil
Catt
l
e
B
a
r
n
Dog Park
Page 524 of 595
Page 1 of 9
Subject: COVID-19 Impact on Programs & Services - Summer 2020
Report Number: RCP 20-27
Author: Andrea Brown, Recreation Programs & Services Manager
Meeting Type: Council Meeting
Meeting Date: Thursday, June 11, 2020
RECOMMENDATION
THAT Council receives Report RCP 20-27 – COVID-19 Impact on Programs & Services
- Summer 2020;
AND THAT recreation programs and services (specifically Summer Camps, indoor and
outdoor aquatics facilities, health club, and fitness programs) are suspended until at
least August 31, 2020 due to the uncertainty about COVID-19 restrictions and the
associated financial pressures on the municipality.
BACKGROUND
This report provides information on the implications of COVID-19 on recreation
programs and services for the 2020 summer operating season and seeks Council
direction on implementing decreased service levels for July and August 2020.
DISCUSSION
The Province of Ontario has moved into Phase 2, Stage 1 of lifting restrictions on
activities that have previously been mandated closed under the Emergency
Management and Civil Protection Act; however the following Provincial Orders remain in
place until June 9th, 2020, unless extended:
Closure of all facilities providing indoor recreational programs;
Limit of public gatherings to no more than 5 people including the following:
(a) an organized public event of more than five people, including a parade;
(b) a social gathering of more than five people; or
(c) a gathering of more than five people for the purposes of conducting religious
services, rites or ceremonies.
Closure of all outdoor playgrounds, play structures and equipment
Closure of all outdoor pools, whirlpools and spas, splash pads, spray pads,
wading pools and water slides.
Closure of all portions of park and recreational areas containing outdoor fitness
equipment
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With these mandated closures and the uncertainty of when re strictions will be lifted,
staff recommend the suspension of all recreation programs and services until at least
August 31, 2020. This recommendation impacts the following programs and services:
Summer Day Camp
Aquatics facilities
o Indoor Pool
o Lake Lisgar Waterpark
Health Club
Fitness Programs
This recommendation does not include seasonal organized sports as there is not
enough information from the Province or Public Health at this time to determine whether
organized sports leagues will be able to have a partial season in 2020.
The recommendation is based on the financial implications of operating summer
programs and facilities, staffing considerations, the limited time frame to put public
health and safety recommendations in place, recreation reopening guiding principles
and best practices from the Ontario Recreation Facilities Association (ORFA), and the
uncertainty about timelines for removing Provincial restrictions, all of which make
definitive planning difficult.
The following chart identifies the impact of Provincial Orders on programs
Provincial Order Programs impacted
Closure of all facilities providing indoor
recreational programs Summer Day Camp
Indoor Pool
Health Club
Fitness Programs
Limit of public gatherings to no more than 5
people including the following:
(a) an organized public event of more than
five people, including a parade;
(b) a social gathering of more than five
people; or
(c) a gathering of more than five people for
the purposes of conducting religious services,
rites or ceremonies.
Summer Day Camp
Indoor Pool
Lake Lisgar Waterpark
Health Club
Fitness Programs
Closure of all outdoor playgrounds, play
structures and equipment
Summer Day Camp
Closure of all outdoor pools, whirlpools and
spas, splash pads, spray pads, wading pools
and water slides.
Summer Day Camp
Lake Lisgar Waterpark
Closure of all portions of park and recreational
areas containing outdoor fitness equipment
Fitness Programs
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Reopening Guidelines
The Ontario Recreation Facilities Association (ORFA) has released a document with
industry standards for reopening programs and services. A number of challenges have
been identified in the guidance document including:
“All recreation stakeholders will expect a speedy reopening. This kind of
approach will result in operational issues. The first phase of reactivation must be
viewed as a marathon – not a sprint. The public must learn that even though they
may believe we have secret “switches” in or buildings that can expedite service – we
actually do not. Failing to take the time and prepare the infrastructure, train staff,
and/or not having the necessary tools and equipment in place prior to permitting use
will create operational havoc;
Staff will need a gradual, well-planned re-entry plan that allows for an adjustment
period before the public is allowed access. Failing to provide this approach will raise
the risk of failure, causing more disruption and create an erosion of trust.“
Recreation Facility COVID-19 Reentering and Reopening Guiding Principles & Best Practices - ORFA
This highlights the potential disconnect between service level expectations and the
reality of the service levels that can actually be provided given the strict public health
guidelines and the significant program restrictions that will need to be in place.
Summer Day Camp Considerations
The day camp program will require a minimum of 4 weeks to become operational, which
includes reinstating the two Full-Time staff that are currently redeployed to the Parks
team, confirming summer student availability and reissuing offer letters, organizing and
delivering mandatory staff training, planning programs with COVID-19 restrictions
integrated into the schedule, ensuring all Public Health recommendations are in place,
purchasing supplies, marketing the camp program and registering participants.
Group Size: Guidance regarding day camps issued by the Ministry of Health on June 1
suggests that cohorts of up to 10 individuals including staff would be permitted, as
long as the cohorts stay together and do not mix. More than one cohort will not be
permitted to be in the same room/space at the same time, including pick-ups and
drop-offs, meals, playtime, outdoor activities, etc. This guidance does not override
the current order in place prohibiting groups of more than 5, it just provides a
protocol for operation when and if the order is changed.
Use of Space: If the Province continues to mandate the closure of recreation facilities,
there will be significant space constraints for running a camp program. Day camp
has operated out of the Community Centre, which offers space for multiple groups to
run simultaneously. Without the facility, there would be limited indoor space
available and limited access to washrooms. The Town is contractually able to use
the Summer Place facility, however that space could only accommodate 1 camp
group at a time making running programs on a rainy day impossible without access
to the TCC. The June 1 guidance document places further requirements for the use
of space regarding keeping cohorts separate, and proving a space to isolate
individuals that may begin to exhibit symptoms during the program. Each space
used must be cleaned and disinfected before and after using the space. The
additional resources required to clean and disinfect multiple spaces multiple times
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per day are not available within the current staff team and would require additional
staff hires or contracted services.
Registration and Marketing: Due to the uncertainty of the current situation, marketing
efforts of summer programs has not taken place and the Spring/Summer Recreation
Guide was not able to be distributed to the community. If there was a decision to run
day camp, the program could be marketed on the Town’s website and social media
channels as a way of getting information to the community quickly and registration
could open immediately. It is estimated that this process could happen effectively
during the 4 week re-start plan timeframe.
Program Options: The program implications are significant with COVID-19 restrictions in
place. There is little opportunity for offering engaging programs with the physical
distancing requirements and mandated closures. Groups would be limited to a
modified program that accounts for maintaining distance, minimizing use of
equipment, no access to playground structures, and no access to pools. The June 1
Guidance document lists a number of camp activities that would not be allowed:
indoor singing, water or sensory tables, field trips, activities involving animals, and
participants preparing or serving food.
Access to Staff: Summer Students are scheduled to start their positions on June 21st,
2020. It is important that they receive clarity on whether programs are running as
soon as possible. Some have already sought other opportunities for employment
and it is uncertain whether a full complement of staff will be available for camp.
The complexity and additional costs of implementing the restrictions on camp
programming, the resulting reduced program quality, and the overall risk to staff and
participants are problematic. In addition, making a definitive decision now would
provide an opportunity for summer staff to seek other employment opportunities and for
parents and caregivers to have time to arrange alternative summer care and activities
for their children. The health and safety of children and staff is the main priority, and
based on the current situation staff feel that a camp or recreation environment would not
be a safe option for participants or staff.
Aquatics Considerations
Both the indoor pool and Lake Lisgar Waterpark will require a minimum of 4 and 5
weeks respectively to become operational, which includes reinstating Full-Time staff
that are currently redeployed to the Parks team; reinstating Student Lifeguards, passing
public health inspections as well as the development, training on and implementation of
new procedures to reflect COVID-19 restrictions. In addition, staff will need to purchase
supplies and organize/provide mandatory staff training.
Indoor Pool: The indoor pool will require a minimum of 4 weeks to become operational .
Staff has an operational plan for when recreation centres are able to open to the
public, however the gathering restrictions and physical distancing requirements will
limit the ability to run swimming lessons and aqua fit programs. If opened, public use
of the pool would be limited to community swims and change room access would be
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restricted. The number of staff required to meet the additional cleaning protocols ,
and the number of lifeguards required to be on duty, would mean that the expense
for employees could not be offset by fees collected from patrons without a significant
rate increase. There would be limited revenue from swimming lessons, which is the
bulk of the aquatics department revenue.
Lake Lisgar Waterpark: Lake Lisgar Waterpark will require a minimum of 5 weeks to
become operational as the site will need to be prepared for the season, including
filling the pool and ensuring the replacement waterslide is operational. The
installation of the replacement waterslide is proceeding, although there have been
some COVID-19 related delays in the fabrication of the fiberglass and especially the
steel. Fibreglass components began arriving on site on May 20, and some steel
components are expected the second week of June. Barring further delays, more
steel will arrive in early July and then installation can begin. As of May 28,
completion ready for testing is expected around the last week of July.
With this updated timeline for removing Provincial restrictions and installing the
waterslide, the earliest possible date to open Lake Lisgar Waterpark for the 2020
season barring further delays would be the beginning of August. This would shorten the
operating season by a minimum of six weeks from the normal Father’s Day weekend
opening.
Staff has reviewed all of the information from Southwestern Public Health, Lifesaving
Society Canada, and the Public Services Health and Safety Association and put
together a comprehensive plan to operate with restrictions and safety measures in place
should the Province reopen public pools.
With the closure of outdoor pools and waterslides until at least June 9 th, 2020; including
limiting public gatherings to no more than 5 people, and the waterslide completion
delayed until the end of July, it is not recommended that the waterpark operate for the
2020 season as there would be a very limited season which means the facility would
operate at a significant deficit.
Health Club Considerations
The Health Club will require a minimum of 4 weeks to become operational, which
includes reinstating the two Full-Time staff that are currently redeployed to the Parks
team; reinstating Part-Time Health Club Attendants, reorganizing the Health Club space
to account for physical distancing requirements, implementing a process for signing up
for defined timeslots, training and implementation of new procedures to reflect COVID-
19 restrictions. In addition, staff will need to purchase supplies and organize/provide
mandatory staff training.
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The Health Club would have to operate with significant restrictions, including the
number of people in the space, limited access to change room facilities, additional
cleaning procedures, and reduced equipment availability due to space constraints.
Memberships would not be available with these restrictions in place as access will not
be unlimited. Pay per use would be the best option under the current circumstances,
with memberships starting again when the facility is fully operational.
It is unknown at this time when recreational facilities will be open to the public and the
recommendation is that the Health Club remains closed until at least August 31, 2020.
Fitness Program Considerations
Fitness programs will require a minimum of 4 weeks to become operational, which
includes reinstating Full-Time staff that are currently redeployed to the Parks team;
hiring a Part-Time Fitness Instructor, planning programs with COVID-19 restrictions,
ensuring all Public Health recommendations are in place, implementing a process for
signing up for defined timeslots, training and implementation of new procedures to
reflect COVID-19 restrictions. In addition, staff will need to purchase supplies and
organize/provide mandatory staff training
The recruitment process for the Part-Time Fitness Instructor was interrupted by the
COVID-19 closure and the preferred candidate was not presented with an offer letter
due to the hiring freeze. In order to run fitness programs, the hiring process would need
to move forward and training would need to take place prior to any fitness programs
running.
