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200810 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg COUNCIL MEETING AGENDA Monday, August 10, 2020 5:00 PM Electronic Meeting 1.Call to Order 2.Closed Session Proposed Resolution #1 Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to consider a proposed or pending acquisition or disposition of land by the municipality or local board. (Highway 3 Lands) 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 or local board; (Highway 3 Lands) 2.5 Back to Open Session 3.Adoption of Agenda Proposed Resolution #2 Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council meeting of Monday, August 10, 2020, be adopted. 4.Moment of Silence 5.Disclosures of Pecuniary Interest and the General Nature Thereof 6.Adoption of Council Minutes of Previous Meeting Proposed Resolution #3 Moved By: ________________ Seconded By: ________________ THAT the Minutes of the Council meetings of Monday, July 13, 2020 and Monday, July 27, 2020, be approved. 7.Presentations 8.Public Meetings 9.Planning Applications 10.Delegations 10.1 Delegation - Tillsonburg Football Club Re: Soccer Issues Presented by: Mark Locker, President, John Twinem, Technical Director and Frank Deutsch, Treasurer of the Tillsonburg Football Club Proposed Resolution #4 Moved By: ________________ Seconded By: ________________ THAT Council receives the delegation by the Tillsonburg Football Club, as information. 11.Deputation(s) on Committee Reports 12.COVID-19 13.Information Items 13.1 Oxford County Notice of Study Completion - Trans Canada Trail Bridge, Tillsonburg 13.2 Ministry of Municipal Affairs and Housing - Protecting Tenants and Strengthening Community Housing Act, 2020 13.3 Resident Petition Re: 41 Clear Valley Drive Proposed Resolution #5 Page 2 of 199 Moved By: ________________ Seconded By: ________________ THAT Council receives the correspondence from Oxford County dated July 17, 2020, the correspondence from the Ministry of Municipal Affairs and Housing dated July 22, 2020, and the Resident Petition regarding 41 Clear Valley Drive, as information. 14.Quarterly Reports 14.1 FIN 20-28 2020 Second Quarter Consolidated Financial Results Proposed Resolution #6 Moved By: ________________ Seconded By: ________________ THAT Council receives Report FIN 20-28 2020 Second Quarter Consolidated Financial Results, as information. 14.2 FIN 20-29 2020 Second Quarter Corporate Services Results 14.3 DCS 20-18 2020 Second Quarter Economic Development and Marketing Results 14.4 DCS 20-19 2020 Second Quarter Building Planning By-Law Services Results 14.5 FRS 20-10 2020 Second Quarter Fire Services Results 14.6 OPS 20-29 2020 Second Quarter Operations Services Results 14.7 2020 Second Quarter Recreation, Culture and Parks Results To be provided on the September 14, 2020 meeting Agenda. Proposed Resolution #7 Moved By: ________________ Seconded By: ________________ THAT Council receives the 2020 Second Quarter Department Results, as information. 15.Staff Reports 15.1 Chief Administrative Officer 15.2 Human Resources 15.2.1 HR 20-01 Employee Hiring Freeze Page 3 of 199 Proposed Resolution #8 Moved By: ________________ Seconded By: ________________ THAT Council receives report HR 20-01 Employee Hiring Freeze as information; AND THAT the hiring freeze initiated on March 23, 2020 is lifted effective immediately. 15.3 Clerk's Office 15.3.1 CLK 20-27 COVID-19 Task Force Recommendation on Mask Wearing Proposed Resolution #9 Moved By: ________________ Seconded By: ________________ THAT Council receives Report CLK 20-27, COVID-19 Task Force Recommendations on Mask Wearing, as information; AND THAT Council supports the recommendations of the COVID-19 Task Force with respect to the regulations of wearing masks. 15.3.2 CLK 20-29 Council Meeting Options Proposed Resolution #10 Moved By: ________________ Seconded By: ________________ THAT Council provides the following direction for Council and Advisory Committee meetings: 15.3.3 CLK 20-30 Face Covering Letter of Instruction Proposed Resolution #11 Moved By: ________________ Seconded By: ________________ THAT Council receives Report CLK 20-30 as information; AND THAT Council provides the following direction to staff: 15.3.4 CLK 20-31 August Planning Meeting Proposed Resolution #12 Moved By: ________________ Seconded By: ________________ THAT August 24, 2020 at 4:30 p.m. be scheduled as a Council Meeting to Page 4 of 199 deal with planning applications under the Planning Act. 15.4 Development and Communication Services 15.4.1 DCS 20-16 Appointment of Building Inspector Proposed Resolution #13 Moved By: ________________ Seconded By: ________________ THAT Council receives Report DCS 20-16 Appointment of Building Inspector as information; AND THAT a By-Law to appoint John Brekelmans as a Building Official, Property Standards Officer and Provincial Offences Officer for the Town of Tillsonburg, be brought forward for Council’s consideration. 15.4.2 DCS 20-17 Surplus Land Declaration - Laneway between Coyle Lane and Frances Street Proposed Resolution #14 Moved By: ________________ Seconded By: ________________ THAT Council receive Report DCS 20-17 Surplus Land Declaration – Laneway between Coyle Lane and Frances Street; AND THAT the laneway property, described as Alley, Plan 500, North of Frances Street Abutting Lot 260 To 263, be declared surplus to the needs of the Town of Tillsonburg in accordance with Bylaw 3549 – Sale of Real Property Policy including suitable notification to the public. 15.4.3 DCS 20-20 Tender Results - RFT 2020-013 Van Norman Innovation Park Earth Grading Proposed Resolution #15 Moved By: ________________ Seconded By: ________________ THAT Council receives Report DCS 20-20 Tender Results - RFT 2020-013 Van Norman Innovation Park Earth Grading; AND THAT Council award Tender RFT 2020-013 to J-AAR Excavating Limited of London, ON at a cost of $490,152 (not including net HST) - the lowest bid received satisfying all Tender requirements. 15.5 Finance 15.5.1 FIN 20-30 Q2 2020 Covid-19 Financial Impact Page 5 of 199 Proposed Resolution #16 Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 20-30 Q2 2020 COVID-19 Financial Impact as information. 15.5.2 FIN 20-31 2021 Budget Process Proposed Resolution #17 Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 20-31 2021 Budget Process; AND THAT the following dates are scheduled for Council Budget Meetings: Monday, November 30, 2020 4:00pm-9:00pm Monday, December 7, 2020 9:00am-4:00pm Tuesday, December 8, 2020 9:00am-4:00pm Thursday, December 10, 2020 9:00am-4:00pm Wednesday, December 16, 2020 5:00pm-9:00pm Thursday, December 17, 2020 5:00pm-9:00pm Wednesday, January 6, 2021 5:00pm-9:00pm (if required) Monday, January 18, 2021 6:00pm-9:00pm 15.5.3 FIN 20-32 Appointment of Interim Director of Finance and Treasurer and Interim Deputy Treasurer Proposed Resolution #18 Moved By: ________________ Seconded By: ________________ THAT Council receives Report FIN 20-32 Appointment of Interim Director of Finance and Treasurer and Interim Deputy Treasurer; AND THAT a By-Law to appoint an Acting Director of Finance and Treasurer and an Acting Deputy Treasurer and to repeal By-Laws 4063 and 4195, be brought forward for Council's consideration. 15.6 Fire and Emergency Services 15.6.1 FRS 20-11 NextGen 911 Telephone Software Upgrade Report Proposed Resolution #19 Moved By: ________________ Seconded By: ________________ THAT Council receives Report FRS 20-11 NextGen 911 Telephone Page 6 of 199 System Software Upgrade; AND THAT the capital costs incurred to expedite the telephone system software upgrade be funded from the NextGen911 Project funds currently in the Fire reserve along with a re-allocation of the budgeted funding for the Traffic Signal Priority Project carried over from the 2019 budget funded from the Development Charge reserve. 15.6.2 FRS 20-12 Appointment of an Acting Deputy Fire Chief Proposed Resolution #20 Moved By: ________________ Seconded By: ________________ THAT Council receive Report FRS 20-12, as information; AND THAT a By-Law to appoint Vanessa Devolin as Acting Deputy Fire Chief for the Town of Tillsonburg, be brought forward for Council’s consideration. 15.7 Operations 15.7.1 OPS 20-30 - FCM Municipal Asset Management Program Funding Proposed Resolution #21 Moved By: ________________ Seconded By: ________________ THAT Report OPS 20-30 FCM Municipal Asset Management Program Funding Application be received; AND THAT Council authorizes staff to apply for a grant opportunity from the Federation of Canadian Municipalities’ Municipal Asset Management Program for the Facilities Asset Management Plan; AND THAT the Municipality commits to conducting Facilities assessments, data collection and integration, develop asset management plan for facilities in its proposed project submitted to the Federation of Canadian Municipalities’ Municipal Asset management Program to advance our asset management; AND THAT the Council endorses $120,000 (inclusive of the $50,000 in FCM grant funding) in the 2021 Budget cycle towards costs of this initiative. 15.8 Recreation, Culture & Park Services 15.8.1 RCP 20-30 Update - Memorial Park Parking Lot Page 7 of 199 Proposed Resolution #22 Moved By: ________________ Seconded By: ________________ THAT Report RCP 20-30 Update – Memorial Park Parking Lot Expansion be received; AND THAT Council endorse the staff recommendation to defer the landscape sodding component of the project for completion in 2021; AND THAT staff include the necessary funding to fully complete the project in the 2021 Budget. 16.New Business 17.Consideration of Committee Minutes 17.1 Committee Minutes Proposed Resolution #23 Moved By: ________________ Seconded By: ________________ THAT Council receives the COVID-19 Task Force minutes dated July 8, 2020, the Parks, Beautification and Cemetery Advisory Committee minutes dated July 9, 2020, the Economic Development Advisory Committee minutes dated July 14, 2020, and the Tillsonburg Airport Advisory Committee minutes dated July 16, 2020, as information. 18.Motions/Notice of Motions 19.Resolutions/Resolutions Resulting from Closed Session 20.By-Laws 20.1 A By-Law to amend Zoning By-Law Number 3295 (ZN 7-10-05) 20.2 A By-Law to appoint an Acting Director of Finance and Treasurer and an Acting Deputy Treasurer and to repeal By-Laws 4063 and 4195 20.3 A By-Law to appoint a Property Standards Officer and Municipal Law Enforcement Officer for the Town of Tillsonburg 20.4 A By-Law to Appoint an Acting Deputy Fire Chief Proposed Resolution #24 Moved By: ________________ Page 8 of 199 Seconded By: ________________ THAT A By-Law to amend Zoning By-Law Number 3295 (ZN 7-10-05); and A By-Law to appoint an Acting Director of Finance and Treasurer and an Acting Deputy Treasurer and to repeal By-Laws 4063 and 4195; and A By-Law to appoint a Property Standards Officer and Municipal Law Enforcement Officer for the Town of Tillsonburg; and A By-Law to appoint an Acting Deputy Fire Chief, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 21.Confirm Proceedings By-law Proposed Resolution #25 Moved By: ________________ Seconded By: ________________ THAT By-Law 2020-076, to Confirm the Proceedings of the Council Meeting held on August 10, 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. 22.Items of Public Interest 23.Adjournment Proposed Resolution #26 Moved By: ________________ Seconded By: ________________ THAT the Council Meeting of Monday, August 10, 2020 be adjourned at ______ p.m. Page 9 of 199 1 MINUTES Monday, July 13, 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 Sheena Pawliwec, Acting Director of Finance / Treasurer Chris Baird, Director of Recreation, Culture and Parks Daniel Locke, Manager of Public Works Shayne Reitsma, Manager of Engineering Brad Lemaich, 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 # 2020-320 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council move into Closed Session to consider personal matters about identifiable individuals, including Town employees (Verbal Update) (CAO Performance Appraisal) (Citizen of the Year). Carried Page 10 of 199 2 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) (b) personal matters about identifiable individuals, including municipal or local board employees; (Verbal update) 2.4.2 239 (2) (b) personal matters about identifiable individuals, including municipal or local board employees; (CAO Performance Appraisal) 2.4.3 239 (2) (b) personal matters about identifiable individuals, including municipal or local board employees; (Citizen of the Year) 2.5 Back to Open Session 3. Adoption of Agenda Resolution # 2020-321 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT the Agenda as prepared for the Council meeting of Monday, July 13, 2020, be adopted. Carried 4. Moment of Silence 5. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 6. Adoption of Council Minutes of Previous Meeting Resolution # 2020-322 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT the Minutes of the Council meeting of Monday, June 22, 2020, and the Minutes of the Special Council meetings of Tuesday, June 23, 2020 and Tuesday, June 30, 2020, be approved. Page 11 of 199 3 Carried 7. Presentations 7.1 Municipal 511 Implementation Dave Colvin, Emergency Management Coordinator, County of Oxford, appeared before Council to provide an overview of Municipal 511. Opportunity was provided for comments and questions from Council. Resolution # 2020-323 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receive the delegation by Dave Colvin, Emergency Management Coordinator, regarding Municipal 511 Implementation, as information. Carried 8. Public Meetings 9. Planning Applications 10. Delegations 11. Deputation(s) on Committee Reports 12. COVID-19 Staff noted that an update report on COVID-19 expenses will be provided at the Council meeting on Monday, August 10, 2020. Council asked staff for a report on options available for Council meetings including the return of in-person meetings. 13. Information Items 13.1 Hydro One - Tillsonburg Station and Line Refurbishment Project 13.2 Ministry of Transportation - 2020-21 Connecting Links Program 13.3 Ministry of Municipal Affairs and Housing - COVID-19 Economic Recovery Act Staff noted the Vienna Road project will be a 2021 project. Page 12 of 199 4 Resolution # 2020-324 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receive correspondence from Hydro One dated June 15, 2020, the correspondence from the Ministry of Transportation dated June 30, 2020, and the correspondence from the Ministry of Municipal Affairs and Housing dated July 8, 2020, as information. Carried 14.Staff Reports 14.1 Chief Administrative Officer 14.1.1 CAO 20-08 Community Strategic Plan Update RFP Staff noted that if approved the RFP will be released as early as Tuesday, July 14, 2020. The project will span 10-12 months and the cost will be guaranteed for a period of 120 days in case a later start is necessary to help with public engagement and the current pandemic. Resolution # 2020-325 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receives Report CAO 20-08 Community Strategic Plan Update, as information; AND THAT Council direct staff to issue a Request for Proposal (RFP) for Consulting Services for the creation of a Community Strategic Plan; AND FURTHER THAT Council approves the Evaluation Committee. Carried 14.1.2 CAO 20-07 Town Hall Project Options Staff noted that project specifications will be based on current requirements. Page 13 of 199 5 Resolution # 2020-326 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receives Report CAO 20-07 Town Hall Project Options; AND THAT staff be directed to reconvene the Town Hall Project Steering Committee; AND THAT Council appoint Councillor Luciani as an additional member to the Town Hall Project Steering Committee; AND THAT the Town Hall Project Steering Committee be tasked with bringing forward a report that compares Design-Build and Own option(s) and an expansion of the current Town Centre Mall (Corporate Office) space through either a lease or ownership option to the status quo option; AND FURTHER THAT the Town Hall Project Steering Committee be asked to report back in Q4 2020. Carried 14.2 Clerk's Office 14.2.1 CLK 20-24 Amendment to By-Law 2020-001 Schedule A Rates and Fees Resolution # 2020-327 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receive Report CLK 20-24, Amendment to By-Law 2020-001 Schedule A Rates and Fees, as information; AND THAT a By-Law to amend By-Law 2020-001 Schedule A, be brought forward for Council’s consideration. Carried 14.2.2 CLK 20-25 July Planning Meeting Page 14 of 199 6 Resolution # 2020-328 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT July 27th at 4:30 p.m. be scheduled as a Council Meeting to deal with planning applications under the Planning Act. Carried 14.2.3 CLK 20-26 SWIFT 2 0 Recommendations Resolution # 2020-329 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council supports the Proposed SWIFT 2.0 Project Advocacy Plan. Carried 14.3 Development and Communication Services 14.3.1 