Currently, both the Recreation Programs Supervisor and the Active Living C oordinator
are redeployed to the Parks team and would need to be moved back into their primary
roles in order to provide fitness programs. This is not recommended as the disruption to
the parks team for little to no revenue potential is not worth adding fitness programs at
this time.
Redeployment Considerations
Many Full-Time staff from the recreation programs and services department have been
redeployed to roles on the Facilities team or the Parks team. Student contracts were
delayed and it is unclear how many students are still available for the summer. No
summer programs can run without the full-time staff fulfilling their primary roles. Moving
staff back to their primary role is contingent on the timelines for the roles currently being
filled by redeployed staff to be filled by staff hired for those roles. The hiring process will
take a minimum of 4 weeks. As well, all areas noted above (aquatics, summer camp,
health club, fitness programs) would need to have currently vacant student and part
time roles filled before operations could begin.
Staff recommend suspending all recreation program and services until at least August
31, 2020. This timeline provides for the least disruption in staffing across the
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department by allowing redeployed staff to remain in the parks department until the end
of the summer. This eliminates the need to go through the hiring process and provides
the best value for allocated staffing expenses.
Ice Operations and Room Bookings
This report does not make any recommendations with respect to ice operations and
room bookings at TCC. There are re-start plans in place for both functions, based on
currently available best practice guidelines from SWPH, ORFA and sport organizations.
As the guidelines are updated and restrictions are lifted, RCP staff will continue to
update our plans to restart both functions and respond accordingly. As of the writing of
this report there are no current estimated dates for when the restrictions will be lifted.
Consultation:
Timing and costs for the waterslide installation have been reviewed with ProSlide and
with PPL Group, the Town’s preferred aquatics infrastructure maintenance contractor.
Southwestern Public Health and Lifesaving Society Canada have been consulted
regarding guidelines for reopening, safety measures that need to be in place, staff
training, updated First Aid procedures and timelines for health inspections.
The ORFA has provided guidance documents with best practices in the industry for
reopening within the context of COVID-19. Municipal insurance providers have indicated
that the ORFA guidelines will be considered the standard against which liability
decisions will be made.
Financial Impact/Funding Source:
In order to mitigate significant revenue loss from user fees the recommended plan to
suspend summer programs is seen as a financially responsible one. It is estimated that
if Summer Day Camp programs were to run with the current provin cial restrictions in
place the camp would operate at a deficit of $20,000 or more.
The Health Club and Fitness Programs already operate at a loss, so implementing
programs with a significantly lower capacity would increase the levy support required for
these services.
Even though few patrons could use it because of COVID-related capacity restrictions,
indoor pool operations have minimal flexibility to decrease staffing levels because of
provincial regulations regarding the number of lifeguards required to be on duty. This
means that the operations would also require an increased level of levy support.
Regarding the Lake Lisgar Waterpark, as noted in Report RCP 20-21 (attached); with
the restrictions on physical distancing and limited numbers of people that can participate
at one time; the ability to run the Waterpark at full capacity is impacted significantly.
Meeting revenue targets would be impossible, even with a full operating season.
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It is conceivable that the shorter operating season, lower admission capacity and
uncertain customer demand will result in 70% or less of the projected revenue being
earned, or a reduction of at least $50,000. Without any other offsetting savings
available, this will mean that the tax levy subsidization of the waterpark will increase
from the $56,200 projected in the 2020 budget to approximately $100,000-$110,000.
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 – RCP 20-21 - LLWP 2020 Operating Season
Appendix B – 2020-05-11 COVID-19 Guidance for Day Camps (SWPH)
Appendix C – 2020-05-11 COVID-19 Guidance for Splash Pads, Public Pools, Spas
and Wading Pools (SWPH)
Appendix D – Information Bulletin – Recommendations for Progressive Reopening
(Lifesaving Society Canada)
Appendix E – COVID-19 Guidance: Summer Day Camps (Ministry of Health)
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RCP 20-27
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Report Approval Details
Document Title: RCP 20-27 - COVID-19 Impact on RCP Programs and
Services Summer 2020.docx
Attachments: - RCP 20-21 - LLWP 2020 Operating Season.docx
- RCP 20-27 - B - 2020 05 11 COVID19 Guidance for Day Camps.pdf
- RCP 20-27 - C - 2020 05 11 Guidance for Splash Pads Public Pools Spas
and Wading Pools.pdf
- RCP 20-27 - D - Information Bulletin - Recommendations for Progressive
Reopening.pdf
- RCP 20-27 - E - Summer_day_camp_guidanceV1June1-2020_Final.pdf
Final Approval Date: Jun 4, 2020
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt - Jun 4, 2020 - 12:33 PM
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Page 1 of 3
Subject: Lake Lisgar Waterpark 2020 Operating Season
Report Number:
Author: Andrea Brown, Recreation Programs & Services Manager
Meeting Type: Council Meeting
Meeting Date: Monday, May 11, 2020
Recommendation:
THAT Council receives Report RCP 20-21 – Lake Lisgar Waterpark 2020 Operating
Season;
AND THAT Lake Lisgar Waterpark remains closed for the 2020 operating season due to
COVID-19 restrictions and the associated financial pressures on the municipality.
Background:
At the December 2nd, 2019 Council budget meeting Council passed a resolution in
support of delegating funds to the outdoor waterslide in the 2020 budget cycle. On
December 10th the following resolution was passed:
THAT Report RCP 19-66 – Pre-Budget Approval for a Replacement Waterslide at
LLWP is received;
AND THAT Council authorizes a sole-source procurement of a replacement waterslide
from ProSlide Technology Inc. (Ottawa);
AND THAT Council gives pre-budget approval to purchase the supply and installation of
a replacement waterslide and tower from ProSlide Technology Inc. (Ottawa) for their
quoted cost of $327,900 plus applicable taxes so that the installation can be complet ed
in time for the 2020 summer season.
Based on this resolution Recreation, Culture and Parks staff moved forward in procuring
the project with an anticipated completion in early June, 2020.
Discussion:
At the time of procurement, the impact of COVID-19 was not a factor and the project
was on track to be completed prior to opening day for the 2020 season. Work began at
Page 534 of 595
RCP 20-21 Page 2 of 3
the W aterpark in March in order to prepare the site for the installation of the new slide.
The project was on track until the end of March when the Province of Ontario
Emergency Order mandated that all non-essential construction be halted. The
waterslide installation has been put on hold until the Provincial restrictions are lifted for
non-essential work. As a result, the installation cannot be completed in time for an on -
time start to the season. Delaying the opening to allow for the installation to be
completed compromises the viability of the operating season.
Although there is currently a hole in the pool wall, it would be possible to operate the
waterpark without the waterslide for the season and open as scheduled on Fathers Day
weekend. It is estimated that the cost to temporarily plug the hole would be in the range
of $2,000. In normal (non-COVID) conditions, the operation would be less expensive to
open on time without the waterslide than to delay the opening by several weeks to allow
for the slide to be installed.
The Province of Ontario has not provided a timeline for removing restrictions; however it
has been announced that restrictions will be removed in stages. Staff anticipates that
Ontario will follow the lead of other provinces that have provided clarity on when things
can be expected to re-open and that large gatherings of people in recreation facilities
will be one of the last areas to have restrictions removed due to the increased risk of
spreading the virus within larger groups of people. There is an indication that even when
recreation facilities are able to open, restrictions such as physical distancing and limiting
numbers of people that can participate at one time will remain in effect for the
foreseeable future. This would limit the ability to run the W aterpark at full capacity,
which would mean meeting revenue targets would be impossible.
Even if large gatherings become possible there is no sense yet as to whether people
will be willing to be in this type of environment within the context of COVID-19 or
whether the general public will be in a position to afford to participate given the large
economic impact of the virus.
The startup timeframe for the waterpark is 6 weeks. Should there not be a decision b y
the province on gatherings prior to May 15th; the 2020 season would not be able to start
on time. The startup cost is approximately $10,000 so a late start would need to be
carefully evaluated to determine the cost/benefit. However, based on past performance
any delay to the start of the season has a far greater impact on revenue than an early
shut down.
Given that we are in an unprecedented period of uncertainty, the fabrication and
installation of the waterslide has been delayed, and the risk of running the Waterpark at
a deficit due to significantly decreased capacity based on restrictions and a shortened
season, it is recommended that the Lake Lisgar W aterpark remains closed for the 2020
season. The waterpark would re-open in 2021 when the slide is completed and
restrictions on gatherings of people are lifted. This is the recommended option to
mitigate revenue losses during this unprecedented time.
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RCP 20-21 Page 3 of 3
Consultation:
Timing and costs have been reviewed with ProSlide and with PPL Group, the Town’s
preferred aquatics infrastructure maintenance contractor.
Financial Impact/Funding Source:
Staff has reviewed the 2020 budget for the Lake Lisgar Waterpark and it is estimated
that the financial impact of not opening the waterpark for the 2020 season is a potential
savings of $113,000 in staff wages and operating costs such as building repairs,
maintenance, staff training supplies and marketing costs. In a typical year these
expenses are partially offset by admission revenue, but given the COVID -19 restrictions
on large gatherings, it is unlikely that revenue targets will be realized.
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 536 of 595
COVID-19 (Novel Coronavirus)
Day Camps
Southwestern Public Health
1-800-922-0096
www.swpublichealth.ca
Guidance for Day Camps during COVID-19
May 11, 2020
The COVID-19 pandemic is evolving rapidly, and this guidance is subject to change. Please
visit the Southwestern Public Health website www.swpublichealth.ca regularly for updates and
additional information.
Emergency Orders
• Emergency orders in Ontario have been extended until June 2nd, 2020, including
limitations on childcare. This document provides guidance for when day camps
may reopen for the public.
• Stay informed about emergency orders from the Province of Ontario and respect them.
Do not visit playgrounds, splashpads, sporting fields or other outdoor recreational areas
with children if an emergency order mandating their closure is in effect. Alternatively,
play outside (if able) or go for a walk while maintaining safe physical distancing (2
meters from other people).
Hand Hygiene and Respiratory Etiquette
• Wash hands often with soap and water for at least 20 seconds or use alcohol-based
hand sanitizer with at least 60% alcohol if soap and water is not available.
• Hand washing stations should be stocked with hot and cold running water, soap in a
dispenser, paper towel and a waste bin equipped with a disposable liner. Avoid use of
cloth towels to prevent contamination of washed hands.
• Supervise young children when they use hand sanitizer to prevent swallowing.
• Incorporate additional hand hygiene opportunities into the daily schedule. Young
children may require hand washing assistance.
• Cover your cough and sneezes with a tissue and put dirty tissue in the garbage. If you
do not have a tissue, cough, or sneeze into your sleeve, not your hands. Wash your
hands after coughing or sneezing.
• Avoid getting close to faces of all children, where possible.
Page 537 of 595
COVID-19 (Novel Coronavirus)
Day Camps
Southwestern Public Health
1-800-922-0096
www.swpublichealth.ca
Cleaning and Disinfection
• Follow standard protocols for routine cleaning and disinfection. In addition to routine
cleaning, high touch surfaces like doorknobs, light switches, toys and games, and
handrails should be cleaned and disinfected twice daily.
• Toys that cannot be cleaned and sanitized should not be used (e.g., plush toys).
Children’s books, and other paper-based materials such as envelopes, are not
considered high risk for transmission and do not need additional cleaning or disinfection
procedures.
• Water fountain mouthpieces should be regularly cleaning and disinfected according to
manufacturer’s recommendations.
• Common cleaners and disinfectants are effective against COVID-19. Disinfectants with a
Drug Identification number are approved for use in Canada.
• Cleaning products should not be used near children, and staff should ensure there is
adequate ventilation when using these products to prevent children from inhaling toxic
fumes.
• Always follow manufactures direction for cleaners and disinfectants. Do not combine or
mix cleaners and disinfectants.
• See fact sheet for cleaning and disinfection in public settings.
General Safety and Physical Distancing
• Avoiding close greetings like hugs or handshakes and remind children to keep their
hands to themselves as needed.
• Day camps must have procedures for staff safety, including measures for infection
prevention and control.
• Encourage more physical space between children by spreading children out into
different areas, limiting the number of children enrolled, alternate or stagger lunchtime
and outdoor playtime, incorporate more individual activities that encourage space
between children.
o Keep enough toys out to encourage individual play. Items that may encourage
group play in close proximity should be avoided.
• Reinforce “no food sharing” policies. If meals or snacks are provided, ensure each child
has their own meal or snack. Multi-use utensils must be sanitized according to Food
Premises Regulations.
Page 538 of 595
COVID-19 (Novel Coronavirus)
Day Camps
Southwestern Public Health
1-800-922-0096
www.swpublichealth.ca
• If food is provided, avoid the use of buffet-style service where it may be difficult to
implement social distancing and children may contaminate the food during self-service.
Note: if food is provided, the camp falls under the above regulations and must be
inspected by Public Health Inspectors.
• Pick-up and drop-off of children should happen outside the childcare setting unless it is
determined that parent/guardian needs to enter the setting. We recommend having a
staff member meet the child at the vehicle while parents remain in the vehicle to reduce
potential exposure.
Screening
• All individuals, including children, parents/guardians, and staff must be screened upon
arrival. Deny entry to any individual who has any symptoms of COVID-19.
• Screeners should take appropriate precautions when screening, including maintaining a
distancing of at least two metres from those being screened or being separated by
physical barriers.
If Children of Staff Become Ill
• If a staff member becomes ill while at work, they must immediately go home and isolate.
• Staff should call their healthcare provider, Telehealth (1-866-797-0000), or complete the
online self-assessment to determine next steps.
• The camp must have a protocol in place to notify parents/guardians if their child begins
to show symptoms of COVID-19 while in care, including the need for immediate pick up.
• Symptomatic children must be immediately separated and supervised until they get
picked up.
• Hand hygiene and respiratory etiquette should be practiced while the child is waiting to
be picked up. Tissues should be provided to the children for proper respiratory etiquette,
along with proper disposal of the tissues.
• Environmental cleaning of the space the child was separate in must occur once the child
is picked up.
• Day camps within the meaning of the Child Care and Early Years act, 2014 have a duty
to report suspected or confirmed cases of COVID-19 under the Health Promotion and
Protection Act. The camp should contact Southwestern Public Health to report a
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COVID-19 (Novel Coronavirus)
Day Camps
Southwestern Public Health
1-800-922-0096
www.swpublichealth.ca
suspected COVID-19 case. SWPH will provide specific advice on what measures should
be implemented to prevent the spread and how to monitor for other possible infected
staff or children.
Personal Protective Equipment
• Personal protective equipment such as masks, gloves, and gowns are not
recommended for use in this setting. They are only recommended for healthcare
workers, and those with other non-infectious occupational health exposures.
o A mask may be given to a person who is experiencing respiratory symptoms such
as a sneeze or cough on the advice of a health care provider.
o Masks are not recommended for use by young children unless advised to do so
by a health care provider. Masks can be irritating to children and may lead to
increased touching of the face.
o See information on the use of non-medical masks.
• The use of gloves is not recommended by the public during daily activities. Glove use
does not replace the need to practice hand hygiene.
o Disposable plastic gloves can be used instead of bare hands, but gloves will pick
up microorganisms the same way hands do.
o Make sure you wash your hands before and after using gloves, and always use a
new pair of disposable plastic gloves when you change tasks or after any
potential contamination. Throw away the used ones.
Additional Resources
• Visit www.swpublichealth.ca for additional information related to splash pad and pool
use, children and COVID-19, and general health and safety information for workplaces.
• Cover your Cough- poster PDF
• Wash your hands- poster PDF
• Hand Washing How-To- poster PDF
• Hand Sanitizer How-To- poster PDF
• Visitor Screening- sign PDF
• Physical Distancing- sign PDF
Page 540 of 595
COVID-19 (Novel Coronavirus)
Public Health Guidance for Splash Pads,
Public Pools, Spas and Wading Pools
Southwestern Public Health
1-800-922-0096
www.swpublichealth.ca
COVID-19: Guidance for Splash Pads, Public Pools, Spas,
and Wading Pools
May 11, 2020
The COVID-19 pandemic is evolving rapidly, and this guidance is subject to change. Please visit the
Southwestern Public Health website regularly for updates and additional information.
Emergency orders in Ontario have been extended until June 2nd, 2020, including the closure of public
areas, like splash pads and pools. This document provides guidance for when pools, splash pads, and
spas are able to reopen for the public. To keep up to date, please visit Provincial Emergency Orders
and Closures.
Reopening your facility, or any business during these unprecedented times does not go without
some risk to staff and patrons. Each facility must decide whether opening under these
constraints and with these risks is technically, logistically, and financially feasible.
To prevent delays, it is recommended that owners/operators start getting their facility up and
running in anticipation that they will reopen soon. This will allow time for an inspection to be
conducted and approval provided by the health unit, prior to opening. Owners/operators must
notify Southwestern Public Health of their intention to reopen their pool or spa at least 14 days
prior to opening. Notification can be done online at Southwestern Public Health.
What you should do:
General Cleaning and Disinfection
• COVID-19 is largely transmitted through respiratory droplets that can spread up to two metres.
There is currently no evidence that the virus is transmitted through water, but the risk of
transmission remains present at any place of work, and any recreational facility.
• Follow standard protocols for routine cleaning and disinfection. In addition to routine cleaning,
high touch surfaces like doorknobs, light switches, toilet handles, parking metres, counters, and
handrails should be cleaned and disinfected twice daily.
• Water fountain mouthpieces should be regularly cleaned and disinfected according to
manufacturer’s recommendations.
Page 541 of 595
COVID-19 (Novel Coronavirus)
Public Health Guidance for Splash Pads,
Public Pools, Spas and Wading Pools
Southwestern Public Health
1-800-922-0096
www.swpublichealth.ca
• Common cleaners and disinfectants are effective against COVID-19. Disinfectants with a Drug
Identification Number are approved for use in Canada.
• See fact sheet for cleaning and disinfection in public settings.
Staff and Visitor Safety
• Post signage for those entering the area about signs and symptoms of COVID-19. Both the
public and staff should be reminded about staying home if feeling unwell.
• Staff and visitors must practice physical distancing by staying at least two metres away from
others (additional information for specific settings is below).
• Staff and visitors should be advised to practice good hand hygiene (frequent hand washing,
alcohol-based hand sanitizer) and respiratory etiquette (sneezing into a bent elbow or
disposable tissue).
o A wash your hands poster can be placed in washrooms
• Remind staff to stay home if sick. If they become unwell while at work, they should go home
immediately. To determine next steps and who to contact, individuals can complete an online
self-assessment.
Specific Considerations for Splash Pads
• Efforts should be made to ensure physical distancing occurs at splash pads. To facilitate
physical distancing, limit the number of individuals using the splash pad at once. Larger or busier
splash pads may need supervision to encourage physical distancing as much as possible.
• All splash pads are inspected during their operational season to prevent and reduce water-borne
related injuries, illnesses, and fatalities. Splash/spray pads, wading pools, and water slide
receiving basins are considered Class C facilities and fall under Ontario Regulation 565.
Considerations for Public Pools, Spas, and Wading Pools
• Efforts should be made to ensure physical distancing occurs at pools and spas. To facilitate
physical distancing, limit the number of individuals using the area at once. Larger or busier pools
and spas may need supervision to encourage physical distancing as much as possible. To
facilitate physical distancing, the number of individuals using pools and spas may be less than
the maximum number of bathers the area normally allows.
Page 542 of 595
COVID-19 (Novel Coronavirus)
Public Health Guidance for Splash Pads,
Public Pools, Spas and Wading Pools
Southwestern Public Health
1-800-922-0096
www.swpublichealth.ca
• Pools and spas are routinely inspected to test the water quality and ensure safety precautions
are in place. These inspections are to ensure compliance with the Ontario Pools Regulation 565.
Water-related illnesses can be passed through contaminated recreational water, and poor safety
precautions can cause serious injury, so it is important that Public Health Inspectors work closely
with pool and spa operators.
For official COVID-19 information visit: www.swpublichealth.ca
Page 543 of 595
Lifesaving Society Canada
Suite 001 – 1145 Hunt Club Road, Ottawa, Ontario K1V 0Y3
Telephone: 613-746-5694
E-mail: experts@lifesaving.ca Web: www.lifesaving.ca
Release Date - 15 May 2020
Background
Aquatic recreational activities have many physical and mental health benefits for the
population. In the context of climate change, swimming is an accessible cooling measure to
better adapt to increasing and extreme heat conditions.
Swimming is the second most popular activity (after bicycling) in Canada among school-age
children between 5 and 12 years of age, thus contributing to the adoption and maintenance
of healthy lifestyle habits. To take full advantage of its many benefits, it is imperative that th e
population be able to participate in these aquatic activities in a safe manner and minimize
potential health risks.
Under 1% of all fatal drownings in Canada occur in lifeguard supervised swimming locations.
Aquatic facilities provide an essential public service at all times and especially during heat
waves; opening them is part of many public health injury prevention plans. Therefore, as
COVID-19 poses a public health threat, it is essential to address operational concerns for
aquatic facilities while maintaining the prevention measures recommended by
provincial/territorial public health authorities.
In the event of increasing summer temperatures and heat wave health advisories, in
consultation with local health authorities, owners and operators of publi c aquatic facilities
need to plan to open their pools and waterfronts to allow the public to cool off while continuing
to adhere to all current COVID-19 precautions.
The Lifesaving Society advises owners, operators, lifeguards, aquatic instructors and
coaches to follow the existing recommendations outlined on the World Health Organization
(WHO) website. Refer to the Public Health Agency of Canada, the Centers for Disease
Control and Prevention (CDC) recommendations and guidelines provided by provincial and
territorial public health authorities. These resources provide the most up to date information
on basic protective measures against COVID-19.
Information Bulletin
COVID-19 Facility Operations
Recommendations for Progressive Reopening
Page 544 of 595
Lifesaving Society Canada
COVID-19 Facility Operations: Recommendations for Progressive Reopening 15 May 2020
2
Implementation
The COVID-19 pandemic has generated questions and concerns about potential exposure to
the virus when aquatic facilities reopen.
The objective of this Information Bulletin is to assist owners and operators of aquatic facilities
in minimizing the risk of COVID-19 transmission to employees and the public when facilities
reopen. These recommendations provide guidance both to facility operators and lifeguards at
swimming pools and waterfronts.