DCS 20-15 Surplus Land Declaration - Lot 4, Plan 41M-205 (Sandy Court) Cephas Panschow, Development Commissioner, was present to answer questions. Resolution # 2020-330 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT Council receive Report DCS 20-15 Surplus Land Declaration - Lot 4, Plan 41M-205 (Sandy Court); AND THAT the property described as Lot 4, Plan 41M-205, be declared surplus to the needs of the Town of Tillsonburg and that suitable notification to the public be made in accordance with Bylaw 3549 – Sale of Real Property Policy. Carried 14.4 Finance 14.4.1 FIN 20-25 Purchasing Card Administrative Policy Page 15 of 199 7 Staff noted that requests for p-cards are submitted by managers/supervisors. Resolution # 2020-331 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT Council receives Report FIN 20-25 Purchasing Card Administrative Policy for information. Carried 14.4.2 FIN 20-26 2020 Purchasing Policy 5-006 Staff noted that updates regarding projects that do not require additional Council approval can be provided regularly via email communication. Resolution # 2020-332 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives report FIN 20-26 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. Carried 14.4.3 FIN 20-27 2020 OILC Debentures Resolution # 2020-333 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives report FIN 20-27 2020 OILC Debentures; AND THAT a By-Law authorizing the Mayor and Treasurer to enter into a financing agreement with the Ontario Infrastructure and Lands Corporation for $4,590,373, be brought forward for Council's consideration. Page 16 of 199 8 Carried 14.5 Fire and Emergency Services 14.5.1 FRS 20-09 Revised Fire Communications Agreement - Mulmur Resolution # 2020-334 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receives Report FRS 20-09 Fire Communications Agreement Revision– Mulmur/Melancthon Fire Department for information; AND THAT Council authorizes the Mayor and Clerk to enter into a revised agreement with the Mulmur/Melancthon Fire Board for the provision of Fire Dispatch and Communications services. Carried 14.6 Operations 14.6.1 OPS 20-26 Results for RFT 2020-009 Langrell to Broadway Watermain Looping Staff noted that the report should indicate Broadway and Highway 19. Vienna Road is not included in the project. Resolution # 2020-335 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receive Report OPS 20-26, Results for RFT 2020- 009 Langrell to Broadway Watermain Looping; AND THAT Council award Tender RFT 2020-009 to Euro Ex Construction of Woodstock, ON at a cost of $77,686.64 (net HST included), the lowest bid received satisfying all Tender requirements. Carried 14.6.2 OPS 20-27 Results for RFT 2020-005 Rolling Meadows Reconstruction Phase 1 of 2 Page 17 of 199 9 Resolution # 2020-336 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receive Report OPS 20-27, Results for RFT 2020- 005 Rolling Meadows Reconstruction Phase 1 of 2; AND THAT Council award Tender RFT 2020-005 to Euro Ex Construction of Woodstock, ON at a cost of $1,042,559.41 (net HST included), the lowest bid received satisfying all Tender requirements. Carried 14.6.3 OPS 20-28 Policy 11-006 TGO Advertising Policy Alex Piggott, Manager of Water/Wastewater, was present to answer questions. Staff are investigating partnering with other Inter Community transit services, to jointly procure an advertising company. Resolution # 2020-337 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receive Report OPS 20-28, Policy 11-006 T:GO Advertising Policy; AND THAT a By-Law to adopt a T:GO Advertising Policy, be brought forward for Council’s consideration. Carried 14.7 Recreation, Culture & Park Services 15. New Business 16. Consideration of Committee Minutes 16.1 Committee Minutes Staff noted that a potential economic benefit study would be separate from the Airport Master Plan. Page 18 of 199 10 Staff noted that the RFP for the Airport Master Plan is still being reviewed by the Tillsonburg Airport Advisory Committee. It is expected to be released within one month. Resolution # 2020-338 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receives the Recreation and Sports Advisory Committee minutes dated June 10, 2020, the COVID-19 Task Force Committee minutes dated June 17, 2020, the Tillsonburg Airport Advisory Committee minutes dated June 18, 2020 and the Culture, Heritage & Special Awards Committee minutes dated June 29, 2020, as information. Carried 16.2 Police Services Board Minutes Resolution # 2020-339 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receives the Police Services Board minutes dated May 20, 2020, as information. Carried 17. Motions/Notice of Motions 18. Resolutions/Resolutions Resulting from Closed Session 19. By-Laws 19.1 By-Law 2020-067, to authorize a lease agreement with John Vieraitis 19.2 By-Law 2020-068, to amend Schedule A of By-Law 2020-052 (Agreement with Mulmur-Melancthon Fire Board) 19.3 By-Law 2020-069, to amend Schedule A of By-Law 2020-001 (Rates and Fees) 19.4 By-Law 2020-070, 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 Page 19 of 199 11 19.5 By-Law 2020-071, to authorize an application to Ontario Infrastructure and Lands Corporation (“OILC”) 19.6 By-Law 2020-072, to adopt a T:GO Advertising Policy Resolution # 2020-340 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT By-Law 2020-067, to authorize a lease agreement with John Vieraitis; and By-Law 2020-068, to amend By-Law 2020-052 Schedule A (Agreement with Mulmur-Melancthon Fire Board); and By-Law 2020-069, to amend Schedule A of By-Law 2020-001 (Rates and Fees); and By-Law 2020-070, 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; and By-Law 2020-071, to authorize an application to Ontario Infrastructure and Lands Corporation (“OILC”); and By-Law 2020-072, to adopt a T:GO Advertising Policy, 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 # 2020-341 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT By-Law 2020-066, to Confirm the Proceedings of the Council Meeting held on July 13, 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 Page 20 of 199 12 21. Items of Public Interest Night time closures of Simcoe Street are scheduled for Saturday, July 19 and Sunday July 20, 2020. The Inter-Community Transit System is set to be launched on August 4, 2020. Councillor Gilvesy asked for residents to support our local patios/businesses. Councillor Rosehart asked for the resident’s co-operation to not feed the birds around Lake Lisgar. Council will meet on Monday, July 27, 2020 at 4:30 p.m. via video conference for the purpose of holding public meetings for planning applications. The next regular Council meeting will be held on Monday, July 13, 2020 at 6:00 p.m. via video conference. 22. Adjournment Resolution # 2020-342 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT the Council Meeting of Monday, July 13, 2020 be adjourned at 7:55 p.m. Carried Page 21 of 199 1 MINUTES Monday, July 27, 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 Daniel Locke, Manager of Public Works Shayne Reitsma, Manager of Engineering Amelia Jaggard, Deputy Clerk _____________________________________________________________________ 1. Call to Order 2. Adoption of Agenda Resolution # 2020-343 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT the Agenda as prepared for the Council meeting of Monday, July 27, 2020, be adopted. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof Page 22 of 199 2 Deputy Mayor - 5.1 (Broadway TSB Inc.) as he owns commercial property between the downtown core and the commercial property. Councillor Gilvesy - 5.1 (Broadway TSB Inc.) as she owns property in the BIA Zone and her husband owns property in the area of the subject property. Councillor Rosehart - 5.1(Broadway TSB Inc.) - her son owns property in the downtown area. 4. Adoption of Council Minutes of Previous Meeting 5. Public Meetings 5.1 Applications for Official Plan Amendment and Zone Change OP 19- 16-7 & ZN 7-19-14 (Broadway TSB Inc.) Eric Gilbert, Senior Planner, Oxford County, provided an overview of the application. Staff is satisfied with the application and feels that it conforms to the Official Plan, Zoning By-Law and Provincial Policy Statement. Councillor Esseltine asked about the requirement for 3,500 square feet per unit and wondered why the proposed sketch shows a plan with units that are 2,000 square feet. The Planner noted that the owner does not know the tenants yet and as such the unit might be smaller than 3,500 square feet. Vladimir Rudenko, associated with the applicant provided some additional information as it related to the application. Other associates were available for any questions. Yaso Somalingam, owner of Cantam Group gave an overview of the application process and the series of meetings with staff on this proposal. The Mayor noted that in 2003 when an investment was originally introduced in that area, there was some discussion about support for the BIA and he asked if this development could provide similar support. Rowan Faludi of Urbanmetrics noted that the Town and County are his clients. He reviewed the health of the central area and any impacts this development would have on the downtown and the best types of businesses to be located there. They were looking at more of neighbourhood type uses and indicated they would supplement what is currently in the downtown area. Page 23 of 199 3 Mark Renaud, Executive Director of the BIA provided support of the application. Resolution # 2020-344 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council approve-in-principle, the zone change application File No. ZN 7-19-14, submitted by Broadway TSB Inc., for lands described as Lot 7, Concession 10 (Dereham), Parts 1, 3, 6, 7, 9, 10 & 11 of Reference Plan 41R-7145, Town of Tillsonburg, to amend the provisions of the ‘Special Service Commercial Zone (SC-4)’ to permit a broader range of commercial uses on the subject property and provide for a reduced interior side yard width. AND THAT Council advise County Council that the Town supports the application for Official Plan Amendment, File No. OP 19 -16-7, submitted by Broadway TSB Inc., for lands described as Lot 7, Concession 10 (Dereham), Parts 1, 3, 6, 7, 9, 10 & 11 of Reference Plan 41R -7145, Town of Tillsonburg, to amend the Service Commercial polices affecting the subject lands to include a wider range of permitted commercial uses for the site, and to permit the construction of two 929 m2 (10,000 ft2) multi - tenant commercial plazas. Carried 5.2 Applications for Official Plan Amendment & Zone Change OP 20-10-7 & ZN 7-20-07 (Hayhoe Rentals Limited) Eric Gilbert, Senior Planner, Oxford County, provided an overview of the application. There are no updates to the traffic study that are required and the proposed development conforms to the development on the adjacent lands. The applicant has provided a site plan application for the proposal. Recommendations of the noise study will be included as part of the site plan agreement. Mayor Molnar asked about egress and access and the planner noted that there is an access off of North Street and there is another one off Livingston Drive (there is a block in that subdivision for the purposes of access). Harry Froussios, from Zelinka Priamo, agent provided some additional information about the proposal. Page 24 of 199 4 Councillor Esseltine asked if the development would be rental or owned? The developer noted that the units would be offered by a tenancy agreement. Councillor Luciani asked about the mix of the development and the developer noted that there will be a mix of one story and two story units with two stories being the maximum height. Councillor Parker asked about the tenancy rate and Mr. Hayhoe noted that the rate will be based on the market rental rate. Resolution # 2020-345 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council support the application to amend the County Official Plan (File No. OP 20-10-7), submitted by Hayhoe Rentals Limited, for lands legally described as Lot 71, Plan 500, Part 1 of Reference Plan 41R-9918, in the Town of Tillsonburg, to redesignate the subject lands from ‘High Density Residential’ to ‘Medium Density Residential’, to facilitate the development of 59 street fronting townhouses on the said lands; and AND THAT Council approve-in-principle the zone change application (File No. ZN 7-20-07) submitted by Hayhoe Rentals Limited, for lands legally described as Lot 71, Plan 500, Part 1 of Reference Plan 41R -9918, in the Town of Tillsonburg, to rezone the lands from ‘Low Density Residential Type 1 Zone (R1)’ to ‘Special Medium Density Residential Zone (RM-6)’ and ‘Passive Use Open Space Zone (OS1)’ to facilitate the development of a 59 street fronting townhouse units on the subject lands. Carried 5.3 Application for Zone Change ZN 7-20-05 (2539598 Ontario Inc.) Eric Gilbert, Senior Planner, Oxford County, provided an overview of the application. He indicated that this application does not satisfy the policy test as it does not meet the minimum square footage threshold and that this type of application should be located in the downtown/central area. Council had some questions about the application including whether or not "cannabis" should be a definition included in the Zoning By-Law. The Mayor asked if the AGCO requires such retail stores to be single story in order to sell cannabis. Page 25 of 199 5 The applicant noted he has been running a business in the downtown for two years now and was looking for a downtown location. The AGCO indicates that there can't be tenancy above the retail space. The Mayor asked the applicant if he would support a rezoning that would limit the site specific use for cannabis only. Resolution # 2020-346 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council approve the zone change application submitted by 2539598 Ontario Inc., whereby the lands described as as Lot 1302 & Part Lots 377, 1301 & 1303, Plan 500, and Part 1 of 41R-1073, Town of Tillsonburg, known municipally as 52 Simcoe Street are to be rezoned from ‘Service Commercial Zone (SC)’ to ‘Special Service Commercial Zone (SC-xx)’ to permit a site specific cannabis retail store as the only additional permitted use on the subject lands. Carried 6. Planning Applications 7. New Business 8. Motions/Notice of Motions 9. By-Laws 9.1 A By-Law to amend Zoning By-Law Number 3295 (ZN 7-20-02) Resolution # 2020-347 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT A By-Law to amend Zoning By-Law number 3295 (ZN 7-20-02), 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 10. Confirm Proceedings By-law Page 26 of 199 6 Resolution # 2020-348 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT By-Law 2020-073, to Confirm the Proceedings of the Council Meeting held on July 27, 2020, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 11. Items of Public Interest 12. Adjournment Resolution # 2020-349 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT the Council Meeting of Monday, July 27, 2020 be adjourned at 6:28 p.m. Carried Page 27 of 199 Council Delegation Request Members of the public or citizen group may submit a Delegation Request to speak at a regular meeting of Council. Please complete the following information if you wish to make a presentation during a regular meeting of Council. Meetings are held in the Council Chamber, Corporate Office, 200 Broadway, Second Floor, Tillsonburg. Delegations take place near the beginning of the meeting and are allowed 15 minutes for their presentation; ten (10) minutes is meant for the presentation and the remaining five (5) minutes is to allow for comments and questions from Council. Please note the following: Information provided on this form will be publicly available; Council meetings are publicly broadcasted and recorded. Page 28 of 199 First Name * Mark Last Name * Locker Street Address * 13 Cardinal Ct. Town/City * Tillsonburg Postal Code * N4G4S6 Phone Number * 519-710-8553 E-mail * markdlocker@yahoo.ca Website https://www.tillsonburgtitans.ca/ Do you or any members of your party require accessibility accommodations? * Yes No Council Meeting Date * Aug. 10, 2020 Subject of Delegation * Tillsonburg Minor Soccer Club board 'kicking' Tillsonburg FC out of the soccer park Name(s) of Delegates and Position(s) * (1) Mark Locker, President; (2) John Twinem, Technical Director; and (3) Frank Deutsch, Treasurer. Name of Group or Person(s) being represented (if applicable) Tillsonburg FC I acknowledge Delegations are limited to fifteen (15) minutes each. * I accept Page 29 of 199 Brief Summary of Issue or Purpose of Delegation * In 2000-01 the Town of Tillsonburg and the Tillsonburg Minor Soccer Club (TMSC) board reached an agreement to develop a soccer park after a large sum of money had been fundraised. At one point the interests of both recreational and competitive soccer opportunities were encompassed within the TMSC board. As a result of a small disagreement between board members though on whether or not to include a small fee on top of youth registration to become affiliated