Owners and operators should review the following Lifesaving Society Information Bulletins as
found on the Lifesaving Society Canada website at https://www.lifesaving.ca/safety-
management-services.php
COVID-19 Aquatic Facility Maintenance: Cleaning, Decontamination and Safe Water
Management of Aquatic Facilities
COVID-19 Facility Operations: Recommendations for Aquatic Staff Training
COVID-19 First Aid and Resuscitation Recommendations
Owners and operators should also review Lifesaving Society Canada’s national standards
providing additional operational details to assist swimming pool and waterfront operators.
This guidance is based on expert opinion and evidence -based research from many credible
health organizations throughout Canada and globally. Recommendations should be adapted
to meet local conditions of the disease burden as well as resource availability.
The Lifesaving Society continues to reassess the public health risk based on the best
available evidence as the COVID-19 situation evolves. These recommendations will be
updated as additional information becomes available.
COVID-19 Facility Operations: Recommendations for Progressive Reopening
The owner and/or operator should:
1. Create a plan for the reopening of aquatic facilities according to provincial and territorial
health authority requirements.
2. Ensure that every employee suspected or confirmed to have contracted COVID -19
stay home or seek medical attention and have a detailed plan to manage their return
to work.
3. Establish a strategy for safe employee access to the facility.
4. Develop human resource policies that are fully compliant with existing workplace health
and safety regulations and labour codes.
5. Avoid sharing equipment and supplies between employees, or shared equipment must
be disinfected before re-use.
6. Ensure employees are provided with the appropriate PPE for the work being
performed, and that the equipment is cleaned and sanitized between users.
7. Post signs at the facility entrance to inform all bathers that:
a. Patrons may not enter the facility if they suspect they have COVID -19 symptoms.
b. If admitted, maintain social distancing of 2 meters from other bathers and
employees.
c. All patrons maintain proper hygiene when in the facility.
Page 545 of 595
Lifesaving Society Canada
COVID-19 Facility Operations: Recommendations for Progressive Reopening 15 May 2020
3
8. Provide facility access with one entry point and a separate exit point.
9. Install physical markers on the floor or walls (cones, lines, stickers, wooden structures,
etc.) that indicate appropriate two meters spacing distances for patrons waiting in line.
10. Ensure that a physical barrier is provided between the cashier and the client and that
no physical contact is made between the employee and the patron.
11. Take measures to avoid crowds gathering or long waiting times such as a reservation
system giving bathers a time limitation for use of the aquatic facility.
12. Encourage bathers, where possible, to shower at home before and after swim ming.
13. Ensure that the occupancy rate in changerooms is reduced to allow social distancing,
and that the total occupancy always allows a minimum space of 5 square meters per
person.
14. Ensure delivery personnel/suppliers drop off goods at a designated delivery location.
15. Limit the exchange of paperwork and encourage electronic signatures on contracts or
delivery forms.
16. If a bathroom is available on the pool deck, encourage bathers to use this toilet to avoid
patrons from entering other areas of the facility.
17. Post signs to inform patrons on how to hand wash.
18. Ensure that surfaces, sinks and toilets are cleaned and disinfected regularly.
19. Educate patrons that treated pool water is an effective disinfectant and that risk while
in contact with treated pool water is considered minimal.
20. Use hard-surface disinfectants that meet Health Canada's requirements for emerging
viral pathogens. These authorized disinfectants may be used against SARS -CoV-2,
the coronavirus that causes COVID-19: https://www.canada.ca/en/health-
canada/services/drugs-health-products/disinfectants/covid-19/list.html
21. Use antiseptic/antibacterial skin cleansers or hand sanitizers that meet Health
Canada's requirements for emerging viral pathogens. The list of authorized products
is available online: https://www.canada.ca/en/health-canada/services/drugs-health-
products/disinfectants/covid-19/hand-sanitizer.html
22. Ensure that policies for the use of diving boards, waterslides and rope swings are
adjusted to establish physical distancing measures.
23. Prevent access to whirlpools (including hot tubs and spas), saunas and steam rooms
which present a higher risk of COVID-19 contamination.
The owner and/or operator can consult Lifesaving Society resources to assist in the
implementation of adequate measures to address these recommendations.
Definitions
Coronavirus: Coronaviruses are a large family of viruses which may cause illness in
animals or humans. In humans, several coronaviruses are known to cause respiratory
infections ranging from the common cold to more severe diseases such as Middle East
Respiratory Syndrome (MERS) and Severe Acute Respiratory Syndrome (SARS). The
most recently discovered coronavirus causes coronavirus disease COVID -19.
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COVID-19 Facility Operations: Recommendations for Progressive Reopening 15 May 2020
4
COVID-19: COVID-19 is the infectious disease caused by the most recently
discovered coronavirus. This new virus and disease were unknown before the
outbreak began in Wuhan, China, in December 2019. As of January 2020 COVID -19
was declared a pandemic, affecting countries world-wide.
Operator: the trained individual designated by the owner to be responsible for the day-
to-day operation of an aquatic facility.
Owner: the person or corporation who is the owner of an aquatic facility.
References
American Heart Association. Training Memo: Optional Instructional Changes during
COVID-19 Outbreak. American Heart Association: Web: 10 March 2020
Centers for Disease Control and Prevention. CDC’s Healthy Swimming website: Web:
21 April 2020
Centers for Disease Control and Prevention. Cleaning And Disinfecting Your Home:
Web: 2 April 2020
Centers for Disease Control and Prevention. How to Protect Yourself & Others: Web:
13 April 2020
Centers for Disease Control and Prevention. Information about Drinking Water,
Treated Recreational Water, and Wastewater: Web: 23 April 2020
Centers for Disease Control and Prevention. MMWR Hospitalization Rates and
Characteristics of Patients Hospitalizes with Laboratory-Confirmed Coronavirus
Disease 2019: Web: 16 April 2020.
Centers for Disease Control and Prevention. Resources for Large Community Events
& Mass Gatherings: Web: 21 March 2020
Centers for Disease Control and Prevention. Resources for Parks and Recreational
Facilities: Web: 11 April 2020
Centers for Disease Control and Prevention. Visiting Parks and Recreational Facilities:
Web: 10 April 2020
Emergency Cardiovascular Care Committee and Get With the Guidelines®-
Resuscitation Adult and Pediatric Task Forces of the American Heart Association.
Interim Guidance for Life Support for COVID-19: Web: 11 April 2020
Gervais, Marie-Christine et Claire Laliberté. Mesures d’adaptation à la chaleur, confort
thermique et qualité de l’air intérieur dans l’habitation . Institut national de santé
publique du Québec: Juin 2016
Government of Canada. Extreme heat: heat waves : Web : 28 February 2020
Gouvernement du Québec. Coronavirus disease (COVID-19) in Québec: Web: 10 Avril
2020
Groupe de travail SAT-COVID-19. Recommandations pour les centres de jardin et de
piscines, pépinières et entreprises d’aménagement paysager – Phase de reprise
progressive des activités. Institut national de santé publique du Québec : Web. 13 Avril
2020
Page 547 of 595
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COVID-19 Facility Operations: Recommendations for Progressive Reopening 15 May 2020
5
Institut National de Santé Publique du Québec. COVID-19 : Eau potable et eau de
baignade : Web : 5 Avril 2020
Institut national de santé publique du Québec. COVID-19 : Mesures de prévention en
milieu de travail : Recommandations intérimaires. Institut national de santé publique
du Québec : Web. 5 Avril 2020
Institut National de santé publique du Québec. COVID-19 Nettoyage de surfaces.
Institut National de santé publique : Web : 15 Avril 2020
Institut National de Santé Publique du Québec . La qualité des eaux récréatives au
Québec et les risques à la santé : Web : n.d
Lifesaving Society. Swim to survive: Web: n.d
Société de sauvetage. Faits saillants sur les noyades et les autres décès liés à l’eau
au Québec de 2009 à 2015 : Web : 2020
United States Lifesaving Association. Lifeguarding and Covid-19: Web: 23 April 2020
Water Research Australia. SARS-CoV-2 – Water and Sanitation: Web: 5 March 2020
World Health Organization. Glove Use Information Leaflet: Web: August 2020
World Health Organization. Q&A on coronaviruses (COVID-19). World Health
Organization: Web: 17 April 2020.
World Health Organization. Steps to remove personal protective equipment (PPE):
Web: n.d
Approval
Approved by the Lifesaving Society Canada Safety Standards Commission on 06 May
2020.
Approved by the Lifesaving Society Canada Management Team on 12 May 2020.
Disclaimer
Lifesaving Society Canada’s National Safety Standards are developed using Coroners’
recommendations, the latest evidence-based research, and reflect the aquatics industry’s
best practices at the time the publication was approved.
In the rapidly changing COVID-19 era, Lifesaving Society Canada will update the COVID-19
Information Bulletins as evidence-based research becomes available. The information
contained within this document does not replace or supersede local, provincial/territorial or
federal health authority guidelines.
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1
Tillsonburg
Business Improvement Area
MINUTES – OPEN SESSION
Board Meeting of Thursday, February 20th, 2020
Carriage Hall 7:30 am – 9:30 am Breakfast at 7:00 am
1. CALL TO ORDER: Time: 7:34 am
QUORUM: 5/9
Members present: C. Tomico; D. Gilvesy; J. Tilson; M. Van Geer Truyde; M.
Tedesco;
Staff present: M. Renaud; K. Slattery; C. Pepper (town)
Regrets: D. Rasokas; A. Hicks; C. Heutinck; W. Cameron
2. ADOPTION OF THE AGENDA:
a. moved by: M. Van Geer Truyde seconded by: M. Tedesco
And resolved that the agenda as AMENDED for the BIA Board of
Management meeting for Thursday, February 20th, 2020 be adopted.
The amended agenda includes TWO closed session items.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF:
4. ADOPTION OF THE OPEN SESSION MINUTES from the board meeting of
January 23rd, 2020
a. moved by: D. Gilvesy seconded by: J. Tilson
“And resolved that the minutes, as prepared for the OPEN SESSION
meeting of
February 20th, 2020 be adopted”.
Page 557 of 595
2
5. ADOPTION OF THE CLOSED SESSION MINUTES from the board meeting of
January 23rd, 2020
b. moved by: D. Gilvesy seconded by: J. Tilson
“And resolved that the minutes, as prepared for the CLOSED
SESSION meeting of
February 20th, 2020 be adopted”.
6. MOTION TO MOVE INTO CLOSED SESSION: Time: 7:35 a.m.
“And resolved that Board of Management moves into CLOSED SESSION
for the purposes of discussing matters to employee negotiations”.
7. MOTION TO MOVE BACK INTO OPEN SESSION: Time: 8:24 a.m.
8. EVENTS AND MARKETING CO-ORDINATOR’S REPORT: The EMC delivered
the monthly report. There was a slide presentation. The Board Members made
several positive comments about the accomplishments for the period. There
were no questions.
9. FINANCIAL REPORT: The board received the report. The Board Treasurer was
absent for the meeting. The ED delivered the report. There was some
discussion about outstanding items. The board accepted the report with no
changes. The ED will follow-up with all outstanding items.
10. FIP RENDERING AGREEMENT AND COST: The board accepted the new fee
proposal from Southridge Concept renderings as presented. The Board Chair
spoke clearly about the excellent value that was received for the monies spent.
The ED also highlighted the quality of the work vs. the previous contractor.
11. EXECUTIVE DIRECTOR’S REPORT: The ED provided a detailed update. The
board directed two items to be discussed in closed session relating to benefits
and retirement plan for the 2 BIA full-time staff. The office rent was discussed.
The ED will furnish additional information to the board as it is provided by the
Chamber of Commerce. ADP has confirmed an upset limit for payroll processing
to safeguard against any potential manipulation of payroll processing. The board
approved the work truck lease agreement for a period of 24 months beginning
March 2020 – March 2022 at a net annual cost of $6,058 per annum. This cost
is fully recovered through annual sponsorships. There will still need to be a
Page 558 of 595
3
graphics/colour printer purchased for the EMC. The ED discussed the number of
out of zone businesses that would like to be associate members of the BIA.
MOUD with the Town of Tillsonburg: The board was advised as to the status of
the negotiations. The Board Chair indicated we were awaiting a response from
the Town of Tillsonburg. Façade Improvement Program project update: The ED
gave an update to the program and there were no questions. There is a lot of
interest in 2020. The tracking spreadsheets have been updated to include the
designer/renderings costs back to 2013.
12. ROUNDTABLE: open discussion.
a. NEXT MEETING: Thursday, March 26th – Carriage Hall – 7:30 am
13. MOTION TO ADJOURN: Time of adjournment: 9:34 a.m.
a. moved by: M. Van Geer Truyde b. seconded by: J. Tilson
Page 559 of 595
1
Tillsonburg
Business Improvement Area
Meeting Minutes
Board Meeting of
Thursday, March 26th, 2020
TELECONFERENCE
Time: 10:00 a.m.
1.CALL TO ORDER:Time:
QUORUM:YES - Count members present 7/9
C. Pepper, M. Renaud, C. Tomico, K. Slattery, J. Tilson, M. Van Geer Truyde, M. Tedesco,
D. Rasokas, D. Gilvesy
Regrets: A. Hicks, C. Heutinck
2.ADOPTION OF THE AMENDED AGENDA:
a.moved by: D. Gilvesy seconded by: M. Van Geer Truyde
“And resolved that the agenda as prepared for the BIA Board of
Management meeting for Thursday, March 26th, 2020 be adopted”.
“Carried”
3.DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF:
4.ADOPTION OF THE MINUTES from the board meeting of February 20th, 2020
a.moved by: M. Tedesco seconded by: J. Tilson
“And resolved that the minutes, as prepared for the OPEN SESSION
meeting of February 20th, 2020 be adopted”.
“Carried”
b.moved by: M. Veer Geer Truyde seconded by: D. Gilvesy
“And resolved that the minutes, as prepared for the CLOSED SESSION
meeting of February 20th, 2020 be adopted”.
Page 560 of 595
2
“Carried”
5.EVENTS AND MARKETING CO-ORDINATOR’S REPORT: The EMC delivered a detailed
report including the curated boxes being sold via the Shopify platform. The EMC shared her
video screen with the presentation of what was accomplished for the month.
6.BEAUTIFICATION COMMITTEE REPORT & UPDATE: The ED has asked M. Fenn & C. Nagy
to join the committee to reconstitute the committee along with the Board Chair. The
program will continue for 2020. We will undertake similar efforts to last year. We are still
awaiting a decision from the town on the MOUD funding and agreement which has a
significant bearing on what we do. We will be spending carefully & responsibly. The ED
was clear about muting the efforts for 2020. M. Tedesco spoke about not putting the
furniture. C. Pepper spoke about the MOU and that there is no resolution as of yet; and
she queried if I had yet spoken with the new clerk. The ED has not made any
commitments. The ED commented . The Board Chair then spoke about the initial meeting
of the MOU meeting with the town back in February. Since that time, the Board Chair has
said there has been a change in tone. Comment was then made about expectations in
both the view of the town and the view of the BIA. C. Pepper spoke again about there
being no resolution on the existing MOU negotiations. The Board Chair spoke about
perhaps installing 50% of the planters compared with last year. The Board Chair also
articulated that we need to communicate things clearly and succinctly. Several comments
were made about ensuring we make Broadway look alive. The EMC suggested we have
clear signage in the pots as to who is paying for them to be clear to managed expectations.
7.FINANCIAL REPORT: The treasurer reviewed the financial report as was prepared by the
ED. The Treasurer was clear about that we should be expecting our full first quarter
payment from the Town of Tillsonburg. The Treasurer presented the revised budget which
removed the $11,600 for the month of April. The Treasurer also removed monies from the
reserves account; beautifications and general operating expenses. The end result of these
changes. is revenue neutral which anticipates no deficit. Funds on deposit at CIBC: as at
02/29/2020: $72,333.33; Funds on deposit at FirstOntario: as at 02/29/2020: $66,524.82
Total funds on hand as of 02/29/2020: $138,858.15. D. Gilvesy suggested that we
extend the levy payment suspension into the entire month of May. Discussion ensued.
Accounts receivable: Town of Tillsonburg – HST rebate from 2019: $20,063; Town of
Tillsonburg – levy for 1st quarter: $34,862.50; Town of Tillsonburg – damage to BIA assets
$1,804.20; Town of Tillsonburg – credit missing from acct: $1,797; Town of Tillsonburg –
Sobey’s development fee $5,000 (2019+2020).
D. Gilvesy suggested that we reallocate FIP monies to be used for emergency relief
programs to the satisfaction of the Board.
a. moved by: D. Gilvesy seconded by: D. Rasokas
“Carried”
Page 561 of 595
3
“And resolved that the BIA Board of Management hereby requests that the Town of
Tillsonburg approves the reallocation of the 2020 FIP funds to be used for
emergency relief programs in the BIA”
8.EXECUTIVE DIRECTOR’S REPORT: The ED reviewed the report and highlighted that the
office rent is an issue and has increased significantly vs. what was in the original approved
budget. The chart below summarizes as to how this will be dealt within the confines of
existing budget footprint.
Account: Description: Original budget:
Forecasted
actual:
Better/worse
than budget:
7130 Vehicle
insurance
$1,225 $638 $587
5000 Christmas lights $2,500 Nil $2,500
6320 Marketing misc. $5,460 $1,000 $4,460
Total: $1,820
7650 Office rent $3,600 $5,400 ($1,800)
8300 Capital projects $23,000 $7,000 $16,000
Other income $55,220 TBD
BIA staff have undertaken the following cost -savings measures and budgetary adjustments
commensurate with the removal of the funding for April 2020:
1.All advertising on hold except for no-cost social media.
2.All capital spending is on hold.
3.All office supply purchases are on hold.
4.All FIP projects are on hold.
5.All FIP design services are on hold. ED spoke with D. Frei March 20 th.
6.Any remaining discretionary funds are on hold pending resolution of the health crisis.
9.MOUD with the Town of Tillsonburg: There were no comments on the report.
10.Façade Improvement Program project update: The ED reviewed the update and the Board
Chair
11.A: COVID BUDGET DISCUSSION: The original discussion on waiving another month of levy
for the month of May 2020 was pulled since we passed a separ ate resolution.
a.Moved by: D. Rasokas Seconded by: D. Gilvesy
“And resolved that the BIA Board of Management hereby requests that the Town of
Tillsonburg approves the reallocation of the $62,000 of FIP funds to be used for
emergency relief programs in the BIA”
Page 562 of 595
4
“Carried”
B.: COVID COMMUNICATION: The Board Chair spoke about the importance of the
communication regarding the health crisis and the relief programs that are available. D.
Gilvesy suggested that the information being disseminated should be coordinated so that
the information is made more simple for busines ses and BIA members. The Board Chair
suggested that the ED would transition to more of an ambassadorial role to help people get
their applications. There was a suggestion of task force to be created to deal with COVID -
19 on it’s own. This will include Councillor D. Gilvesy.
12. ROUNDTABLE: C. Pepper requested that we keep her in the loop with everything. D.
Gilvesy thanked C. Pepper and the SLT for their efforts during the crisis as they are working
long hours.
13.NEXT MEETING: Thursday, April 23rd, 2020 – 10:00 am via VIDEO TELECONFERENCE.
14.MOTION TO ADJOURN: Time of adjournment: 11:57 a.m.
a.moved by: M. Van Geer Truyde
“Carried”
Page 563 of 595
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 1 -
LONG POINT REGION CONSERVATION AUTHORITY
Board of Directors Virtual Meeting Minutes of May 6, 2020
Approved June 3, 2020
Members in attendance: Dave Beres, Robert Chambers, Michael Columbus, Valerie
Donnell, Roger Geysens, Tom Masschaele, Stewart Patterson, John Scholten and
Peter Ypma
Staff in attendance: J. Maxwell, A. LeDuc, B. Hodi, D. Thain and D. McLachlan
Regrets: Kristal Chopp and Ken Hewitt
*R Geysens joined at 7pm
The meeting was called to order at 6:35 pm Wednesday, May 6, 2020.
ADDITIONAL AGENDA ITEMS
None
DECLARATION OF CONFLICTS OF INTEREST
None
DEPUTATIONS
None
MINUTES OF PREVIOUS MEETINGS
A-44/20 moved: J. Scholten seconded: D. Beres
THAT the minutes of the Board of Directors Annual General Meeting held February 28,
2020, and Special Meeting via teleconference held April 22, 2020 be adopted as
circulated.
CARRIED
BUSINESS ARISING
None
REVIEW OF COMMITTEE MINUTES
None
Page 564 of 595
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 2 -
CORRESPONDENCE
a) Municipality of Chatham-Kent letter to the Honourable Jeff Yurek,
Ministry of the Environment, Conservation and Parks, Re: Resolution to Support
Role of Conservation Authorities
b) Township of South West Oxford letter to the Honourable Dave MacKenzie,
Member of Parliament Re: Commitment to Plant Two Billion Trees
c) Message from the Honourable John Yakabuski, Minister of Natural Resources
and Forestry Re: Release of Protecting People and Property: Ontario’s Flooding
Strategy
No discussion.
A-45/20 moved: V. Donnell seconded: P. Ypma
THAT the correspondence outlined in the Board of Director’s Agenda of May 6, 2020 be
received as information.
CARRIED
DEVELOPMENT APPLICATIONS
a) Staff Approved applications
Staff approved 63 applications since the last meeting in February. LPRCA-3/20,
LPRCA-4/20, LPRCA-5/20, LPRCA-6/20, LPRCA-8/20, LPRCA-11/20, LPRCA-12/20,
LPRCA-13/20, LPRCA-14/20, LPRCA-15/20, LPRCA-16/20, LPRCA-17/20, LPRCA-
18/20, LPRCA-19/20, LPRCA-20/20, LPRCA-21/20, LPRCA-22/20, LPRCA-23/20,
LPRCA-24/20, LPRCA-25/20, LPRCA-26/20, LPRCA-27/20, LPRCA-29/20, LPRCA-
30/20, LPRCA-31/20, LPRCA-32/20, LPRCA-33/20, LPRCA-34/20, LPRCA-35/20,
LPRCA-36/20, LPRCA-37/20, LPRCA-38/20, LPRCA-39/20, LPRCA-40/20, LPRCA-
41/20, LPRCA-42/20, LPRCA-43/20, LPRCA-44/20, LPRCA-45/20, LPRCA-46/20,
LPRCA-47/20, LPRCA-48/20 renewal, LPRCA-49/20, LPRCA-50/20, LPRCA-51/20,
LPRCA-52/20, LPRCA-53/20, LPRCA-54/20, LPRCA-55/20, LPRCA-56/20, LPRCA-
57/20, LPRCA-58/20, LPRCA-59/20, LPRCA-60/20, LPRCA-61/20, LPRCA-62/20,
LPRCA-68/20, LPRCA-69/20, LPRCA-71/20, LPRCA-72/20, LPRCA-73/20, LPRCA-
74/20 and LPRCA-75/20.