with national/provincial governing bodies, representatives from competitive soccer were forced to create a second soccer board just to continue competing. Since then, the already strained relationship between Tillsonburg FC and TMSC has further eroded, and the Tillsonburg FC board has little-to-no control over operations, finances, and so on at the soccer club. This is unfair and the status quo is unacceptable. Our delegates are asking town council to act as arbitrator by committing staff time towards potential solutions, including a full review of governance structure. The Tillsonburg FC board wants to get back to administering soccer, not playing soccer politics with no playing field(s). Our players are also asking to get back on the field as soon as possible. Will there be a Power Point presentation? * Yes No Please attach a copy of your presentation. File Name Tillsonburg FC Board Presentation to Town Council August 10, 2020.pdf 1.2 MB Have you been in contact with a Staff member regarding the Delegation topic? * Yes No If yes, please list the Staff member(s) you have been working with. * Chris Baird Page 30 of 199 I acknowledge that all presentation material must be submitted to the Clerk's Office by 4:30 p.m. the Wednesday before the Council meeting date. I accept Page 31 of 199 Thank You Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and mainted for the purpose of creating records that are available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, Ontario, N4G 5A7, Telephone 519-688-3009 Ext. 4040. Page 32 of 199 John Twinem, Technical Director Mark Locker, President Frank Deutsch, Treasurer Page 33 of 199 ▪(1) Introduction / History ▪(2) Organizational Structure(s) ▪(3) Key Issues / Other Considerations ▪(4) Potential Solutions ▪(5) The “ask” of Tillsonburg Town Council Page 34 of 199 ▪The town of Tillsonburg provided land for a wonderful facility for all soccer players in Tillsonburg.One of the Tillsonburg FC members, Michael Papioannou, was the primary driving force behind fundraising and development of the facility for all what TMSC used to be, and the result has been a legacy quality facility. ▪Tillsonburg FC are still working to develop a legacy of excellence. ▪The local U16 team was going to be the Vancouver Whitecaps' representative team at that age group in Southern Ontario before Covid-19 hit.The Whitecaps have representative teams operating out of their "Centers of Excellence" in 5 cities throughout Canada.This was the only team that has been selected and approved from outside of those centers.We want to do something unique, one of a kind, in an affordable way, for the town of Tillsonburg on the town's one of a kind facility. Page 35 of 199 ▪New club affiliation with Vancouver Whitecaps (talent identification relationship) Page 36 of 199 ▪The Tillsonburg Minor Soccer Club (TMSC) board once encompassed the interests of representatives from both the competitive and recreational sides of soccer. ▪In 2018 there was a disagreement between TMSC board members and/or other individuals regarding increasing registration fees by a small amount for all players, so that TMSC could be recognized by national/provincial governing bodies. ▪In order to avoid compliance with Ontario Soccer and small registration fees, the house league portion of the club chose to put the competitive side out of TMSC.Ontario Soccer also was requiring that sanctioned groups disassociate with non-sanctioned groups.The problem is, TMSC then unilaterally assumed control of all fields, existing accounts and revenue generating properties. ▪The recreational (house league) portion of the club chose to function unsanctioned by soccer's governing bodies provincially and federally. Page 37 of 199 1998-99: the start of fundraising hundreds of thousands of dollars by original board members. 2000-01: TMSC and the Town reach an agreement to purchase lands and develop a soccer park. 2003: Youth soccer participation is approximately 1,150 players plus 4 men’s teams 2010: TMSC reports to town council that there is no longer any debt associated with the development of the soccer park. 2014: Men’s First division soccer team gets promoted to WOSL Premier Division (highest level amateur soccer in S/W Ontario). 2016: Youth soccer participation is at approximately 600 players plus 3 men’s teams 2019: A new board of directors is formed for competitive/rep soccer opportunities (Titans/Tillsonburg FC). 2019: A fourth men’s competitive team is added to WOSL 4th division. Planning occurs for more local youth rep teams. 2020: Tillsonburg FC competitive youth teams double in size to 11 teams. Page 38 of 199 (1) Tillsonburg Minor Soccer Board (recreational) Youth Local League (from ages 3 to 17) Co-ed Adult Recreational League (ages 18+) Control over all Soccer Park Operations + Benefits. Page 39 of 199 (2) Tillsonburg Football Club Board (competitive) Girls’/Boys’ youth rep team opportunities WOSL Men’s Competitive (Premier, 2nd, 4th division teams) Master’s (35+) competitive teams. *Merely now only a tenant of TMSC rather than a Town partner Affiliations + Networks + identifying talent Page 40 of 199 ▪Operational issues: ▪No input on lawn cutting and irrigation. ▪No access to clubhouse, meeting rooms, equipment room (and currently washrooms). ▪Land issues: ▪Currently no access to the park for Tillsonburg FC (TMSC decided to close the soccer park) ▪Does competitive soccer not deserve space to play? (there are lots of fields at soccer park!) ▪Financial issues: ▪No portion of clubhouse rentals and concessions. ▪Due to COVID, uniforms that had been ordered well prior to the lockdown is causing financial hardship for the Club. Seeking cost effective use of the fields from the town. ▪Governance issues: ▪Tillsonburg FC rep program has essentially been outcasted by TMSC. ▪TMSC essentially operating as an unsanctioned league with no provincial or federal affiliation. Page 41 of 199 ▪The original agreement between the Town and TMSC has been provided for perusal by town council. ▪Youth soccer was always meant to be the primary focus. ▪Rep soccer understands the importance of house league soccer, but not vice versa. ▪Original members who signed the 2000-2001 agreement are some combination of disappointed, surprised, or even disgusted at how things have turned out. ▪Most, if not all, of the original TMSC board members would argue that the original intent of the agreement is not being upheld. ▪It is unknown whether TMSC held an Annual General Meeting this year past. (not following proper protocols) Page 42 of 199 ▪What are other local soccer clubs doing? ▪Ingersoll and Norfolk (Delhi) only have house league programs, just one soccer board, and they are associated with provincial and national governing bodies. ▪Woodstock has a rep/competitive and recreational program, but only one soccer board. They are a member of the governing bodies. ▪Why does TMSC not want to be affiliated with provincial/national bodies? ▪Tillsonburg FC is associated with the following groups: ▪Ontario Soccer (provincial governing body); Canadian Soccer Association (national) ▪Vancouver Whitecaps (Major League Soccer) ▪Proper insurance coverage and COVID-19 pre-cautions are being followed. ▪TMSC has let a legacy facility deteriorate due to the COVID -19 crisis ▪Grass is burnt and little to no irrigation has taken place. ▪Parklands and building unused because physical activity is being deterred. Kids / teens / adults are expected to go to the washroom in wooded areas. No “Jimmy John”. Page 43 of 199 ▪The status quo is not fair or acceptable. Some potential solution(s) include: ▪(1) Somehow merge the soccer boards into one board with fair representation from both recreational and competitive side of things i.e. representative of original agreement. All youth soccer players pay to be affiliated with Ontario Soccer. ▪(2) Provide land/fields for competitive soccer teams (i.e. the main field with lights). Split the land in half between the two organizations. Let boards operate separately. ▪(3) Competitive soccer board is identified as a partner in operations of the park just as TMSC has been and Tillsonburg FC could have its own relationship with the town, including fair and/or equitable use of the clubhouse. ▪(4) Develop an (ad-hoc) committee amongst the partners with two representatives from each partner, the Town of Tillsonburg, Tillsonburg FC, and TMSC to oversee soccer park operations. Page 44 of 199 ▪(1) SHORT-TERM—(a) access to soccer park fields with Tillsonburg FC providing all field maintenance because COVID-19 has made it untenable to ask parents for full registration costs.TMSC has financial challenges due to COVID-19, not a “rainy day” fund like TMSC enjoys (b) a staff report by the Director of Recreation assessing the best options for all parties involved, and most importantly the youth of the community. ▪(2) MEDIUM-TERM—Create a new agreement with all parties. ▪The ask to the Town could be for an agreement between Tillsonburg FC and the Town to use the Town owned soccer park, just like TMSC currently has with the Town.We would like to be acknowledged as a Town partner, just like TMSC is acknowledged. ▪Create an (ad-hoc) committee of two representatives from each party. ▪(3) LONG-TERM—Peaceful long-term cooperation between all parties involved. Page 45 of 199 CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NO. 2988 BEING A BY-LAW TO AUTHORIZE THE MAYORANDCLERKTOEXECUTEAN AGREEMENT BETWEEN THE TOWN OF TILLSONBURG AND THE TILLSONBURG MINOR SOCCER CLUB AND TO REPEAL BY- LAW 2943. WHEREAS Municipal Councils may pass by-laws for the acquisition, laying out and improving land for the purpose of Public Parks pursuant to Section 207(52) of the Municipal Act, R.S.O. 1990, Chap. M.45. AND WHEREAS the Council of the Corporation of the Town ofTillsonburg is desirous of entering into an agreement with Tillsonburg Minor Soccer for the acquisition, development and maintenance of certain lands within the Town ofTillsonburg for Public Parkland for the purpose of Soccer Fields. NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSONBURG ENACTS AS FOLLOWS: 1. THAT the Council of the Town ofTillsonburg hereby authorizes the entering into of an Agreement between the Corporation of the Town ofTillsonburg and Tillsonburg Minor Soccer.Club for the acquisition, improvement and maintenance of certain land within the Town ofTillsonburg for Public Parkland for the purpose of development of soccer fields and such other related appurtenances in accordance with the Agreement attached hereto as Schedule "A" to this by-law. 2. THAT Schedule "A" attached hereto is hereby declared to be part of this by-law as i f written and incorporated herein. 3. THAT the Mayor and Clerk be and are hereby authorized to execute, on behalf of the Corporation of the Town ofTillsonburg, all documents required to implement the terms of the Agreement attached as Schedule "A" to this by-law. 4. THAT this By-law shall come into ful l force and effect upon enactment. 5. THAT By-law No. 2943 be hereby repealed. READ A FIRST, SECOND AND THIRD TIME, AND FINALLY PASSED this 9th day of October, 2001. MAfi Page 46 of 199 TILLSO NBURG MIN OR SOCCER CL UB AGRE EMENT THIS AGREEMENT made in triplicate this 1st day of October, 2001. BETWEEN : THE CORPORATION OF THE TOWN OF TILLSONBURG hereinafter called the "Tillsonburg" and TILLSONBURG MINOR SOCCER CLUB hereinafter called "the Club" OF THE FI RST PART OF THE SECOND PART WHEREAS the Club has entered into a Conditional Agreement of Purchase and Sale dated May 9th, 2000, which Agreement was amended by Agreement dated May 26th, 2000, with the Vendor, Andy Jacko Farms Limited, to purchase Part Lot 8, Concession 11, Town of Tillsonburg, County of Oxford, consisting of twenty-eight (28) acres more or less, for the purchase price of TWO HUNDRED AND FIFTY THOUSAND ($250,000.00 ) DOLLARS. AND WHEREAS Tillsonburg and the Club wish to enter into an Agreement with respect to the acquisition of this property, the development of Soccer Fields and a Club House thereon and the use of this property. NOW THEREFORE THIS AGREEMENT WI TNESSETH THAT : 1. The Club will assign its rights in the aforesaid Agreement of Purchase and Sale to Tillsonburg and Tillsonburg will be the owner of the subject property and pay the amount of TWO HUNDRED AND FIFTY THOUSAND ($250,000.00 ) DOLLARS on behalf of the Club. 2. The Club will pay to Tillsonburg the sum of NINETY THOUSAND ($90,000.00 ) DOLLARS over the next ten (10) years with interest at a prime rate on outstanding balance calculated annually . The Club shall make annual payments to Tillsonburg commencing not later than 2003 and ending not later than 2 0 09. 3. The Club will develop the subject lands for Soccer Fields, including necessary roads, parking lots, drainage and fencing, such development to be subject to the approval of Tillsonburg, which development costs are estimated to be SIXTY THOUSAND ($60,000.00 ) DOLLARS . 4 . The Club will develop a Club House at its cost subject to the approval of Tillsonburg. Tillsonburg will facilitate the financing of this building by way of co-signing a loan up to an amount of THREE HUNDRED THOUSAND ($300,000.00 ) DOLLARS, to be arranged by the Club . 5. The Club shall arrange an easement for the provision of sewer and water over adjacent lands from Quarter Town Line Road to the proposed Club House . The Town shall have constructed necessary sewer and water lines over this easement by May 1, 2 0 02 or as may be mutually agreeable. One third o f the cost of this shall be born by the Club upon construction and the remainder shall be recovered by Tillsonburg from adjacent development as and when possible . 6. The Club will construct a road onto the site and Tillsonburg will p r ovide assistance in the form of provision for culverts for the Quarter Town Line Road ditch and a drainage ditch through the property. Page 47 of 199 -2 - 7. The Club shall assume all costs for construction and maintenance of all facilities constructed on the subject lands other than as provided herein with the exception of snowplowing which shall be carried out by the Town. 8. Tillsonburg and the Club agree that the Club shall have priority use of the property for the use of its members as a Soccer Facility. 9. The Club shall arrange sufficient replacement cost property insurance for such buildings constructed on the lands herein as well as sufficient liability insurance as shall be approved by Tillsonburg . The Club and the Town may mutually agree to provide this coverage through the Town's insurance at the Club's cost. 10 . The Club shall provide annual financial statements to Ti llsonburg within three (3) months following the close of its fiscal year. In addition, the Club shall provide quarterly statements to Tillsonburg disclosing the status of its fundraising campaign until such time as its financial obligations contained herein are discharged . IN WI TNESS WHEREOF the parties hereto have hereunto set their h ands and seals this l 5 t day of October, 2001. S I GNED , SEALD AND DELIVERED In the presence of: )THE CORPORATION OF THE TOWN OF TILLSONBURG ) ) )Per : fd/ !Irv~ c ~~S"=+- )David C . Morris, CAO /Clerk ) )TI LLSONBURG S OCCER CLUB ) ) Per : ) ) )~~......:.:.j.L!:.:t!::l::=:b.__!:::~~~:!z_~~~~~~ ) ) )~~-=~~::......£~~~=--~,LJ:.-=:...:..:.::.~~~ Page 48 of 199 THE STUDY Oxford County has completed a Schedule B Municipal Class Environmental Assessment (MCEA) study for proposed potential improvements to a bridge/culvert, located approximately 250m south of North Street East, over Lisgar Creek in the Town of Tillsonburg (refer to map). The purpose of the MCEA was to consider alternatives for improvements to the culvert and the bridge. Several options were considered, including repairing, replacing or removing the structure. THE PROCESS The MCEA study was carried out in accordance with the planning and design process for ‘Schedule B’ projects as outlined in the Municipal Class Environmental Assessment (October 2000, as amended in 2007, 2011 and 2015), which is approved under the Ontario Environmental Assessment Act. The impacts of the alternatives on the social, cultural, natural, and economic environment were evaluated and assessed during the study. Consultation with stakeholders (agencies, Indigenous communities and public) was a key component of the study. The recommended alternative was presented at the Public Consultation Centre (PCC) on February 11. 