A-46/20 moved: J. Scholten seconded: T. Masschaele
That the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation
Applications report dated April 16, 2020 as information.
CARRIED
Page 565 of 595
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 3 -
b) New applications
The Planning Department recommended approval for ten applications.
A-47/20 moved: V. Donnell seconded: R. Chambers
THAT the LPRCA Board of Directors approves the following Development Applications
contained within the background section of this report:
A. For Work under Section 28 Regulations, Development, Interference with
Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O.
1990 Reg. 178/06),
LPRCA-65/20 LPRCA-82/20 LPRCA-87/20
LPRCA-70/20 LPRCA-83/20 LPRCA-88/20
LPRCA-77/20 LPRCA-84/20
LPRCA-81/20 LPRCA-85/20
B. That the designated officers of LPRCA be authorized to complete the approval
process for this Development Application, as far as it relates to LPRCA’s
mandate and related Regulations.
CARRIED
NEW BUSINESS
a) GENERAL MANAGER’S REPORT
The senior management team has managed the organization through the Covid-19
pandemic with modifications. Staffing has been reduced, seasonal hiring has been
deferred, campground openings have been delayed, and staff are working on
contingency camping guidelines. Staff managing the Flood Forecasting and Warning
system are working from home, as are Planning staff who have received a similar
number of applications this year, as in 2019 to date. The General Manager thanked the
Chair, the Board, and the staff for their support during this challenging time.
A-48/20 moved: P. Ypma seconded: D. Beres
That the LPRCA Board of Directors receives the General Manager’s Report for March
and April 2020 as information.
CARRIED
Page 566 of 595
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 4 -
b) MARCH 2020 DELEGATED DUTIES SUMMARY
On March 20, 2020, the Chair cancelled the April 1 meeting and the Board delegated
four specific duties to the General Manager to ensure continuity of operations.
1. Approval of procurement activities that have already been approved in the
budget which quotes are within the budgeted amount
Procurement activities included two motor pool tenders, campground septic tender,
spring restoration tender, Backus agricultural land rental tender, and ecological surveys
request for quotes. All were within the budgeted amounts.
Member Valerie Donnell questioned the Motor Pool tender to purchase two Side-by-
Sides which will be followed up at the June meeting.
2. Approval of planning applications that staff is recommending for approval
Three applications were approved: LPRCA-63/20, LPRCA-64/20 and LPRCA-66/20.
3. Approval of forestry prescriptions
Forest management prescriptions/operating plans were approved for the Swick King
Tract (Block #1), the Devos Tract and the Tarcza/Hird/Roberts Tract (Block #2).
4. Approval of forestry tender
The forestry tender was awarded to Leonard Pilkey for the Harris-Floyd Tract – Block #1
in the amount of $80,175 which was within the expected bid range.
A-49/20 moved: T. Masschaele seconded: S. Patterson
THAT the LPRCA Board of Directors receives the March 2020 Delegated Duties
Summary report as information.
CARRIED
Roger Geysens joined the meeting.
c) 1ST QUARTER 2020 BUDGET PERFORMANCE REPORT
Staff provided a summary of the budget vs actual comparison for revenues and
expenditures as of March 31st, 2020. LPRCA is currently at 18.7% of budget with
revenues up 18.9% and expenses up 11/% for the same period year over year.
Excluding items not included in the budget, the revenues and expenses are in line with
the 2020 budget and the deficit of $5,765 is favourable in comparison with the same
period in 2019.
Page 567 of 595
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 5 -
Due to the state of emergency declared in March 2020, staff have taken steps to restrict
spending and reduce expenses, including compensation through staff reduction and the
postponement of seasonal hires. A projection as to the potential annual cost savings
was prepared and with the action taken to date, staff projected a worst-case scenario of
an annual operating deficit of $172,511 or 3.88% of budget.
Member Dave Beres requested information on the LPRCA investment performance at
this time. Staff noted that the bond portfolio is doing well as bonds are currently above
the historical average and an Audit and Finance Committee meeting will be arranged in
the coming weeks to review the investment portfolio.
Staff provided an update and projection on the outstanding capital projects as requested
by Chair Michael Columbus.
Member Pete Ypma inquired if management is anticipating any difficulty in rehiring
seasonal staff later in the season. Most of the park supervisors and assistants have
been secured. Interviews were conducted prior to the office closure and potential new
hires were provided with verbal, conditional offers pending the re-opening of the parks
and staffing requirements. Rehiring will depend on the availability of those potential
new hires and their interest in, potentially, modified job duties.
A-50/20 moved: P. Ypma seconded: V. Donnell
THAT the LPRCA Board of Directors receives the 1st Quarter 2020 Budget Performance
Report as at March 31st, 2020 as information.
CARRIED
d) APRIL 2020 FLOOD EVENT AND WATERSHED CONDITIONS UPDATE
Water supplies across the Great Lakes are still well-above average. The month of April
saw record highs for Lakes Huron, St. Clair and Erie.
Lake Erie was 86cm above average in March and 90cm above average at the start of
April, 33cm higher than last April and 12 cm higher than the previous April monthly
record of 1985. The Lake ended the month of April stable at 81cm above the monthly
average.
A Flood Watch was issued April 8 for the Lake Erie shoreline and Haldimand County
residents and businesses within Flood Zone 1. No significant flooding was noted with
this event.
A Flood Warning was issued April 13 for the Lake Erie shoreline and Haldimand County
residents and businesses within Flood Zone 3. Gauges indicated slightly less flooding
than that which occurred during the October 2019 events, except along the Long Point
Page 568 of 595
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 6 -
Causeway as Norfolk County staff reported flooding depths higher than the October
2019 events and the most significant flooding since the 1980’s.
Lake Erie started May 77cm above the monthly average and 8cm higher than the record
set in May 2019. There is still potential for record highs to be set in May 2020.
Responding to a question from T. Masschaele, staff noted that the gauge at Long Point
is manual and the inner bay would benefit from an Environment and Climate Change
Canada (ECCC) gauge. The issue has been raised with ECCC staff, however, there is
no concrete plan at this time.
A-51/20 moved: J. Scholten seconded: T. Masschaele
THAT the LPRCA Board of Directors receives the April 13, 2020 Flood Event and
Watershed Conditions Update report as information.
CARRIED
The Chair adjourned the meeting at 7:40pm.
Michael Columbus Dana McLachlan
Chair Administrative Assistant
Page 569 of 595
SOURCE PROTECTION AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
1
LONG POINT REGION SOURCE PROTECTION AUTHORITY
MINUTES OF JANUARY 8, 2020
Approved June 3, 2020
Members in attendance: Dave Beres, Robert Chambers, Kristal Chopp, Michael
Columbus, Valerie Donnell, Roger Geysens, Ken Hewitt, Tom Masschaele,
Stewart Patterson, John Scholten and Peter Ypma
Staff in attendance: J. Maxwell, C. Jacques and D. McLachlan
Regrets: none
1. The meeting was called to order at the Tillsonburg Administration office
Boardroom at 6:00pm.
2. Additional Agenda Items: none
3. Disclosures of Conflicts of Interest: none
4. Approval of Minutes:
No questions or comments.
SPA- 1/20
moved: D. Beres
seconded: R. Geysens
THAT the minutes of the Long Point Region Source Protection Authority held
November 6, 2019 be adopted as circulated.
CARRIED
5. Business Arising: none
6. Correspondence:
The W orkplan for the Long Point Region Source Protection Plan was submitted
to the provincial government in November 2019 and the Minister provided a good
turnaround with the amended order received in December. The amended order
is generally in line with the tasks and timelines originally presented, although it
now affords a completion date of June 2024 for all proposed tasks under section
36 of the Clean Water Act.
Lake Erie Source Protection Region staff are currently working on the staffing
and budget for this fiscal year and continue to work with partner municipalities
and conservation authorities.
Page 570 of 595
SOURCE PROTECTION AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
2
SPA- 2/20
moved: D. Beres
seconded: R. Geysens
THAT the correspondence outlined in the Source Protection Authority Agenda of
January 8, 2020 be received as information.
CARRIED
7. New Business
a) Submission of the revised Updated “Otterville” Long Point Region
Assessment Report and Source Protection Plan to the Ministry of
Environment, Conservation and Parks
The Source Protection Committee released an updated Assessment Report and
Source Protection Plan to the Source Protection Authority in December 2019 for
submission to the Ministry of the Environment, Conservation and Parks (MECP).
The Long Point Region Assessment Report and Source Protection Plan were
updated primarily to address the elevated nitrate levels found in the Otterville
municipal water supply in recent years, as well as, a few minor policy, clerical
and administrative updates.
Public consultations and pre-consultations with affected ministries and
municipalities were conducted in mid-to-late-2019. There were no public
consultation comments and there were nine comments received from MECP
during the pre-consultation process; all of which were addressed by the Source
Protection Committee
Municipal resolutions in support of the updates were received from Oxford
County and the Township of Norwich.
The Long Point Region Source Protection Authority is responsible for submitting
the updated Long Point Region Assessment Report and Source Protection Plan
to the ministry.
SPA-3/20
moved: D. Beres
seconded: R. Geysens
WHEREAS the Long Point Region Source Protection Authority is satisfied that
the revised Updated Long Point Region Assessment Report and Source
Protection Plan contain the components required by the Clean Water Act, 2006
and Ontario Regulation 287/07 (General Regulation); and
Page 571 of 595
SOURCE PROTECTION AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
3
WHERAS the Long Point Region Source Protection Authority is satisfied that pre-
consultation and public consultation for the revised Updated Long Point Region
Assessment Report and Source Protection Plan met the requirements of the
Clean Water Act, 2006 and Ontario Regulation 287/07 (General Regulation);
NOW THEREFORE BE IT RESOLVED THAT Lake Erie Source Protection
Region staff be directed to submit the revised Updated Long Point Region
Assessment Report and Source Protection Plan to the Ministry of Environment,
Conservation and Parks, in accordance with Section 34 of the Clean Water Act,
2006, along with any comments received as part of the consultation, resolutions
of municipal councils endorsing the proposed changes, comments and ongoing
work list from the Lake Erie Region Source Protection Committee, and any other
comments the Long Point Region Source Protection Authority wishes to make.
CARRIED
The meeting was adjourned at 6:10pm.
Michael Columbus Dana McLachlan
Chair Administrative Assistant
Page 572 of 595
Tillsonburg Police Services Board
Minutes
Date: January 15, 2020
Time: 8:00 a.m.
Location: OPP Detachment Boardroom, 90 Concession Street East
Present:
Larry Scanlan, Inspector Hymers, Ann Loker, Greg Horvath, Mayor Molnar, Becky Turrill
Absent with Regrets:
Councillor Rosehart
Also Present:
1. Call to Order
The meeting was called to order at 8:00 a.m.