2020. Following input received from the PCC and consultation with stakeholders, the preferred alternative of the study was determined - Replace the structure with a new grade- separated bridge and establish an open channel. PUBLIC REVIEW PERIOD By this notice, a Project File Report (PFR) which documents the planning, public consultation and decision-making process for this study will be made available for public review online for a 45-day review period from July 20, 2020 to September 3, 2020, in accordance with the MCEA process; at: https://www.oxfordcounty.ca/Services-for-You/ Water-Wastewater/Projects-studies Due to the COVID-19 pandemic and the current closure of the public building, a hardcopy of the PFR is unavailable to the public at this time. If you are not able to access the document through the County’s website (above) and require alternative accommodations to view and comment on the study PFR, please contact either of the project contacts listed in this notice along with any questions or concerns. Teresa Fediw, P.Eng., PMP. Oxford County 21 Reeve Street, P.O Box 1614 Woodstock, ON N4S 7Y3 1-519-539-9800 x 3023 | tfediw@oxfordcounty.ca Tricia Radburn MCIP, RPP R.J. Burnside & Associates Ltd. 292 Speedvale Avenue West, Unit 20 Guelph, ON N1H 1C4 226-486-1778 | Tricia.Radburn@rjburnside.com If concerns arise regarding the EA component of this project, which cannot be resolved through discussions with the above-noted personnel, a person or party may request that the Minister of the Environment, Conservation and Parks make an order to comply with Part II of the Environmental Assessment Act (Part II Order). Requests must be received by the parties identified on the Part II Order Request Form (Minister, the Director and the above- noted personnel) by September 3, 2020. Additional information regarding Part II Orders can be found online at www.ontario.ca/page/class-environmental-assessments- part-ii-order, including the Part II Order Request Form. NOTICE OF STUDY COMPLETION oxfordcounty.ca Municipal Class Environmental Assessment Study Trans Canada Trail Bridge, Tillsonburg This notice first issued on July 17, 2020 Page 49 of 199 234-2020-2496 July 22, 2020 Dear Heads of Council and Chairs of District Social Services Administration Boards: In March, our government introduced the Protecting Tenants and Strengthening Community Housing Act, 2020 (Bill 184), which supports the government’s plan to make life more affordable for Ontarians. Since that time, our government has been focussed on the health and well-being of Ontarians as we navigate through the COVID-19 outbreak. It is with great pride that I am able to share with you the progress we have made on Bill 184. On July 22, 2020, the Protecting Tenants and Strengthening Community Housing Act, 2020 received Royal Assent. The Act contains amendments to the Residential Tenancies Act, 2006, Housing Services Act, 2011, Building Code Act, 1992 and includes the Ontario Mortgage and Housing Corporation Repeal Act, 2020. As I highlighted in my March 12, 2020 letter these amendments support the following priorities: • More Homes, More Choice: Ontario’s Housing Supply Action Plan to make it faster and easier to build housing, including rental housing, and to build the right types of homes in the right places; • Part II of the Community Housing Renewal Strategy – a multi-year strategy to stabilize and grow Ontario’s community housing secto r; and • Transforming the Delivery of Building Code Services by enabling the future creation of an administrative authority that would help deliver faster and better services to promote the safe construction of buildings in Ontario. More details on the Protecting Tenants and Strengthening Community Housing Act, 2020 can be found in the official news release. A copy of the Act will be available on the Ontario e-Laws website shortly (www.ontario.ca/laws). On behalf of our government, I would like to extend our thanks for your work with the ministry leading up to the passage of this Act. We look forward to continuing to work with all of our municipal partners and are committed to continuing discussions with you in the coming months. Sincerely, 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 50 of 199 Steve Clark Minister Page 51 of 199 Page 52 of 199 Page 53 of 199 Page 54 of 199 Page 55 of 199 Page 56 of 199 Page 57 of 199 Page 1 of 2 Subject: 2020 Second Quarter Consolidated Financial Results Report Number: FIN 20-28 Author: Sheena Pawliwec, CPA, CGA, Interim Director of Finance Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives Report FIN 20-28 2020 Second Quarter Consolidated Financial Results, as information. SUMMARY To provide Council with the January 1, 2020 to June 30, 2020 Town wide consolidated financial results. SUMMARY OF OPERATIONAL RESULTS The attached spreadsheet summarizes by department the variances between 2020 actual results for the period ended June 30, 2020 and the 2020 YTD budget. The first quarter results reflect an overall Town wide consolidated 2020 surplus of $317,692. Though some efficiencies and reduced costs have been made as a result of the Covid-19 pandemic which is contributing to this interim figure, a year-end surplus is not anticipated. Additional information related to the Covid-19 pandemic is provided in a subsequent report. Questions or comments relative to the departmental 2020 first quarter revenues and expenditures should be referred to the appropriate members of the Senior Leadership Team for commentary. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability ATTACHMENTS Appendix A - 2020 Q2 Consolidated Operating Results Page 58 of 199 FIN 20-28 Page 2 of 2 Report Approval Details Document Title: FIN 20-28 2020 Second Quarter Consolidated Financial Results.docx Attachments: - FIN 20-28 - Appendix A - 2020 Q2 Consolidated Operating Results.pdf Final Approval Date: Aug 4, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 4, 2020 - 3:12 PM Page 59 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Levy, PILS 8,087,227 8,106,576 19,349 Grants 409,148 521,892 112,744 User Charges 2,624,367 2,236,789 (387,578) Other Revenue 62,392 88,682 26,290 Specified Revenue 2,077 2,077 Contribution from Reserves 155,310 155,310 Total Revenues 11,183,134 11,111,326 (71,808) Expenditures Labour 4,661,386 4,462,712 198,674 Purchases 2,106,431 1,767,369 339,062 Contracted Services 2,603,828 2,540,134 63,694 Contribution to Reserves 64,000 277,653 (213,653) Interfunctional Adjustments 269,186 266,837 2,349 Debt Principal & Interest 974,731 975,357 (626) Total Expenditures 10,679,562 10,290,062 389,500 Total Net Levy 503,572 821,264 317,692 Development Charges DC Revenue Collected (432,840) DC Contribution to Reserves 432,840 Page 60 of 199 Page 1 of 3 Subject: 2020 Second Quarter Corporate Services Department Results Report Number: FIN 20-29 Author: Sheena Pawliwec, CPA, CGA, Interim Director of Finance Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives Report FIN 20-29 2020 Second Quarter Corporate Services Department results as information. SUMMARY To provide Council with the actual January 1, 2020 to June 30, 2020 Corporate Services Department financial results. SUMMARY OF OPERATIONAL RESULTS Table 1: 2020 Operations Business Plan Objective Target Date Status IT Security – THI Q2 Q3 In progress Corporate Staff Plan to meet Community Growth Q2 Q4 Negotiate long term contract with County for Water/Wastewater billing Q2 Q3 In progress; Contract discussions with the County are underway Strategic Plan Q2 Q4 In process; RFP for consulting services issued in July Central Record Repository Q2 Q4 Delay due to staffing vacancies Electronic Communications Policy Q2 Q3 In process Review banking and legal arrangement Q3 Multi-Year Budget Q4 Asset Management Plan Integrated into 2021 Budget Q4 Integration of County Service Plan Q4 Physician Recruitment Q4 Local Government Week Q4 Page 61 of 199 Page 2 of 3 Table 2: 2020 Capital Business Plan Objective Target Date Status Annual Computer Replacement Q2 In progress Contribution to Reserves from Departmental Charges Q4 Table 3: 2020 Additional Information Objective Target Date Status Audited 2019 Financial Statements Q2 Complete FINANCIAL IMPACT/FUNDING SOURCE The 2020 second quarter Corporate Services Department surplus is $69,3214. This is broken down as follows: Department 100 – Council $ 4,128 Department 110 - Finance 59,597 Department 120 - Customer Service 5,599 $ 69,324 Details on major variances can be found in the attached Q2 results spreadsheet. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability ATTACHMENTS Appendix A - 2020 Q2 Corporate Services Operating Results Page 62 of 199 FIN 20-29 Page 3 of 3 Report Approval Details Document Title: FIN 20-29 2020 Second Quarter Corporate Services Department Results.docx Attachments: - FIN 20-29 - Appendix A - 2020 Q2 Corporate Services Operating Results.pdf Final Approval Date: Aug 4, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 4, 2020 - 3:28 PM Page 63 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Grants 285,300 396,025 110,725 (39%) 1 User Charges 15,937 15,265 (672)(4%) Other Revenue 12,502 51,523 39,021 (312%) 2 Contribution from Reserves 90,310 90,310 3 Total Revenues 313,739 553,123 239,384 Expenditures Labour 761,661 725,300 36,361 (5%) 4 Purchases 313,120 318,057 (4,937) (2%) Contracted Services 263,809 244,305 19,504 (7%) 5 Contribution to Reserves - 229,798 (229,798) 6 Interfunctional Adjustments (306,646) (305,729) (917) (0%) Total Expenditures 1,031,944 1,211,731 (179,787) Total Net Levy (718,205) (658,608) 59,597 Development Charges DC Revenue Collected (27,668) DC Contribution to Reserves 27,668 Notes 1 OCIF Formula Funding 2 Bank interest earned relating to Reserve account and having a positive balance in the Town's main operating account 3 Prior Year surplus 5 Legal under $19,000 4 Net labour under - Vacant positions in HR, Clerks PT summer student not filled due to COVID 6 OCIF formula funding contributed to reserves - $110,724; Bank interest earned relating to Reserve account $28,764; Prior Year surplus $90,310. Page 64 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues User Charges 139,351 130,923 (8,428)(6%) 1 Total Revenues 139,351 130,923 (8,428) Expenditures Labour 220,729 218,418 2,311 (1%) Purchases 53,870 40,114 13,756 (26%) 2 Contracted Services 16,001 21,337 (5,336) (33%) 3 Interfunctional Adjustments (127,500) (130,752) 3,252 (3%) Debt Principal & Interest 1,390 1,346 44 (3%) Total Expenditures 164,490 150,463 14,027 Total Net Levy (25,139) (19,540) 5,599 Notes 1 Licence Fees under $8,200 2 Supplies Expense under budget $5,400 - postage 3 Subcontractor Expense over $5,300 Page 65 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Contribution from Reserves Total Revenues Expenditures - - - Labour 92,161 94,289 (2,128) (2%) Purchases 103,736 97,321 6,415 (6%) 1 Contracted Services 1,800 1,832 (32) (2%) Contribution to Reserves - - - Interfunctional Adjustments 12,750 12,877 (127) (1%) Total Expenditures 210,447 206,319 4,128 Total Net Levy (210,447) (206,319) 4,128 Notes 1 Cultural Grant returned from TVDSB relating to 2019 - $2,825 Page 66 of 199 Page 1 of 8 Subject: 2020 Second Quarter Economic Development & Marketing Results Report Number: DCS 20-18 Author: Cephas Panschow, Development Commissioner Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives Report DCS 20-18, 2020 Second Quarter Economic Development and Marketing Results, as information. BACKGROUND The impact of the Coronavirus pandemic has significantly impacted departmental activity since mid-March. Additional impacts are anticipated for the remainder of the year. See Appendix A – Operating and Capital Financial (Cost Code) Summary Economic Development Activity Overall, 2020 activity metrics Year to Date (YTD) have been impacted by the pandemic shutdown. However, some positive areas include continued solid investment interest with 28 lead files opened YTD and 12 client visits regarding potential investments in th e Town, which is above target. One of the leads generated in 2020 have resulted in an investment so far (cannabis retail that was approved at Council for 52 Simcoe St). Q2 2019 (ACTUAL) Q2 2020 (TARGET) Q2 2020 (ACTUAL) Lead Files Opened 33 35 28 Lead Files Closed 31 25 14 Corporate Visits 13 12 6 Client Visits 18 10 12 Page 67 of 199 DCS 20-18 Page 2 of 8 New Businesses Opened 15 7 5 Businesses Closed 2 N/A 3 Website Activity (Main Business Page) 909 1,700 1,044 Website Activity (Business Directory) 2,340 3,200 1,554 The below tables summarize the status of the 2020 Business Plan Operating and Capital Budget objectives. Table 1: 2020 Business Plan Objectives – Operating Budget Objective Budget Value Target Date Status Residential Marketing Campaign $31,000 Q Q4Q4 Not initiated Downtown Community Improvement Plan (Façade) $31,000 Q4 Reallocated per BIA request to Council and used for their Emergency Relief Support Program Community Improvement Plan $20,000 Q4 No applications received to date Economic Development Strategy Implementation $10,000 Q4 Data review completed. Public Consultation initiated. Enhanced Business Processes $10,000 Q4 Subscription to company prospecting tool completed. Further enhancements will be considered. Branding – Wayfinding Signage & Ongoing Q4 Not initiated High Tech Manufacturing Action Plan $2,000 Q4 Not initiated. Van Norman Innovation Park – Clearview Dr Extension & SWM Pond Construction Q4 Environmental Compliance Approval received from MOECP July 8. Working with County for sanitary sewer approval. Page 68 of 199 DCS 20-18 Page 3 of 8 Earthworks tender released on July 8. Rezoning for south lands submitted. Servicing tender anticipated to be released in August. Electrical grid capacity confirmed, connection process underway. Town Hall Project Initiated per report CAO 20-07 Town Hall Project Options Western Region Ringette Association – Regional Event $1,000 Q2 Plan to hold it in Tillsonburg for two years was changed. Chamber Sponsorship (Grant for Gala) $4,000 Q2 Event is being rescheduled due to pandemic Chamber Sponsorship (Awards) $3,800 Q2 Event is being rescheduled due to pandemic Service Level Increase – Marketing/External Communications $12,500 Q3 Not initiated. Youth Robotics Challenge $1,000 Q4 Not initiated Bridges to Better Business $1,000 Q4 Not initiated Table 2: Additional Business Plan Objectives The below is a summary of activities, in addition to those in the Business Plan, that were added to the workplan for the First Quarter. Objective Details Coronavirus Pandemic Staff within the Department were re-allocated to focus on the Town’s Emergency Operations Centre. Creation of the Mayor’s Working Group to address business support and future recovery. Business impact surveys released and results aggregated with Western Ontario Warden’s Caucus to support advocacy for Southwestern Ontario. Town/BIA Pop-up Patio program receiving positive feedback. 3rd Getting on the Road to Recovery Page 69 of 199 DCS 20-18 Page 4 of 8 Webinar held on June 25. Ontario Digital Main Street program was refunded to help businesses enhance their digital presence/e-commerce. Multiple local applications from non-profits to the Oxford Economic Stimulus Program. Goals For Next Quarter (Q3 2020) Objective Details Coronavirus Pandemic Recovery Planning Re-evaluate business plan objectives and prioritize activities that support existing businesses as planning starts for recovery Van Norman Innovation Park – Clearview Dr Extension & SWM Pond Construction Obtain ECA approval from County, release tenders, initiate construction, obtain electrical network design, obtain zoning, secure buyers, expand marketing, etc DISCUSSION It is clear that the business plan objectives for the remainder of 2020 will be impacted by pandemic planning and recovery. The approved business plan will be reviewed in consultation with the Senior Leadership Team. The main focus will be work on the Van Norman Innovation Park. CONSULTATION/COMMUNICATION The reporting of quarterly results helps demonstrate accountability to Senior Leadership, Town Council, and the public. In addition to this, the Economic Development Advisory Committee is provided with a summary of this rep ort at their regular meetings. FINANCIAL IMPACT/FUNDING SOURCE The Economic Development & Marketing Department variances for the second quarter of 2020 are as follows: Department Variance (Brackets denote over budget) Explanation Economic Development & Marketing $28,741 Third party misc revenue - timing Fund CIP program Full time labour under Page 70 of 199 DCS 20-18 Page 5 of 8 $20,000 - vacancy Part time labour under $7,900 CIP program over $65,000 Industrial land Reserve to be replenished - timing Development & Communications $1,159 Discover Tillsonburg Advertising revenue under $5,400 Discover Tillsonburg expenses under $6,500 TOTAL $29,900 Staff anticipate that the Discover Tillsonburg budget will not be fully spent resulting in an anticipated surplus from that budget. In addition to this, there is anticipated to be savings in the Economic Development & Marketing budget related to deferred full and part time labour costs. 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 71 of 199 DCS 20-18 Page 6 of 8 Appendix A – Operating and Capital Financial (Cost Code) Summary 2020 2020 Actual %Note YTD Budget YTD Actuals Variance Variance Reference Revenues User Charges 4,802 (649)(5,451)(114%)1 Total Revenues 4,802 (649)(5,451) Expenditures Purchases 37,800 31,215 6,585 (17%)2 Interfunctional Adjustments 2,100 2,100 0% Debt Principal & Interest 64,993 64,968 25 (0%) Total Expenditures 104,893 98,283 6,610 Total Net Levy (100,091)(98,932)1,159 Notes 1 Discover Tillsonburg Advertising Rev under $5,400 2 Discover Tillsonburg Expense under $6,500 Page 72 of 199 DCS 20-18 Page 7 of 8 2020 2020 Actual %Note YTD Budget YTD Actuals Variance Variance Reference Revenues Grants 5,000 5,000 0% User Charges 34,000 17,625 (16,375)(48%)1 Contribution from Reserves 65,000 65,000 2 Total Revenues 39,000 87,625 48,625 Expenditures Labour 151,473 125,676 25,797 (17%)3 Purchases 63,404 65,939 (2,535) (4%) Contracted Services 7,137 71,781 (64,644) (906%)4 Contribution to Reserves 19,000 - 19,000 (100%)5 Interfunctional Adjustments (7,200) (9,648) 2,448 (34%) Debt Principal & Interest 14,659 14,609 50 (0%) Total Expenditures 248,473 268,357 (19,884) Total Net Levy (209,473)(180,732)28,741 Notes 1 Third party misc revenue - timing 2 To fund CIP program 3 Full time labour under $20,000 - vacancy; Part time labour under $7,900 4 CIP program over $65,000 5 Industrial land Reserve to be replenished - timing Page 73 of 199 DCS 20-18 Page 8 of 8 Report Approval Details Document Title: DCS 20-18 Second Quarter Economic Development and Marketing Results.docx Attachments: Final Approval Date: Aug 6, 2020 This report and all of its attachments were approved. Page 74 of 199 Page 1 of 7 Subject: Second Quarter Building, Planning & By-Law Services Report Number: DCS 20-19 Author: Geno Vanhaelewyn, Chief Building Official Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives Report DCS 20-19 Second Quarter Report Building, Planning & By-Law Services as information. EXECUTIVE SUMMARY This report contains information on activity volumes, trends over time, financials and updates on major initiatives. The statistics provided are inclusive from January 1, 2020 to June 30, 2020. BUILDING SERVICES Tillsonburg has continued to witness strong activity in construction in terms of total value of construction and the total number of permits issued considering the COVID-19 pandemic. The residential housing market has continued to be the main contributor o f these statistics. The industrial sector noted a slight increase, commercial sector being consistent and a slight decrease in institutional compared to previous years. These activities are noted in the tables below. 2020 – Building Permit Activity Overview – (Jan 1/20 – June 30/20 inclusive) Total Permits Issued 217 Total Construction Value $25,051,304 Total Permit Revenue $323,594 Page 75 of 199 DCS 20-19 Page 2 of 7 VALUE OF CONSTRUCTION COMPARISON Value of Construction Comparisons – Jan 1, 2020 – June 30, 2020 TYPE 2015 2016 2017 2018 2019 2020 Residential (Value) 7,614,660 10,673,174 12,416,246 17,441,481 27,871,544 20,168,099 Commercial (Value) 154,300 1,615,705 1,205,305 6,245,180 1,467,125 1,084,105 Industrial (Value) 92,600 92,000 488,254 708,702 205,900 3,748,800 Institutional (Value) 1,362,173 13,114 4,000 2,336,665 3,532,040 50,300 TOTAL 9,223,733 12,393,993 14,113,805 26,732,028 33,076,609 25,051,304 RESIDENTIAL $20,168,099 COMMERCIAL 1,084,105 INDUSTRIAL $3,748,800 INSTITUTIONAL $50,300 Page 76 of 199 DCS 20-19 Page 3 of 7 Number of Permits Issued - Jan 1, 2020 – June 30, 2020 TYPE 2015 2016 2017 2018 2019 2020 Single Detached Dwellings 27 50 48 50 30 53 Total Dwelling Units 50 50 52 78 110 79 Total All Permits 155 202 239 239 204 217 Residential Development - Jan 1, 2020- June 30, 2020 DEVELOPER NUMBER OF SINGLE DETACHED DWELLINGS Hayhoe Homes 34 Wagler Homes 4 Bamford Homes – South Ridge Heights 1 Oxford Builders – Annandale Phase 7 1 Trevalli Homes Ltd – William Street 8 Gentrac Homes 1 Riviera Homes 0 Dalm Construction 0 Misc. 2 Private 2 Inspection Activity Comparisons - Jan 1, 2020 – June 30, 2020 Output Measures/Activity 2015 2016 2017 2018 2019 2020 Building Inspections Completed 741 871 1022 988 843 824 Major Construction/Development Projects:  136 Concession Street East – new 5 story/49 unit apartment building  83 Rolph Street – public school to apartment conversion – 47 units  3 John Pound – new 4 story/33 unit apartment building  6 Rouse – new church – New Brethren Church  150 Concession W – renovation/addition to church – Christian Reformed Church Page 77 of 199 DCS 20-19 Page 4 of 7  18 Harvest – new church – First Baptist Church  360 Quarter Town Line – new townhouse condos  Andrews Crossing Subdivision – Phase 1 & 2  Sandy Court Subdivision  301 Tillson Ave- industrial addition/interior renovation  671 Broadway- car dealership Building Financial Impact Financial records indicate that the Building sector has a surplus of $113,361 ending Q2. The ongoing permit activity is a direct result of the increased revenue found in the attached financial summary to this report. The forecast at this time for year end is to be under budget. PLANNING SERVICES 2020 – Planning Activity - Jan 1, 2020 – June 30, 2020 Output Measures/Activity 2015 2016 2017 2018 2019 2020 Minor Variance Applications 5 7 6 13 7 6 Zone Change Application 4 4 8 4 7 8 Site Plan Formal Consultations 2 2 3 0 2 1 Site Plan Approvals 3 2 2 5 6 4 Site Plan Applications (in progress) 6 7 3 9 4 2 Subdivision Agreements 2 2 2 0 2 3 Pre-Servicing Agreements 0 0 0 3 1 2 Official Plan Amendments 2 2 1 0 1 2 Plans of Subdivision 0 0 0 1 1 1 Site Plan Applications (in progress)  17 Wren Court – Town House Apartments  1418 Bell Mill Sd Rd  61 Vienna Rd  91 Tillson Ave Page 78 of 199 DCS 20-19 Page 5 of 7 BY-LAW SERVICES All records were not available for analysis and the records that were available are provided in the table below. Parking tickets issued and animal licensing are down dramatically and are both a direct result of COVID-19. 2019 – By-Law Activity - Jan 1, 2019 – June 30, 2019 Output Measures– Quantity 2015 2016 2017 2018 2019 2020 Parking Tickets Issued 337 573 394 366 382 190 Animal Tags Issued Cats 845 1121 948 848 1129 780 Dogs 1815 1842 1973 2254 1909 1696 Enforcement – Complaints and Occurrences Parking, Noise, Garbage, Taxi 103 62 86 90 - - Property Stds, Zoning, Clean Yard, Sign, Fence, etc. 113 143 152 137 - - Animal Control 184 179 160 139 - - By-Law Financial Impact Financial records indicate that the Protection/By-Law sector is under budget $17,967 ending Q2. Crossing guard labour savings is the main contributor of the surplus resulting from COVID-19 school closures. The forecast at this time for year end is to be on budget. A copy of the financial summary has been attached to this report. DEPARTMENTAL TASKS 2020 Business Plan Objectives Objective Target Project Status Complete Amanda Building Permitting Software Solution Implementation and Mobility Q2 Q4 In Progress Communicate Building Code Amendments Q4 In Progress Develop Post-Disaster Event Protocol/Procedures Q4 In Progress Review Permit Submission Web Portal Options & Digital Service Delivery Q4 In Progress By-Law Reviews – Building By-Law Q2 Q4 Not Started By-Law Reviews – Animal Control Q2 Q3 In Progress (Public consultation on hold – COVID-19) Page 79 of 199 DCS 20-19 Page 6 of 7 Central Area Design Study – Vehicular/Pedestrian Movement Reconfiguration – Town Centre Mall Rear Entrance Proposal Q3 In Progress (Public consultation on hold – COVID-19) Central Area Design Study – Public Objectives – Alley Connecting Walkways Proposal Q3 In Progress (Public consultation on hold – COVID-19) Central Area Design Study – Façade Improvement Program Q4 In Progress (2020 funding reallocated – COVID-19) Review Planning Process & Procedures Q1 Q3 In Progress Zoning By-Law Review & Housekeeping Amendments Q1 Q4 In Progress (Public consultation on hold – COVID-19) Review Site Plan Approval By-Law & Process Q1 Completed CONSULTATION N/A FINANCIAL IMPACT/FUNDING SOURCE See attached financials. 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 Page 80 of 199 DCS 20-19 Page 7 of 7 ☐ Improve mobility and promote environmentally sustainable living ATTACHMENTS Appendix A – 2020 Q2 Budget vs Actuals – Building Appendix B – 2020 Q2 Budget vs Actuals - Protection Report Approval Details Document Title: DCS 20-19 Second Quarter Building Planning By-Law Services.docx Attachments: - 2020 Q2 Budget vs Actuals - Building.pdf - 2020 Q2 Budget vs Actuals - Protection .pdf Final Approval Date: Aug 4, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 4, 2020 - 8:04 PM Page 81 of 199 2020 2020 Actual %Note YTD Budget YTD Actuals Variance Variance Reference Revenues User Charges 246,806 353,804 106,998 (43%)1 Contribution from Reserves Total Revenues 246,806 353,804 106,998 Expenditures Labour 224,882 222,134 2,748 (1%) Purchases 19,031 15,420 3,611 (19%) Contracted Services Interfunctional Adjustments 16,852 16,848 4 (0%) Total Expenditures 260,765 254,402 6,363 Total Net Levy (13,959)99,402 113,361 2 Notes 1 Permit Revenue - $92,400 2 Any surplus at year end will contributed into the Building Deserve Obligatory Reserve Page 82 of 199 2020 2020 Actual %Note YTD Budget YTD Actuals Variance Variance Reference Revenues User Charges 55,160 47,233 (7,927)(14%)1 Total Revenues 55,160 47,233 (7,927) Expenditures Labour 120,709 92,154 28,555 (24%)2 Purchases 19,117 25,474 (6,357) (33%)3 Contracted Services 6,506 2,806 3,700 (57%) Interfunctional Adjustments 14,198 14,202 (4) (0%) Total Expenditures 160,530 134,636 25,894 Total Net Levy (105,370)(87,403)17,967 Notes 1 Licence fees under $7,900 - Animal control $3,700 2 Net labour under $29,500 - Crossing Guards Savings 3 Special projects over $8,600 - animal control, Camera installed at the library - approved and installed in 2019, vendor did not deliver the invoice until Q1 2020 Page 83 of 199 Page 1 of 4 Subject: Fire Second Quarter Report 2020 Department Results Report Number: FRS 20-10 Author: Fire Chief / CEMC Brad Lemaich Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Report FRS 20-10 Second Quarter 2020 Department Results be received for information. EXECUTIVE SUMMARY To provide Council with the April 1, 2020 to June 30, 2020 Fire & Rescue Services performance results. SUMMARY OF OPERATIONAL RESULTS 2020 Business Objectives Objective Target Date Status Continued Training and Implementation of Cad Upgrade at Fire Comm. (continuation of 2019) Ongoing Ongoing Technical Rescue Equipment Purchase Q2 Complete Multi- Year Firefighter Training Program ( 3 Year) Q4 Resumed and Ongoing Traffic Signal Priority Control System Q2 Incomplete Reserve Firefighter Program 2020 Q4 7 selected – 6 remain Reserve Firefighter Training Q4 Graduation Delayed - Covid Fire Commutations Customer Development Q4 Ongoing Fire Ground Equipment Purchase Q3 Ongoing Succession Management Hire of Deputy Chief Replacement and FPO Ongoing Ongoing Purchase of SCBA Q3 Complete Training on SCBA Q3/Q4 Complete CEMP Update 2020 Accreditation Q4 Currently in process Page 84 of 199 FRS 20-10 Page 2 of 4 Key Indicators 26 Firefighters on average attended training exercises with an average participation rate of 92%. The year to date average is 26 Firefighters attending an average of 92% of training exercises. The Average firefighter, year to date, has attended 52% of “Platoon” calls and 58% of “All Calls”. 2020 Alarm Data (Year to Date) OFM Response Type Total Incidents Total Staff Hours Property Fires/Explosions 11 158 Burning Controlled 6 16 Pre Fire Conditions/ No Fire 0 0 False Fire Calls Alarm Activations 27 143 Carbon Monoxide False Calls 12 54 Public Hazard 14 74 Rescue MVC 21 91 Medical/Resuscitator Call 21 31 Other Response 22 84 YTD 134 651 2020 Dollar Loss / Loss Prevention Number of Working Fire Incidents Estimated Property Value at Risk Estimated Structure Fire Loss Estimated Content Fire Loss Property Fire Loss Prevented Q1 2 500,000 200,000 100,000 200,000 Q2 4 14,500,000 12,500 1,500 14,486,000 Q3 Q4 Year to Date Total Fire Loss (structure & contents): $314,000 Fire Prevention Inspections 2nd Quarter 2020 Year to Date Assigned 1 2 In Progress 0 10 Follow Up 0 1 Legal Action 0 0 Rescinded 0 0 Closed 3 17 Page 85 of 199 FRS 20-10 Page 3 of 4 Apparatus Utilization Apparatus 2020 2nd Quarter 2020 Year to Date 2019 2nd Quarter 2019 Year End Car 1 4 5 5 24 Car 2 18 35 8 42 Pumper 1 43 82 57 197 Pumper 2 11 22 17 55 Rescue 3 22 57 14 60 Aerial 4 23 24 28 112 Public Education Types 2020 2nd Quarter 2020 Year to Date 2019 2nd Quarter 2019 Year End Station Tours 0 0 5 10 Presentations 0 1 1 11 Newspaper/Media 0 0 2 2 Charity Event 0 1 6 16 Social Media 4 12 Fire Communication Report Town of Tillsonburg Calls 2020 2nd Quarter On Call Called Out 2020 YTD On Call Called Out YTD Town Administration 185 N/A 264 N/A OPP 23 N/A 36 N/A Roads 35 5 90 13 Hydro 99 13 227 27 Water/Waste 25 7 45 11 By-Law Enforcement/Parking 4 0 9 0 Animal Control 5 1 14 2 Garbage Collection/Transfer Station 23 0 35 0 Fleet 2 0 2 0 Community Centre/Parks 0 0 19 3 Facilities 10 0 3 0 ++++ Page 86 of 199 FRS 20-10 Page 4 of 4 Tillsonburg Fire 2020 2nd Quarter 2020 YTD Administration Lines 83 162 Fire Incidents 64 134 Fire Comm 2020 2nd Quarter 2020 YTD Emergency Calls 1395 2966 Non Emergent Calls 2467 4116 Fire Incidents 625 1331 FINANCIAL IMPACT/FUNDING SOURCE Fire Service Budget is over plan by $1404.00 Police Service Budget is under plan by $7071.00 COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability ATTACHMENTS Appendix A – 2020 Quarterly Report Budget vs Actuals – Fire and Police Q2 Report Approval Details Document Title: FRS 20-10 Second Quarter Fire report Revised.docx Attachments: Final Approval Date: Aug 6, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 6, 2020 - 8:08 AM Page 87 of 199 2020 2020 Actual %Note YTD Budget YTD Actuals Variance Variance Reference Revenues User Charges 103,721 105,417 1,696 (2%) Total Revenues 103,721 105,417 1,696 Expenditures Labour 518,552 546,554 (28,002) (5%)1 Purchases 112,546 82,595 29,951 (27%)2 Contracted Services 54,260 53,262 998 (2%) Contribution to Reserves 45,000 45,000 - 0% Interfunctional Adjustments 140,296 146,364 (6,068) (4%) Debt Principal & Interest 24,727 24,706 21 (0%) Total Expenditures 895,381 898,481 (3,100) Total Net Levy (791,660)(793,064)(1,404) Development Charges DC Revenue Collected (35,479) DC Contribution to Reserves 35,479 Notes 2 Safety Expenses under $17,300; Training under $9,500 1 Net labour over - Full time under $53,600 - vacancy; Full time OT over $7,200; Part time over $70,400; Part time OT $4,000 Page 88 of 199 2020 2020 Actual %Note YTD Budget YTD Actuals Variance Variance Reference Revenues Grants 72,500 72,750 250 (0%) User Charges 158,899 158,918 19 (0%) Contribution from Reserves Total Revenues 231,399 231,668 269 Expenditures Labour 13,672 14,367 (695) (5%) Purchases 31,050 22,461 8,589 (28%)1 Contracted Services 1,719,952 1,721,048 (1,096) (0%) Interfunctional Adjustments 3,952 3,948 4 (0%) Total Expenditures 1,768,626 1,761,824 6,802 Total Net Levy (1,537,227)(1,530,156)7,071 Development Charges DC Revenue Collected (3,204) DC Contribution to Reserves 3,204 Notes 1 HLW under $6,800; training under $2,900 -Police Service Board Page 89 of 199 Page 1 of 5 Subject: 2020 Second Quarter Operations Services Report Number: OPS 20-29 Author: Dan Locke, CET., Interim Director of Operations Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receive Report OPS 20-29, 2020 Second Quarter Operations Services results as information. DISCUSSION To provide Council with the April 1, 2020 to June 30, 2020 Operations Services financial results. Table 1: 2020 Operating Business Plan Objective Target Date Project Status/ Comment Implementation of Inter-Community Transit Service Q2 Q3 In Progress Renegotiations of West Town Line Boundary Road Agreement Q2 Not Started Renegotiations of Solid Waste and Recycling Collection Agreement with Oxford County Q3 In Progress Renegotiations of Urban Road Maintenance Agreement with Oxford County Q4 Not Started Renegotiations of Water Distribution and Wastewater Collection Agreement with Oxford County Q2 Q4 In Progress Develop a Sanitary Inflow and Infiltration Program Q2 Q3 In Progress Ontario One-Call Alternative Locate Agreements Q1 Q2 Completed Implement a Watermain Foam Swabbing Program Q3 Q4 Under Review Downtown Sidewalk By-law 2189 Update Q2 Q3 Not Started Airport Development Manual Q2 Q3 Draft Completed/ TAAC Reviewing Town Owned Hangar Development Business Case Q2 Completed results to inform Airport Page 90 of 199 OPS 20-21 Page 2 of 5 Master Plan Project Investigate Private Woodlot East of Runway 08 -26 Removal Options Q3 Not Started Airport General Aviation Area Stormwater Management Q1 Q3 In Progress General Aviation Access Road Investigation Q4 Q3 In Progress Finalize Engineering Design Criteria & Standard Drawings Q3 In Progress Asset Management  Complete AMP Implementation Project Q2 Q3 In Progress  Improve Core Asset Capital Plan from detailed AMP Q3 Not Started Lincoln Street Reconstruction Detailed Design Q4 Not Started Goshen Street Reconstruction Detailed Design Q4 Not Started Townline Rd. Reconstruction Preliminary Design Q4 Not Started Table 2: 2020 Capital Business Plan Objective Target Date Project Status Airport NAV CANADA Instrument Approach Procedure Upgrade Q1 Q4 In Progress Airport Drainage Channel Restoration Q3 Q2 Completed Airport