2. Adoption of Agenda
Resolution #1
Moved by: A. Loker
Seconded by: G. Horvath
THAT the Agenda as prepared for the Police Services Board meeting of January 15,
2020, be adopted.
Carried
3. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
4. Adoption of Minutes of Previous Meeting
Proposed Resolution #2
Moved by: G. Horvath
Seconded by: A. Loker
THAT the Police Services Board Meeting Minutes of December 18, 2019, be
approved.
Carried
5. Presentations/Deputations
None
6. General Business & Reports
6.1. Election of Board Chair and Vice Chair
Call for nominations for Chair – L. Scanlan only nominee, accepted. Vote (3-0)
Passed
Page 573 of 595
Tillsonburg Police Services Board Page - 2 - of 2
Date:
Call for nominations for Vice Chair – G. Horvath only nominee, accepted. Vote
(3-0) Passed
6.2. Detachment Commander Reports for the month of December presented to the
Board, along with a prisoner escort cheque.
6.3. Resolution #3
Moved by: A. Loker
Seconded by: G. Horvath
THAT the 2020 OAPSB and Zone 4 dues be paid by the secretary.
Carried
6.4. Calls for service - What can we do? – Board members to bring ideas to our next
meeting.
6.5. Smarter/Stronger Justice Act – Updates to be forwarded to Board Members
7. Correspondence
8. Other Business
9. Next Meeting – Tuesday March 24, 2020
10. Adjournment
Resolution #4
Moved by: G. Horvath
Seconded by: A. Loker
THAT the January 15, 2020 Police Services Board meeting be adjourned at
8:48a.m.
Carried
Page 574 of 595
Police Services Board Report
December 2019
Page 575 of 595
Police Services Board Report for Tillsonburg
2019/Dec
Public Complaints
Policy 0
Service 0
Conduct 0
Date information collected from Professional Standards Bureau Commander Reports: 2020-01-07
Data Source
Ontario
Provincial
Police,
Professional
Standards
Bureau
Commander
Reports
- Includes all public policy, service and conduct complaints submitted to the Office of the Independent Police Review Director
(OIPRD)
Secondary Employment
Daily Activity Reporting Patrol Hours
Total Hours 2019/Dec
Number of Cruiser Patrol Hours 241.50
Number of Motorcycle Patrol Hours 0.00
Number of Marine Patrol Hours 0.00
Number of ATV Patrol Hours 0.00
Number of Snowmobile Patrol Hours 0.00
Number of Bicycle Patrol Hours 0.00
Number of Foot Patrol Hours 46.50
Number of School Patrol Hours 2.00
Data source (Daily Activity Reporting System) date: 2020/01/04
Staffing Updates
Transfers: One officer transferred out / One member transferred in / One part-time administrator brought in
Detachment Initiatives
Number of Targeted
Media Releases:
Dec 9 - Lock It or Lose It Campaign Under Way / Dec 9 - Use of 911 System Reminder / Dec 10 -
Operation Zero - Joint Forces Traffic Safety Initiative / Dec 20 - OPP Arrest Impaired Driver / Dec 20
- Body Recovered / Dec 27 - Pellet Gun and Medication Stolen During Break and Enter / Dec 27 -
Flux Welder Stolen from Unlocked Truck / Dec 28 - Theft From Vehicle / Dec 28 - OPP Investigate
Mischief to Building / Dec 30 - Theft From Convenience Store
Crime and Traffic
Campaigns/Initiatives:Nov 23 - Jan 2 - Festive RIDE
Other: Auxiliary Hours - Total: 162.00 (Admin: 31.00, Comm. Policing: 15.00, Patrol: 88.00, Training:
28.00) // Community Services: Dec 2 - Cops 4 Kids / Dec 3 - Fraud presentation
Detachment: 6S - OXFORD
Location code(s): 6S00 - OXFORD
Area code(s): 6208 - Tillsonburg
Report Generated on:
7-Jan-20 9:22:46 AM
PP–CSC–Operational Planning-4300
Page 576 of 595
2018 2019 % Change 2018 2019 % Change
0 0 N/C 0 1 N/C
1 0 -100.0%27 12 -55.6%
10 15 50.0%99 147 48.5%
11 15 36.4%126 160 27.0%
Data Utilized
Niche RMS All Offence Level Business Intelligence Cube
Detachment: 6S - OXFORD
Area:6208 - Tillsonubrg
Data source date:
December 2019
Data contained within this report is dynamic in nature and numbers will change over time as the Ontario Provincial Police continue to
investigate and solve crime.
Police Services Board Report for '6208 - Tillsonubrg' Motor Vehicle Collisions
Records Management System
2020/01/06
Motor Vehicle Collisions by Type
Incidents December Year to Date December
Fatal
Personal Injury
Property Damage
Total
0
5
10
15
Fatal Personal
Injury
Property
DamageIncidents
2018 2019
Page 577 of 595
Police Services Board Report for Tillsonburg
Records Management System
December - 2019
Violent Crime
Actual December Year to Date -
December
2018 2019 %
Change
2018 2019 %
Change
Murder 0 0 --0 0 --
Other Offences Causing
Death
0 0 --0 1 --
Attempted Murder 0 0 --0 0 --
Sexual Assault 2 1 -50.0%22 21 -4.5%
Assault 10 8 -20.0%88 89 1.1%
Abduction 0 0 --1 1 0.0%
Robbery 0 0 --4 3 -25.0%
Other Crimes Against a
Person
4 4 0.0%31 39 25.8%
Total 16 13 -18.8%146 154 5.5%
0
2
4
6
8
10
Sexual
Assau...
Assault Other
Crimes...
2018 2019Actual
Property Crime
Actual December Year to Date -
December
2018 2019 %
Change
2018 2019 %
Change
Arson 0 0 --0 0 --
Break & Enter 4 3 -25.0%42 66 57.1%
Theft Over 1 2 100.0%21 27 28.6%
Theft Under 18 13 -27.8%327 305 -6.7%
Have Stolen Goods 0 0 --5 10 100.0%
Fraud 4 5 25.0%68 96 41.2%
Mischief 8 6 -25.0%116 85 -26.7%
Total 35 29 -17.1%579 589 1.7%
0
4
8
12
16
20
Break & Ente...Theft OverTheft UnderFraudMischief2018 2019Actual
Drug Crime
Actual December Year to Date -
December
2018 2019 %
Change
2018 2019 %
Change
Possession 3 0 -100.0%15 10 -33.3%
Trafficking 0 0 --4 9 125.0%
Importation and
Production
0 0 --0 0 --
Total 3 0 -100.0%19 19 0.0%
0
1
2
2
3
Possession
2018 2019Actual
Detachment: 6S - OXFORD
Location code(s): 6S00 - OXFORD
Area code(s): 6208 - Tillsonburg
Data source date: Report Generated on:
2020/01/04 6-Jan-20 9:33:54 AM
PP–CSC–Operational Planning-4300
Page 578 of 595
Police Services Board Report for Tillsonburg
Records Management System
December - 2019
Clearance Rate
Clearance Rate December Year to Date - December
2018 2019 Difference 2018 2019 Difference
Violent Crime 68.8%84.6%15.9%84.2%70.8%-13.5%
Property Crime 17.1%6.9%-10.2%16.6%14.1%-2.5%
Drug Crime 100.0%----89.5%63.2%-26.3%
Total (Violent,
Property & Drug)
39.3%34.1%-5.2%34.5%28.1%-6.5%
0%
20%
40%
60%
80%
100%
Violent
Crim...
Property
Cri...
Drug
Crime
Total
(Viole...
2018 2019
Data contained within this report is dynamic in nature and numbers will change over time as the Ontario Provincial Police
continue
to
investigate
and
solve
crime.
Data Utilized
- Major
Crimes
- Niche RMS All Offence Level Business Intelligence Cube
Detachment: 6S - OXFORD
Location code(s): 6S00 - OXFORD
Area code(s): 6208 - Tillsonburg
Data source date: Report Generated on:
2020/01/04 6-Jan-20 9:33:54 AM
PP–CSC–Operational Planning-4300
Page 579 of 595
Charge Monthly
PON
PON Year to
Date
Speeding 3 48
Percentage of people charged from outside area: 66%
Moving Violations (Fail to Stop, Disobey Sign, Fail to Yield,
Improper Turn, etc)11 190
Non-moving Violations (Licence plate, Insurance, Valtag, etc) 19 157
Distracted Driving (Drive Handheld Device, Careless Driving, etc)1 40
Other Provincial Offence Statutes (Trespass, Liquor, Cannabis,
etc)6 60
CMV (Half load, etc)0 13
Seatbelt 0 30
Parking 39 286
Other (Noise, other)0 2
Totals 79 826
Non Speeding Violations
Notes:
Bylaw
Tillsonburg Police Services Board Report
December 2019
Provincial Offence Notices
Roads with more than one speeding violation
Notes:
Page 580 of 595
Calls For Service (CFS) Billing Summary Report
Tillsonburg
December - 2019
Billing Categories
(Billing categories below do not match
traditional crime groupings)
2019 2018
December Year to
Date
Time
Standard
Year To Date
Weighted Hours December Year to
Date
Time
Standard
Year To Date
Weighted Hours
Violent Criminal Code 15 170 15.9 2,703.0 17 176 15.9 2,798.4
Property Crime Violations 28 641 6.8 4,358.8 41 719 6.8 4,889.2
Other Criminal Code Violations
(Excluding traffic)13 195 7.9 1,540.5 13 127 7.9 1,003.3
Drug Possession 3 58 6.4 371.2 6 54 6.4 345.6
Drugs 0 9 37.0 333.0 0 5 37.0 185.0
Statutes & Acts 26 378 3.3 1,247.4 27 333 3.3 1,098.9
Operational 142 2,321 3.6 8,355.6 181 2,346 3.6 8,445.6
Operational2 88 1,001 1.3 1,301.3 64 796 1.3 1,034.8
Traffic 21 253 3.4 860.2 20 233 3.4 792.2
Total 336 5,026 21,071.0 369 4,789 20,593.0
Note to Detachment Commanders:
●The content of each report is to be shared by the Detachment Commander only with the municipality for which it was generated.
The municipality may treat this as a public document and distribute it as they wish.
●All data is sourced from the Niche RMS application. Included are 'reported' occurrences (actuals and unfounded occurrences) for 'billable'
occurrences ONLY. Data is refreshed on a weekly basis.
●The Traffic category includes motor vehicle collision (MVC) occurrences entered into Niche (UCR code 8521). MVCs are NOT sourced
from the eCRS application for this report.
●Only the primary violation is counted within an occurrence.
●Time standards displayed are for the 2017 billing period.
Note to Municipalities:
●Data contained within this report is dynamic in nature and numbers will change over time as the Ontario Provincial Police continues to
investigate and solve crime.
●This report is NOT to be used for crime trend analysis as not all occurrences are included.
●Data groupings within this report do not match traditional crime groupings seen in other public reports such as the OPP Police Services
Board reports or Statistics Canada reporting.
Report Content Last Updated:Report generated on:
2020/01/04 6-Jan-20 9:32:53 AM
Page 1 of 1
Page 581 of 595
1
Coordinator: O.P.P. Constable Patti Cote
W.P.S. S/Pc Shaylyn Jackson
E-mail: oxfordcs@execulink.com
Web site: http: www.oxfordcrimestoppers.com
To: Board of Directors, Crime Stoppers of Oxford Inc.
Cc: Inspector Tony Hymers, Oxford OPP
Inspector Paul Hess, Woodstock PS
Staff Sgt Jen Ormsby, Oxford OPP
Det/Sgt. Nathan Hergott, Woodstock PS
Monthly Statistics for December, 2019
41 Total Calls received this month.
7 Woodstock PS tips
32 OPP tips
1 Assigned/out to other Crime Stoppers programs or Agency
1 Not Assigned
STATS FOR OPP: TIPS RECEIVED PER ZONE
7 for Tillsonburg
23 for Ingersoll
1 for Zorra
0 for Norwich
1 for South West Oxford
0 for East Zorra-Tavistock
0 for Blandford-Blenheim
Meetings/Events Attended This Month
Page 582 of 595
2
Crime of the Week Reports
Location Crime This month YTD
OPP Oxford
Break, Enters,
Thefts and
Mischiefs etc.
0 18
WPS Woodstock Break, Enters,
Mischiefs 0 23
Awareness
Media Relations:
Crime of the Week submissions sent to the local media outlets including print and
television as well as social media which include our website
Fundraising:
Promotions:
Upcoming Events
Next meeting is January 14th, 2020
Boston Pizza Fundraiser January 28th and each Monday of the month
Page 583 of 595
3
Co-coordinator: OPP Cst. Patti Cote, WPS S/Pc Shaylyn Jackson
Chairperson: Mr. Glen Blair
Statistics
This Month YTD SI (1991)
Tips Received 39 365 10,417
Arrests 0 15 2011
WPS Arrests 0 5 n/a
OPP Arrests 0 10 n/a
Other Arrests (Immigration) 0 0 0
Web Tips 25 206 1181 (2006)
In-House 6 66 1496 (2004)
Call Centre 10 118 2119 (2004)
E-Transfer 0 0 1349 (2004)
Cases Cleared
Total Cleared 0 12 1,412
Total Charges Laid 0 27 2,723
WPS Charges 0 10 n/a
OPP Charges 0 19 n/a
Rewards Approved 0 9 1479
Property Recovered 0 7500 $2,274,304
Narcotics recovered 0 25,755 $7,399,799
Total $9,835,203
Respectfully Submitted by
Patti Cote, Shaylyn Jackson
Police Co-coordinator
Crime Stoppers of Oxford
Oxford County O.P.P./Woodstock Police Service
Page 584 of 595
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2020-____
A BY-LAW to authorize an Agreement between Her Majesty the Queen in right of
the Province of Ontario, as represented by the Ministry of Transportation (the
"Ministry") and the Corporation of the Town of Tillsonburg, for the purpose of
receiving funds from the Dedicated Gas Tax Funds for Public Transportation
Program.
WHEREAS The Town of Tillsonburg is desirous of entering into a Dedicated Gas Tax
Funds for Public Transportation Program Transf er Payment Agreement with Her
Majesty the Queen in right of the Province of Ontario, as represented by the Minister of
Transportation for the Province of Ontario.
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. THAT the agreement attached hereto as Schedule "A" forms part of this By-Law;
2. THAT the Mayor and Clerk be hereby authorized to execute the attached
agreement marked as Schedule "A" on behalf of the Corporation of the Town of
Tillsonburg;
3. AND THAT this By-Law shall come into full force and take effect after the final
passing hereof.
READ A FIRST AND SECOND TIME THIS 11th day of JUNE, 2020.
READ A THIRD AND FINAL TIME AND PASSED THIS 11th day of JUNE, 2020.
___________________________
MAYOR – Stephen Molnar
______________________________
TOWN CLERK – Michelle Smibert
Page 585 of 595
Page 586 of 595
Page 587 of 595
Stephen MolnarMAYORMichelle SmibertTOWN CLERKPage 588 of 595
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2020-___
BEING A BY-LAW to appoint a Fire Chief for the Town of Tillsonburg, and to
repeal By-Law 2020-042, To Appoint the previous Acting Fire Chief, and to
appoint the previous Acting Deputy Fire Chief for the Town of Tillsonburg.
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 determine 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 a Fire Chief, and that the Fire Chief is also
designated as the 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 Brad Lemaich be and is hereby appointed as 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. Any previously enacted By-Laws which are inconsistent with the purpose and
intent of this By-Law are hereby amended/repealed.
3. That By-Law 2020-042 is hereby repealed in its entirety.
4. This By-Law shall come into full force and effect on the day of passing.
Page 589 of 595
By-Law 2020-___
Page 2 of 2
READ A FIRST AND SECOND TIME THIS 11th day of JUNE, 2020.
READ A THIRD AND FINAL TIME AND PASSED THIS 11th day of JUNE, 2020.
___________________________
MAYOR – Stephen Molnar
______________________________
TOWN CLERK – Michelle Smibert
Page 590 of 595
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2020-___
A BY-LAW to provide for the Adoption of Budgetary Estimates, Tax Rates and to
Further Provide for Penalty and Interest in Default of Payment thereof for 2020
and to repeal By-Law 2020-053.
WHEREAS Section 290 of the Municipal Act, 2001, S.O. 2001 c.25, as amended,
provides that the Council of a local municipality shall prepare and adopt estimates of all
sums required during the year for the purposes of the municipality,
WHEREAS Section 312 of the said Act provides that the Council of a local municipality
shall, after the adoption of estimates for the year, pass a by-law to levy a separate tax
rate on the assessment in each property class, and
WHEREAS Sections 307 and 308 of the said Act require tax rates to be established in
the same proportion to tax ratios; and
WHEREAS regulations require reductions in certain tax rates for certain classes or
subclasses of property.
AND WHEREAS the Council of the Corporation of the Town of Tillsonburg deems it
necessary and expedient to repeal By-Law 2020-053 2020 Budgetary Estimate and Tax
Rates.
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. That the budget estimates setting out the revenues and expenditures as detailed
in the Business Plans for the year 2020, and endorsed by resolution, January
27th, 2020, raising the following amounts from realty taxation be adopted:
a) A general municipal levy of $16,593,000
b) A special levy for core area parking of $140,500
c) A special levy for the Business Improvement Area of $127,830.00
2. That the tax rates hereby adopted for each class for the year 2020, excluding
local improvement rates or other special charges collected as taxes, shall be the
tax rates as listed on Schedule “A” attached hereto and forming part of this by-
law and the tax rate for each class shall be applied against the whole of the
assessment for real property for that particular class and purpose.
Page 591 of 595
By-Law 2020-___
Page 2 of 2
3. That every owner shall be taxed according to the tax rates in this by-law. The
taxes for a particular property shall be calculated by applying the Current Value
Assessment against the tax rates set out and further adjusted as required by the
provisions of the Municipal Act, 2001, S.O. 2001. Such taxes shall become due
and payable in two installments as follows:
ALL PROPERTY CLASSES:
FIRST INSTALMENT: Thursday, August 27, 2020
SECOND INSTALMENT: Thursday, October 22, 2020
Notice of such taxes due shall be sent by first class mail to those persons shown
as liable for the payment of taxes.
4. That a charge as a penalty of 1 and 1/4 per cent on the amount of any
outstanding taxes levied in 2020 shall be made on the first day of default and on
the first day of each calendar month thereafter in which def ault continues until
December 31, 2020, and any such additional amounts shall be levied and
collected in the same manner as if they had been originally imposed with and
formed part of the taxes levied under this by-law. The penalty charges indicated
in this section shall be waived for those taxpayers participating in the Monthly
Preauthorized Payment Programme provided the payments are made as agreed
and without default.
5. That interest of 1 and 1/4 per cent on the amount of any taxes due and unpaid
after December 31, 2020 shall be charged on the first day of each calendar
month thereafter in which default continues.
6. THAT By-Law 2020-053 be hereby repealed in its entirety.
7. THAT this By-Law shall come into full force and effect upon passing.
READ A FIRST AND SECOND TIME THIS 11th DAY OF JUNE, 2020.
READ A THIRD AND FINAL TIME AND PASSED THIS 11th DAY OF JUNE, 2020.
____________________________________
MAYOR – Stephen Molnar
____________________________________
TOWN CLERK – Michelle Smibert
Page 592 of 595
By-Law 2020-___ Schedule A
Page 1 of 2
Schedule
"A "
2020 TAX
RATES
TOTAL
BASE
RTC/RTQ
GENERAL SEWERS COUNTY EDUCATION RATES PARKING B.I.A. TOTAL
RT RESIDENTIAL 0.00799069 0.00021334 0.00369205 0.00153000 0.01379953 0.00105207 0.01485160
MT MULTI-
RESIDENTIAL
0.01598138 0.00042668 0.00738410 0.00153000 0.02606906 0.00210414 0.02817320
M1 MULTI-
RESIDENTIAL
AWAITING DEV
0.00799069 0.00000000 0.00166142 0.00068850 0.00000000 0.00000000
CT COMMERCIAL 0.01519669 0.00040573 0.00702154 0.01250000 0.03583419 0.00200082 0.00193096 0.03976597
XT COMMERCIAL
NEW
CONSTRUCTION
0.01519669 0.00040573 0.00702154 0.00980000 0.03313419 0.00200082 0.00193096 0.03706597
CU EXCESS LAND 0.01063769 0.00028401 0.00491508 0.01250000 0.02883394 0.00140058 0.00135167 0.03158619
CX VACANT LAND 0.01063769 0.00028401 0.00491508 0.01250000 0.02883394 0.00140058 0.00135167 0.03158619
XU COM'L NEW
CONST. - EXCESS
0.01063769 0.00028401 0.00491508 0.00980000 0.02613394 0.02613394
Page 593 of 595
By-Law 2020-___ Schedule A
Page 2 of 2
LAND
IT INDUSTRIAL 0.02101551 0.00056108 0.00971009 0.01250000 0.04476885 0.04476885
JT INDUSTRIAL NEW
CONSTRUCTION
0.02101551 0.00056108 0.00971009 0.00980000 0.04206885 0.04206885
IU EXCESS LAND 0.01366008 0.00036470 0.00631156 0.01250000 0.03347476 0.03347476
IX VACANT LAND 0.01366008 0.00036470 0.00631156 0.01250000 0.03347476 0.03347476
LT LARGE
INDUSTRIAL
0.02101551 0.00056108 0.00971009 0.01250000 0.04476885 0.04476885
LU EXCESS LAND 0.01366008 0.00036470 0.00631156 0.01250000 0.03347476 0.03347476
PT PIPELINES 0.01006268 0.00026866 0.00464940 0.00980000 0.02525102 0.02525102
FT FARMLAND 0.00173957 0.00004644 0.00080376 0.00038250 0.00305357 0.00305357
R1 FARMLAND DEV
PH 1
0.00359581 0.00009600 0.00166142 0.00068850 0.00620978 0.00620978
GT PARKING LOT 0.01519669 0.00040573 0.00702154 0.01250000 0.03583419 0.03583419
Page 594 of 595
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2020-055
BEING A BY-LAW to confirm the proceedings of Council at its meeting held on
the 11th day of June, 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 June 11, 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 11th DAY OF JUNE, 2020.
READ A THIRD AND FINAL TIME AND PASSED THIS 11th DAY OF JUNE, 2020.
________________________________
MAYOR – Stephen Molnar
_______________________________
TOWN CLERK – Michelle Smibert
Page 595 of 595