Master Plan Q4 In Progress Sidewalk Connectivity Program Q3 Q2 Completed Road Condition Assessments Q3 Bid Awarded Maintenance Hole Assessment Program Phase 1 of 2 Q4 Bid Awarded Goshen Area Geotechnical Investigation Q1 Completed Broadway & Bridge St. Intersection Audible and Accessibility Upgrades Q3 Bid Awarded Concession St. W. Reconstruction Design (Charlotte to Rolph) Q3 Q4 Bid Awarded Quarter Town Line & Beech Blvd Retaining Wall Replacement Design Q3 Q4 Bid Awarded Page 91 of 199 OPS 20-21 Page 3 of 5 Quarter Town Line at Stoney Creek Culvert Retaining Wall Rehabilitation Design Q3 Q4 Bid Awarded Young Street Storm Outlet Class Environmental Assessment Q4 Not Started Watermain Looping – Langrell to Broadway Q2 Q3 Bid Awarded Stoney Creek Sanitary Trunk Main Repair Q3 In Progress Bloomer St. Storm Sewer Repair Q2 Q3 In Progress Asphalt Resurfacing Program Q3 Bid Awarded Oxford/Simcoe St. Rehabilitation (Broadway to Vienna Rd) Q4 Q3 In Progress Rolling Meadows Reconstruction Phase 1 of 2 (Tanager, Falcon) Q3 Q4 Bid Awarded Rouse St. Sanitary Installation Q2 Q3 Bid Awarded Light Duty Vehicles  Building Unit #34 – Replace SUV Q2 Bid Award Rejected  By-law Unit #36 – Reassigned SUV Q3 Not Started  New Building Unit – SUV Q2 Bid Award Rejected  New Hydro Unit – Utility Van Q1 Q3 Bid Awarded Medium Duty Vehicles  New Fire Unit – Command Vehicle Q3 Not Started  New Water/Roads Unit – Service Truck Q3 Q2 Completed Heavy Duty Vehicles  Roads Unit #60 – Replace Snowplow Truck Q2 Q3 In Progress Off Road Equipment  Water/Hydro/Roads Unit #86 – Replace Backhoe Q2 Q3 In Progress  Roads Unit #84 – Replace Sidewalk Machine Q3 In Progress  Hydro Unit #233 – Rehabilitate Cable Trailer Q3 Q2 Completed  Roads Unit #115 – Replace Line Striper Q1 Q2 Completed  Roads Unit #97 - Replace Loader Blade Attachment Q1 Q2 Completed Key indicators measure growth in terms of infrastructure i.e. Roads, Sewers, Watermain, Sidewalk, etc. and the associated maintenance level of service. The Towns ability to Page 92 of 199 OPS 20-21 Page 4 of 5 mitigate the associated incremental costs to maintain the additional infrastructures demonstrates the efficiencies of continuous internal improvement. Key Indicators 2019 2018 2017 2016 2015 2014 Roads (Lane km) 235.4 234.1 233.6 229.4 226.8 226.1 Sidewalks (km) 98.6 97.4 96.6 94.2 91.6 89.5 GOALS FOR NEXT QUARTER  Business Continuity during COVID-19 Reopening  Issue remaining infrastructure capital projects and commence construction  Re-Issue RFP for Public Works Yard EA  Continue summer maintenance operations  Issue Airport Master Plan RFP  Continue to complete Fleet Capital projects  Intercommunity Transit Implementation FINANCIAL IMPACT/FUNDING SOURCE The consolidated 2020 Q2 Operations Services overall variance is summarized in Table 4. Table 4: Second Quarter Budget vs. Actual Variance Summary Department Surplus / (Deficit) Operations Administration (47,022) Engineering Services 46,758 Public Works 120,888 Waste Management 17,078 Municipal Parking (5,775) Airport Operations (11,324) Fleet Services 43,348 Transit Services 11,686 Total Variance 175,637 Page 93 of 199 OPS 20-21 Page 5 of 5 COMMUNICTY STRATEGIC PLAN (CSP) LINKAGE 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 – Operating Summaries Page 94 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues User Charges 746,722 741,370 (5,352)(1%) Total Revenues 746,722 741,370 (5,352) Expenditures Labour 157,933 154,937 2,996 (2%) Purchases 272,770 222,135 50,635 (19%) 1 Contracted Services 7,500 12,323 (4,823) (64%) Contribution to Reserves - - - Interfunctional Adjustments 3,998 4,002 (4) (0%) Debt Principal & Interest 197,422 197,526 (104) (0%) Total Expenditures 639,623 590,923 48,700 Total Net Levy 107,099 150,447 43,348 Development Charges DC Revenue Collected (54) DC Contribution to Reserves 54 Notes 1 Fuel purchases under $33,700; Equipment rental & repairs under $10,100 Page 95 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Total Revenues Expenditures Labour 124,422 174,794 (50,372) (40%) 1 Purchases 7,862 6,216 1,646 (21%) Interfunctional Adjustments (7,350) (9,054) 1,704 (23%) Total Expenditures 124,934 171,956 (47,022) Total Net Levy (124,934) (171,956) (47,022) Notes 1 Strategic personnel changes Page 96 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Grants User Charges 6,225 14,050 7,825 (126%) 1 Total Revenues 6,225 14,050 7,825 Expenditures Labour 230,526 205,844 24,682 (11%) 2 Purchases 13,930 12,503 1,427 (10%) Contracted Services 24,200 10,476 13,724 (57%) 3 Interfunctional Adjustments (83,550) (82,650) (900) (1%) Total Expenditures 185,106 146,173 38,933 Total Net Levy (178,881) (132,123) 46,758 Notes 3 GIS Services relating to Asset management 1 Additional Inspections 2 FT labour under -Vacant Civil Designer Position Page 97 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Grants Total Revenues Expenditures Labour 550,520 492,551 57,969 (11%) 1 Purchases 301,641 250,380 51,261 (17%) 2 Contracted Services 49,630 37,606 12,024 (24%) 3 Interfunctional Adjustments 291,784 291,852 (68) (0%) Debt Principal & Interest 285,969 286,267 (298) (0%) Total Expenditures 1,479,544 1,358,656 120,888 Total Net Levy (1,479,544) (1,358,656) 120,888 Development Charges DC Revenue Collected (306,843) DC Contribution to Reserves 306,843 Notes 1 Vacancies, allocation of staff time 2 Salt Supply Expense under $27,300; HLW under $15,100; Training under $9,600 3 Refund due to overpayment from Earth holdings - Streetlights related Page 98 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Levy, PILS 69,400 53,556 (15,844)(23%) 1 Total Revenues 69,400 53,556 (15,844) Expenditures Labour 14,525 9,185 5,340 (37%) 2 Purchases 7,500 9,118 (1,618) (22%) Contracted Services 28,000 21,588 6,412 (23%) 3 Contribution to Reserves - - - Interfunctional Adjustments 23,048 23,052 (4) (0%) Debt Principal & Interest 6,754 6,815 (61) (1%) Total Expenditures 79,827 69,758 10,069 Total Net Levy (10,427) (16,202) (5,775) Notes 1 Write off - settlement of the mall reduction in value 2 Allocation of staff time 3 Subcontractor Snow Clearing Expense Page 99 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Grants User Charges 260,026 190,180 (69,846)(27%) 1 Other Revenue 2 2 Total Revenues 260,026 190,182 (69,844) Expenditures Labour 57,784 52,945 4,839 (8%) Purchases 124,140 73,788 50,352 (41%) 1 Contracted Services 17,010 13,506 3,504 (21%) Interfunctional Adjustments 10,200 10,431 (231) (2%) Debt Principal & Interest 17,360 17,304 56 (0%) Total Expenditures 226,494 167,974 58,520 Total Net Levy 33,532 22,208 (11,324) Notes 1 Fuel Sales/purchases Page 100 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Grants User Charges 60,690 29,743 (30,947)(51%) 1 Total Revenues 60,690 29,743 (30,947) Expenditures Labour 18,769 18,695 74 (0%) Purchases 50,550 20,875 29,675 (59%) 1 Contracted Services 51,500 36,484 15,016 (29%) 2 Interfunctional Adjustments 69,254 65,994 3,260 (5%) Total Expenditures 190,073 142,048 48,025 Total Net Levy (129,383) (112,305) 17,078 Notes 1 Bag Tag sales/inventory purchases 2 Large Item Bins / Brush, Leaves, Grass - Transfer Station Page 101 of 199 2020 2020 Actual % Note YTD Budget YTD Actuals Variance Variance Reference Revenues Grants User Charges 12,900 5,640 (7,260)(56%) 1 Total Revenues 12,900 5,640 (7,260) Expenditures Labour 13,137 10,058 3,079 (23%) Purchases 1,010 1,175 (165) (16%) Contracted Services 69,690 53,658 16,032 (23%) 2 Interfunctional Adjustments 4,350 4,350 0% Total Expenditures 88,187 69,241 18,946 Total Net Levy (75,287) (63,601) 11,686 Notes 1 Fare revenue under - ridership volume down due to COVID 2 Subcontractor Expense under - timing of invoices Page 102 of 199 Page 1 of 2 Subject: Employee Hiring Freeze Report Number: HR 20-01 Author: Ashley Andrews, Manager of Human Resources Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives report HR 20-01 Employee Hiring Freeze as information; AND THAT the hiring freeze initiated on March 23, 2020 is lifted effective immediately. DISCUSSION In March 2020 there was a reduced need for staff due to the impact of COVID-19 and orders from the Province to close facilities; which resulted in part time staff being temporarily laid off. On March 23, 2020, Council passed the following resolution stating that a hiring freeze for the Corporation of the Town of Tillsonburg be implemented effective immediately for all non-essential positions as determined by the CAO. Resolution # 2020-148 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT a hiring freeze for the Corporation of the Town of Tillsonburg be implemented effective immediately for all non-essential positions as determined by the CAO. With restrictions lifted as we move into stage three, there is now a need for additional staff due to an increase in services and programming provided by the municipality. All laid off staff have been recalled, but the need to fill positions vacant prior to COVID -19 has arisen. The Town’s recruitment process requires hiring approval from the manager, director, and Chief Administrative Officer prior to a position being posted, to ensure that discussions take place at all levels to assess the need for the position. FINANCIAL IMPACT/FUDNING SOURCE – N/A Page 103 of 199 HR 20-01 Page 2 of 2 COMMUNITY STRATEGIC PLAN (CSP) IMPACT 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 104 of 199 Page 1 of 3 Subject: COVID-19 Task Force Recommendations on Mask Wearing Report Number: CLK 20-27 Author: Laura Pickersgill, Legislative Services Coordinator Meeting Type: Council Meeting Meeting Date: August 10, 2020 RECOMMENDATION THAT Council receives Report CLK 20-27, COVID-19 Task Force Recommendations on Mask Wearing, as information; AND THAT Council supports the recommendations of the COVID-19 Task Force with respect to the regulations of wearing masks. BACKGROUND At the Council meeting of April 14, 2020, Council endorsed the Terms of Reference for the COVID-19 Taskforce and appointed members to the Taskforce. The mandate of the COVID-19 Task Force is to provide support to Tillsonburg citizens to cope during the difficulties associated with the pandemic of the COVID-19 virus. The Taskforce has been meeting regularly since their inception and have continued to provide recommendations to Council. The Taskforce was requested to provide input on the use of and/or any necessary regulations as it relates to the wearing of masks. DISCUSSION At the COVID-19 Task Force meeting of July 8, 2020, the members held a discussion regarding this request and topic. Ultimately, the following resolution was passed: Moved by: Deputy Mayor Beres Seconded by: Merley Wheaton THAT the COVID-19 Task Force appreciates SWPH on asking our opinion but we would like to follow the direction of SWPH and the Provincial government on mandatory masking; AND THAT the COVID-19 Task Force supports the decision of mandatory masking made by any local business. Page 105 of 199 CLK 20-27 Page 2 of 3 Based on this resolution, the Task Force is recommending that the Town continue with any messaging in support of any local businesses that have mandated mask wearing in their locations as part of their policies. Supportive messaging will help ease the pressure on local businesses experiencing issues from customers not willing to comply with the businesses new protocol and procedures. The Task Force is also recognizing that if and when a regulation were to be imposed on our region from a Provincial level of government and/or through Southwest Public Health direction that the Town remain in support of such an order or instruction. Financial Impact/Funding Source: None Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 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: None Page 106 of 199 CLK 20-27 Page 3 of 3 Report Approval Details Document Title: CLK 20-27 COVID-19 Task Force Recommendation on Mask Wearing.docx Attachments: Final Approval Date: Aug 5, 2020 This report and all of its attachments were approved and signed as outlined below: Sheena Pawliwec - Jul 30, 2020 - 12:11 PM Kyle Pratt - Aug 4, 2020 - 8:07 PM Page 107 of 199 Page 1 of 5 Subject: Council Meeting Options Report Number: CLK 20-29 Author: Michelle Smibert, Town Clerk Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council provides the following direction for Council and Advisory Committee meetings: BACKGROUND The World Health Organization declared a worldwide pandemic related to the COVID- 19 virus on March 11, 2020. In response to this, the Province of Ontario declared a state of emergency on March 17, 2020. On March 20, the Council held a Special Council meeting to amend the Procedural By- Law to allow for electronic Council meetings as permitted by Bill 187, An Act to amend the Municipal Act, 2001 and the City of Toronto Act, 2006. This legislation allowed municipalities the ability to conduct meetings electronically while under a Provincial or Municipal Emergency Declaration. Since that time, Town Council meetings have been conducted by WebEx/Zoom with few technical difficulties. The meeting method has allowed for continued broadcasting and recording of meetings to ensure meetings are accessible to the public. Rogers TV has still been able to televise our Council meetings. On August 5, 2020, Council approved changes to the Procedural By-Law to allow for electronic meetings even when there is no Emergency Order in place a permitted by Bill 197, the COVID-19 Economic Recovery Act. Most of the Province is in the third-stage recovery plan and as the Province is opening up, Council has asked staff to provide options available as it relates to meetings for Council and Advisory Committees. Council has now asked staff to review the options for meetings and an analysis of moving back to “in-person” meetings. DISCUSSION For the analysis, staff feel it might be beneficial to provide an overview of the meeting options along with some information regarding any costs, challenges or concerns: Page 108 of 199 CLK 20-29 Page 2 of 5 Electronic Meetings Overall, electronic meetings have been going well with a few technical glitches although some feedback from some members of Council is that they would “prefer” in-person meetings. Some advisory committees have also expressed concern with electronic meetings due to availability of devices or challenges associated with chairing a meeting when not in person. In-Person Meetings While gathering limits and social distancing recommendations remain, it will be important to either maintain fully electronic meetings or move to a hybrid meeting set up in order to ensure meetings remain accessible to the public. A hybrid meeting set up would involve some attendees participating in-person and others participating electronically. A hybrid meeting could accommodate those who are comfortable to meet in-person and those who prefer to participate electronically during COV ID. This would allow for any individual with access to a phone or internet the opportunity to participate in the meeting. Electronic meetings have allowed the Town to continue broadcasting and recording meetings, as well as allowed Rogers TV to connect remotely to televise Council meetings. Hybrid – Electronic and In-Person Meetings The current meeting method is fully electronic however; the Mayor, Councillor Rosehart, the Town Clerk and Deputy Clerk sit in the Council Chambers. Having multiple participants in one room can at times result in feedback noise which affects the quality of the electronic meeting. Staff estimate the cost to achieve a hybrid meeting set up in the Council Chambers to be approximately $1,000. This cost would purchase the necessary devices and wiring to merge the Council Chambers system with the electronic meeting method, therefore allowing those participating in -person to participate without a laptop. This price does not include costs related to plexi-glass installations. Based on a facility assessment of the Council Chambers, we can accommodate 4 members around the Council table and possibly another in the gallery with certain staff. The Council Chamber space will not allow us to physically distance unless we can install plexi-glass for Council and staff around the Council table. The following information was received from the Interim Director of Recreation, Culture and Parks relating to costs associated with plexi-glass: As we discussed this morning, I met with Warren to look at options for “Sneeze guards” between the chairs in where council has their meetings. There are 12 chairs. Here are 3 options that Warren suggested 1. Hang Plexi from the Ceiling using chains. Warren would sell us plexi glass that has predrilled holes and has sanded/rounded edges. We would have to do the install ourselves. Cost is $250.00 per sheet x 12 dividers = $3,000 Page 109 of 199 CLK 20-29 Page 3 of 5 2. Tempered Glass held onto table with steel shower clips. We would need to have someone come in to put install 2 x 4 in the ceiling at each area the glass will be so clips could be installed to the ceiling. Cost is $550.00 per area x 12 dividers = $6,600 3. Fully enclosed free standing aluminum frame with tempered glass. This is like what they have at the CSC where the CSR’s work. Cost would be $1300.00 per seat x 12 dividers = $15,600 We did discuss how these may impact sound transmission as well as glare for the television cameras that may be problematic. Plexi-glass installations would not have a negative impact on sound transmission as participants would be utilizing the Council Chambers sound system. The Community Centre is a space where we can physically distance. This space would require more and regular cleaning before and after each meeting and RCP has advised that the cost to set up, sanitize before and after the meeting would be $250 in staff time. With the physical distancing of 7 members of Council plus 7 staff members, there may be some challenges such as being able to “hear” each other speak. In order to achieve a hybrid meeting set up in the Community Centre, the Town would need to purchase at minimum a camera and a mobile microphone system. Staff estimate the cost to achieve a hybrid meeting set up in the Community Centre to be approximately $25,000. In order for the Town to continue broadcasting and recording meetings, staff would continue to utilize the broadcast equipment in the Council Chambers during meetings; this could require additional staff time. Rogers TV could continue to connect remotely to televise Council meetings. Relocating the existing broadcast equipment to the Community Centre, or purchasing new broadcasting equipment for the Community Centre, is not recommended as these options would require significant time and resources. If meetings were held at the Community Centre and opened to the public, additional staff would be required to attend meetings to help ensure that members from the public are distanced, and to ensure that the gathering does exceed 50 people . We would also need to ensure that everyone within the meeting space wears face coverings. The associated cost each meeting would be $180 in staff time. This cost does not include the staff time identified by RCP for set up and sanitation each meeting. Eliminating Electronic Meetings As noted above, the Community Centre is a space where we can physically distance. Utilizing this space would involve additional costs associated with set up/tear down and cleaning. The Town would need to purchase at minimum a camera and a mobile microphone system. In order for the Town to continue broadcasting and recording meetings, an electronic meeting method would be used by staff only in order to utilize the broadcast equipment in the Council Chambers during meetings; this could require additional staff time. This would allow for Rogers TV to connect remotely to televise Page 110 of 199 CLK 20-29 Page 4 of 5 Council meetings. If electronic meeting methods were eliminated completely, this location would require broadcast equipment in order to achieve broadcasting and recording of meetings, as well as allow for Rogers TV to attend and televise Council meetings. As noted earlier, relocating the existing broadcast equipment to the Community Centre, or purchasing new broadcasting equipment for the Community Centre, is not recommended as these options would require significant time and resources. Advisory Committees Staff has reached out to the Advisory Committee Chairs and we received some feedback regarding the desire to return to in-person meeting. It is suggested that any decision about Council meetings be extended to the advisory committees as well for consistency purposes. What needs to be top of mind when reviewing these options is the health and safety of our Members of Council, Advisory Committee Members and our staff. CONSULTATION – Mayor, Members of Council, SLT, Advisory Committees, Clerk’s staff FINANCIAL IMPACT/FUNDING SOURCE – N/A 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 Page 111 of 199 CLK 20-29 Page 5 of 5 ☐ Improve mobility and promote environmentally sustainable living ATTACHMENTS None Report Approval Details Document Title: CLK 20-29 Council Meeting Options.docx Attachments: Final Approval Date: Aug 6, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 6, 2020 - 8:40 AM Page 112 of 199 Page 1 of 3 Subject: Face Covering Letter of Instruction Report Number: CLK 20-30 Author: Michelle Smibert, Town Clerk Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives Report CLK 20-30 as information; AND THAT Council provides the following direction to staff: BACKGROUND The World Health Organization declared a worldwide pandemic related to the COVID- 19 virus on March 11, 2020. In response to this, the Province of Ontario declared a state of emergency on March 17, 2020. Since March 17, 2020, numerous orders have been issued and a three-stage recovery plan titled “Reopening Ontario” has been unveiled. In addition, health officials locally and across the Province have strongly recommended several key actions to prevent the spread of the virus. These include maintaining a distance of two metres from other people, proper hand hygiene, appropriate coughing and sneezing etiquette and wearing a mask if you are unable to maintain a two metre distance. Recent studies suggest face coverings not only limit the potential spread of coronavirus, but may also lead to people taking in fewer particles and thus make diseases less severe. On July 13, 2020 the Province announced they will move into phase three, allowing most businesses to operate and gatherings of 50 people indoors and 100 people outdoors. DISCUSSION On July 30, 2020, the Medical Officer of Health issued correspondence issuing Instruction to all businesses in Oxford and Elgin Counties under regulation O.Reg 364/20 s. 2(2) formerly a regulation under the Emergency Management and Civil Protection Act (EMCPA) but now a regulation under the Reopening Ontario Act, S.O. 2020 as follows: “The person responsible for business or organization that is open shall operate the business or organization in compliance with the advice, recommendations, and Page 113 of 199 CLK 20-30 Page 2 of 3 instructions of public health officials, including any advice, recommendations or instructions on physical distancing, cleaning or disinfecting.” There are other options available to the Health Unit to mandate masks suc h as a Section 22 Order, where the Health Unit only enforces, but they have advised that this Order might need to be used at a later date. With the issuance of this Letter of Instruction, the OPP, By-Law Enforcement and the Health Unit can enforce the mask provisions. As noted in the correspondence, the Medical Officer of Health is also advising and recommending all local municipalities to enact a local By-Law that requires face coverings in enclosed public spaces and articulates, as a minimum, the same scope and breadth of this letter of instruction. Staff has consulted By-Law staff and the OPP regarding the enforcement of the by-law and the OPP has advised that this work is currently not recognized in their contract and By-Law Services has indicated that they don’t have the resources to enforce a by-law. A template of a by-law has been circulated by the Health Unit and staff has provided a proposed By-Law to be considered by Council. CONSULTATION – Chief Building Official, OPP, CAO’s in Oxford County FINANCIAL IMPACT/FUNDING SOURCE – N/A COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☐ Make Tillsonburg an attractive place to live for youth and young professionals ☐ Provide opportunities for families to thrive ☐ Support the aging population and an active senior citizenship 4. Culture and Community Page 114 of 199 CLK 20-30 Page 3 of 3 ☐ 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 – Letter of Instruction Appendix B – Draft Face Coverings By-Law Page 115 of 199 1 | P a g e July 30, 2020 To: Employers in Elgin County, Oxford County, and the City of St. Thomas: Re: Instructions to Persons Responsible for a Business or Organization Permitted to Open under the Reopening Ontario Act, S.O. 2020 and related Regulations I am writing to all persons responsible for a business or organization permitted to be open in the Southwestern Public Health service area. This letter conveys my instructions to such persons pursuant to Ontario Regulation 364/20: Rules for Areas in Stage 3 under the Reopening Ontario Act, formerly a regulation under the Emergency Management and Civil Protection Act (EMCPA). Much of the province, including the area served by Southwestern Public Health, entered Stage 3 of Reopening Ontario on July 17, 2020. In Stage 3, more restrictions are loosened and nearly all businesses and public spaces are reopened, provided they follow Public Health advice and workplace safety guidance. Make no mistake, the key to continued success in protecting our health and our economy from COVID-19 is in our hands. The Public Health inst ructions to business and organization owners and operators provide you with clear direction so you can continue to be part of the solution in keeping our communities safe. I sincerely thank you for your ongoing work and commitment. As Medical Officer of Health, the following are my instructions, pursuant to O. Reg. 364/20, Schedule 1, s.2(2), formerly a regulation under the EMCPA but now found as a regulation under the new Reopening Ontario Act (or as current), to all persons who are responsible for a busin ess or organization that is open within the geographic area served by Southwestern Public Health, effective 11:59 p.m. on July 30, 2020. Note that to the extent that anything in these instructions conflicts with setting-specific rules under the former O. Reg. 364, now found as a regulation under the new Reopening Ontario Act, or other applicable provincial legislation or policy, those provincial directions prevail. Where conflicts do not exist, these instructions are additional to any applicable provincial directions. Page 116 of 199 2 | P a g e INSTRUCTIONS: 1. (1) Have a policy in place to ensure that no Person is permitted to enter or remain in an Enclosed Public Space of a business or organization unless they are wearing a Face Covering at all times in a manner that covers the mouth, nose and chin without gaping. The Face Covering may be temporarily removed to access services provided by the business or organization where it is reasonably required to do so. For greater clarity, a Person means any customer, client, patron, employee, or visitor, who enters the enclosed public space; Enclosed Public Space means indoor public spaces of businesses or organizations accessed by the public, including all Public Transit Vehicles and Commercial Transportation Vehicles; Face Covering means a medical mask or a non-medical mask or other face covering such as a bandana, a scarf, or a cloth that covers the mouth and nose. Face shields are not an acceptable form of a face covering for the purpose of these instructions. (2) Have a policy in place for Enclosed Employee Space (accessed by Employees and not accessed by the public) to ensure the following are in place for Persons accessing this space: i. Physical distancing of two metres. ii. Face Covering requirement if physical distancing is not possible. iii. Routine screening for COVID-19 symptoms, including requiring those with symptoms to stay home and advising them to be tested for COVID-19. iv. Promoting excellence in hand hygiene and cough and sneeze etiquette. v. Enhanced cleaning and disinfecting of surfaces. For greater clarity, Employees means employees, volunteers, students, contractors, and others who access the Enclosed Employee Space. (3) Subsections (1) and (2)(ii) do not apply to: a) Children under two years of age; or children under the age of five years either chronologically or developmentally who refuse to wear a face covering and cannot be persuaded to do so by their caregiver; b) Persons who are unable to wear a face covering as a result of a medical condition (for example, due to breathing difficulties, cognitive difficulties, hearing or communication difficulties); Page 117 of 199 3 | P a g e c) Where wearing a face covering would inhibit the person’s ability to breathe such as, but not limited to, during athletic, fitness or physical activity or any activity that would preclude its use (such as swimming); or d) Persons who cannot wear or remove a face covering without assistance, including people who are accommodated under the Accessibility for Ontarians with Disabilities Act (AODA) or are protected under the Ontario Human Rights Code, R.S.O. 1990, c.H. 19 as amended. 2. Implement and enforce the policies based on “good faith,” using them primarily as a means of educating Persons on Face Covering use. 3. Post appropriate visible signage indicating that all persons entering or remaining inside the Enclosed Public Space must wear a Face Covering. 4. Require that employees provide verbal reminders to Persons entering the Enclosed Public Space without a Face Covering or Persons unreasonably removing the Face Covering while in the premises. 5. Ensure the availability of alcohol-based hand rub (60% alcohol or more) at all entrances and exits for the use of all Persons entering or exiting the premises. 6. Ensure that all employees are aware of the policies and are trained on their implementation and enforcement. 7. Provide a copy of the policies, upon request, to a Public Health Inspector or other person authorized to enforce the Reopening Ontario Act (formerly EMCPA). 8. No person shall be required to provide proof of any of the exemptions set out in Subsection 1. 9. Where sufficient barriers are provided for employees/volunteers that protect the persons from close contact from a member of the public, a face covering is not required for the employee/volunteer, but is required for the member of the public. 10. Every Owner/Operator of a commercial establishment and transportation service, upon request, shall provide a copy of the policy to a Public Health Inspector or other person authorized to enforce the provisions of the Reopening Ontario Act (formerly EMCPA). Page 118 of 199 4 | P a g e It is important to know that while we will commence with an educational and supportive approach, as per the Reopening Ontario Act (formerly EMCPA), those who do not comply with the above-noted requirements may be fined. Individuals may be liable for a fine of $750 - $1,000 up to a maximum of $100,000, while corporations may be liable for a fine of up to $10,000,000 for each day or part of each day on which the offence occurs or continues. Please be reminded that O. Reg. 364, formerly a regulation under the EMCPA, but now found as a regulation under the new Reopening Ontario Act, requires persons responsible for a place of business or a facility that is open to the public to limit the number of persons in the place of business or facility so that every member of the public is able to maintain a physi cal distance of at least two meters from every other person in the business or facility. Exceptions are specified in the Regulation. Southwestern Public Health is committed to supporting local businesses and organizations to reopen safely. Please visit our website to access the workplace toolkit for this purpose. The toolkit includes sample policies, checklist, signage, and a Frequently Asked Questions resource. Should you require additional information, please visit https://www.swpublichealth.ca/facecoverings for additional information and resources or contact the Southwestern Public Health COVID-19 Call Centre Toll-free at 1-800-922-0096 x 9. Thank you for your ongoing collaboration as we work together to keep the brakes on COVID-19 and the accelerator on our local reopening. Sincerely, Dr. Joyce Lock, MD, MSC, FRCPC Medical Officer of Health Southwestern Public Health 1230 Talbot Street St. Thomas, Ontario, N5P 1G9 c: Dr. David Williams, Chief Medical Officer of Health, Ministry of Health Page 119 of 199 5 | P a g e DEFINITIONS 1. A commercial establishment may include but is not limited to the following: • Bank or financial institutions • Casino, bingo hall and charitable gaming establishments • Convenience stores • Entertainment venues, including cinemas • Indoor farmers’ markets and flea markets • Fitness centres and gyms • Grocery stores and bakeries • Gas stations (indoor premises) • Malls and plazas • Mechanics shops, garages and repair shops • Personal service settings • Retail stores • Restaurants, cafes, pubs, bars, and nightclubs • Sports and recreational centres, including community centres NOTE: These requirements do not apply to the following as they are provincially regulated: • Schools under the Education Act, R.S.O. 1990, c. E.2, as amended; • Child care centres and providers governed by the Child Care and Early Years Act, 2014, S.O. 2014, c. 11, as amended; • Day camps. 2. A public transit service means any municipally operated or contracted conventional or specialized passenger transportation service including buses and paratransit. 3. A commercial transportation service means any vehicle commissioned for transporting passengers including taxis, limousines, buses, or rideshare agencies. 4. A person means any customer, patron, employee or visitor, who enters the establishment, public transit vehicle, or commercial transportation vehicle. Page 120 of 199 6 | P a g e 5. Indoor public space of an establishment, public transit vehicle, or commercial transportation vehicle that is subject to the mandatory face covering requirements of these instructions is defined as: • Any indoor areas within the establishment, public transit vehicle, or commercial transportation vehicle that are open or accessible to members of the public and not exclusively to employees/employers only. • Examples may include, but are not limited to, indoor dining areas of a restaurant, an indoor farmers’ market, indoor food court areas of a mall, and indoor areas of a mechanic’s shop or gas station which are open to the public. 6. A face covering means a non-medical mask or other face covering such as a bandana, scarf , or cloth (including hijab and niqab) that covers the nose, mouth and chin that provides a barrier that limits community transmission. Face shields (clear plastic coverings to protect the eyes and possibly the lower part of the face) are not an acceptable alternative to a face covering for the purpose of these instructions (as they are less supported by research regarding their effectiveness). However, they may be used by individuals in addition to a face covering for added protection; in addition, anyone exempted in this instruction from using a face covering may, but are not required to, use a face shield for added protection. 7. Best efforts when restricting entry to customers/riders wearing face coverings are defined as follows: • A verbal reminder that the customer/rider should be wearing a face covering as a result of these instructions shall be given to any customer/rider entering establishmen ts, public transit vehicles, or commercial transportation vehicles without one. For greater clarity, there is not a need for an establishment, public transit services, or commercial transportation service to turn away the customer to achieve the best effort standard. • For persons in an establishment, public transit vehicle, or commercial transportation vehicle seen removing their face covering for extended periods of time, a verbal reminder to the customer/rider of the requirement to wear face coverings under these inst ructions is recommended. 8. Good faith: Although an establishment, public transit service, and commercial transportation service has the right to deny entry to their premises, the policy regarding the use of face coverings indoors should be enacted and enforced in “good faith” and used as a means to educate people on face covering use. Under “good faith”, there is no need for a business to turn away the customer to achieve the best effort standard—this is the decision of the business, understanding that COVID-19 resurgence will impact the health of individuals and our economy. To ensure that no customer or patron is turned away, PPH recommends that establishments have a supply of face coverings for sale or at no cost to ensure patrons have access. Page 121 of 199 7 | P a g e 9. Sufficient barriers consist of solid surfaces such as glass or plexiglass that forms a barrier between employees/volunteers and members of the public. Barriers that allow for potential exposure and transmission because they do not provide complete separation will no t be considered sufficient; in such situations face coverings will be required by staff providing service to the public. An example of an insufficient barrier would be plexiglass arrangements that allow members of the public to be within unobstructed reach of employees. Page 122 of 199 CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-____ A By-Law to Require the Wearing of Face Coverings in Enclosed Public Spaces During the COVID-19 Pandemic. WHEREAS the Corporation of the Town of Tillsonburg has the authority to enact by-laws for the health, safety and well-being of persons pursuant to section 11 of the Municipal Act, 2001, S.O. 2001, c. 25, as amended; and WHEREAS the Province of Ontario declared an emergency as a result of the COVID-19 pandemic pursuant to the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9, as amended; and WHEREAS the Council of the Corporation of the Town of Tillsonburg wishes to implement a requirement for persons to wear a face covering while in certa in enclosed public spaces to assist in reducing the spread of COVID-19 within the Town of Tillsonburg; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. Definitions: (a) “Face Covering” means a medical mask or non-medical mask or other face covering such as a bandana, scarf, or cloth (including hijab and niqab) that covers the wearer’s nose, mouth and chin, without gaping, to limit the transmission of respiratory droplets. Plastic face shields do not meet the definition of Face Covering for the purposes of this By-law, though they may be used in addition to a Face Covering. (b) “Employee” means an employee, worker, volunteer, student, or contractor of the establishments set out in subsection 1.(c) of this section. (c) “Enclosed Public Space” means the indoor areas of any building or vehicle as part of the following establishments within the Town of Tillsonburg that are open or accessible to the general public: a. Stores and other establishments that sell or offer to sell food, beverages, consumer products, vehicles, equipment or other goods; b. Restaurants, bars and other establishments that sell or offer to sell food or drink to the public for on-site consumption or take-out, with the exception of the patrons while consuming food and drinks in the seating areas therein; c. Establishments that offer to provide services, including but not limited to professional, counselling, personal care, funeral home, transportation, repair and rental services, to the public, with the exception of services related to child care and day camps, care for the elderly and persons with disabilities; d. Shopping malls and plazas; e. Lobby areas of commercial buildings; f. Hotels and motels, with the exception of the rented rooms therein; g. Laundromats; Page 123 of 199 By-Law 2020-___ Page 2 of 5 h. Concert venues, theatres and cinemas; i. Fitness centres, gyms or other recreational and sports facilities; j. Real-estate open houses; k. Museums, galleries, historic sites and similar attractions; l. Places of worship; m. Mechanics’ shops, garages and repair shops; n. Indoor farmers’ markets and flea markets; o. Indoor premises of gas stations; p. Convenience stores; q. Town of Tillsonburg buildings; r. Town of Tillsonburg operated or contracted conventional or specialized transit vehicles for transporting passengers; and s. Commercial transportation vehicles for transporting passengers, including taxis, limousines, buses or rideshare agencies. For greater certainty, waiting areas, lobbies, service counters, washrooms, hallways, stairwells and elevators are included in the definition of Enclosed Public Space if they are open to the general public. For greater certainty, the following places shall not be included in the definition of Enclosed Public Space: a. Universities, College and Schools; b. Child care centres and providers; c. Day camps; d. Indoor spaces that are owned or operated by or on behalf of the Provincial or Federal Government; and e. Hospitals, independent health facilities and offices of regulated health professionals. (d) “Enclosed Employee Space” means spaces within the establishments set out in subsection 1.(c) of this section which are accessible by employees of such establishments and are not accessible to the public. 2. The Council of the Town of Tillsonburg enacts as follows: (a) Every person within an Enclosed Public Space shall wear a Face Covering. (b) A “person” in subsection 2.(a) of this section shall include any occupant within an enclosed public space and shall include, but not be limited to, any owner, operator, employee, volunteer and worker in the enclosed public space and any customer, patron or other visitor in the enclosed public space but shall not include any of the following a. Children under 2 years of age; b. Children either chronologically or developmentally under 5 years of age who refuse to wear a Face Covering and cannot be persuaded to do so by their parent or guardian; c. Persons who are unable to wear a Face Covering as a result of a medical condition (for example, due to breathing difficulties, cognitive difficulties, hearing or communication difficulties); Page 124 of 199 By-Law 2020-___ Page 3 of 5 d. Persons engaged in a sport or other strenuous physical activity for whom wearing a Face Covering would inhibit breathing or be physically impracticable; e. Persons who cannot wear or remove a Face Covering without assistance, including persons accommodated under the Accessibility for Ontarians with Disabilities Act (AODA), 2005, S.O. 2005, c. 11, as amended, or who are protected under the Ontario Human Rights Code, R.S.O. 1990, c.H. 19, as amended; f. A person while assisting or accommodating another person with a hearing disability; and g. A person while consuming food or drink as part of a religious activity within a place of worship. (c) No person shall be required to provide proof of any of the exemptions set out in subsection 2.(b) of this section. (d) A person who is required to wear a Face Covering in an Enclosed Public Space may remove such Face Covering temporarily to access services provided by the business or organization where it is reasonably required to do so. (e) Every person who is the owner or operator of an Enclosed Public Space shall prepare a policy providing that no person is permitted to enter such Enclosed Public Space unless they are wearing a Face Covering, and requiring Employees of such owner or operator to provide verbal reminders of this By-law to all persons entering the Enclosed Public Space without a Face Covering or who unreasonably remove their Face Covering. Employees of such owner or operator shall be trained to implement and abide by the policy. (f) Every person who is the owner or operator of an Enclosed Public Space sh all post clearly visible signage conspicuously at all entrances to the Enclosed Public Space containing the following text in a minimum font size of 24 point: Protect each other Wear a face covering Cover your nose, mouth and chin Required by the Face Covering By-Law Does not include children under the age of 2 or those who are unable to wear a face covering as a result of a medical condition or disability. (g) Every person who is the owner or operator of an Enclosed Public Space shall ensure the availability of alcohol-based hand rub (60% alcohol or higher) at all entrances and exits. (h) Every person who is an employer within the Town of Tillsonburg whose Employees are required to or may be inside an Enclosed Employee Space in the course of their employment, shall prepare a policy respecting the use of Enclosed Employee Spaces by Employees, which shall include the following: a. The requirement that Employees practice physical distancing of 2 meters between one another; Page 125 of 199 By-Law 2020-___ Page 4 of 5 b. The requirement that Employees wear Face Coverings where physical distancing is not possible; c. Routine screening of Employees for COVID-19 symptoms, and the requirement that those with symptoms stay home and are advised to be tested for COVID-19; d. Promotion of proper hand hygiene and cough and sneeze etiquette; and e. Procedures for enhanced cleaning and disinfecting of surfaces. Such employers shall ensure that all Employees are trained to implement and abide by the policy. (i) Employees working in Enclosed Public Spaces are not required to wear a Face Covering where sufficient barriers are provided to protect such Employees from close contact with members of the public. A sufficient barrier consists of a solid surface such as glass or plexiglass that forms a barrier between Employees and members of the public. Barriers that allow for potential exposure and transmission because they allow members of the public to be within unobstructed reach of employees do not provide complete separation will not be considered sufficient, and in such situations Employees are required to wear Face Coverings. (j) For the purposes of subsections 2. (e), (f), (g), (h) and (i) of this section, a “person” who is an “owner”, “operator” or “employer” shall include, but not be limited to, a corporation. 3. This By-law may be enforced by: (a) A police officer of the Ontario Provincial Police; (b) A law enforcement officer or by-law officer appointed by the Council of the Town of Tillsonburg; and (c) Such other person as designated from time to time by the Council of the Town of Tillsonburg. 4. (a) Every person who contravenes any provision of this By-law is guilty of an offence. (b) Upon conviction, every person who contravenes any provision in this By-law is liable to a fine not exceeding one thousand dollars ($1,000.00), exclusive of costs, for each offence, recoverable under the provisions of the Provincial Offences Act, R.S.O. 1990, c. P. 33, as amended, or any successor legislation thereto. 5. If any provision of this By-law is declared invalid for any reason by a court of competent jurisdiction, only that invalid portion of the By-law shall be severed and the remainder of the By-law shall still continue in force. Page 126 of 199 By-Law 2020-___ Page 5 of 5 6. This By-law shall not be interpreted so as to conflict with a Provincial or Federal statute, regulation, or instrument of a legislative nature, including an order made under the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9, as amended. 7. This By-law may be cited as the “Face Covering By-law”. 8. This By-law shall come into force and effect on [date]. 9. This By-law shall be deemed repealed and no longer in force and effect at 11:59 p.m. on [date], unless extended by Council. READ A FIRST AND SECOND TIME THIS ___ day of _____, 2020. READ A THIRD AND FINAL TIME AND PASSED THIS ___ day of _____, 2020. ___________________________ MAYOR – Stephen Molnar ______________________________ TOWN CLERK – Michelle Smibert Page 127 of 199 Page 1 of 3 Subject: August Planning Meeting Date Report Number: CLK 20-31 Author: Michelle Smibert, Town Clerk Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION: THAT August 24, 2020 at 4:30 p.m. be scheduled as a Council Meeting to deal with planning applications under the Planning Act. BACKGROUND: The Senior Planner has advised that we have some planning applications that can move forward to the Public Meeting stage. DISCUSSION: Staff would like to continue to hold Planning Public meetings as a separate meeting from regular Council meetings due to the logistics involved with electronic meetings. CONSULTATION: N/A FINANCIAL IMPACT/FUNDING SOURCE: N/A 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 Page 128 of 199 CLK 20-31 Page 2 of 3 ☐ 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 129 of 199 CLK 20-31 Page 3 of 3 Report Approval Details Document Title: July Planning Meeting.docx Attachments: Final Approval Date: Jul 7, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Jul 7, 2020 - 1:51 PM Page 130 of 199 Page 1 of 2 Subject: Appointment of Building Inspector Report Number: DCS 20-16 Author: Geno Vanhaelewyn, Chief Building Official Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives Report DCS 20-16 Appointment of Building Inspector as information; AND THAT a By-Law to appoint John Brekelmans as a Building Official, Property Standards Officer and Provincial Offences Officer for the Town of Tillsonburg, be brought forward for Council’s consideration. BACKGROUND Building/Planning/By-Law Services recently recruited John Brekelmans to the vacant Building Inspector I position. This report is to request Council for the official appointment of John Brekelmans as a Building Inspector, Property Standards Officer and Provincial Offences Officer. This position requires enforcing and performing duties related to the Ontario Building Code Act and its regulation and enforcing Town of Tillsonburg By-laws and related Provincial Statutes and Regulations within the Town of Tillsonburg. DISCUSSION N/A CONSULTATION None required. FINANCIAL IMPACT/FUNDING SOURCE N/A - existing position filled. 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 Page 131 of 199 DCS 20-16 Page 2 of 2 ☒ 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 None Report Approval Details Document Title: DCS 20-16 Appointment of Building Inspector.docx Attachments: Final Approval Date: Aug 4, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 4, 2020 - 1:11 PM Page 132 of 199 Page 1 of 5 Subject: Surplus Land Declaration – Laneway between Coyle Lane and Frances Street Report Number: DCS 20-17 Author: Cephas Panschow, Development Commissioner Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receive Report DCS 20-17 Surplus Land Declaration – Laneway between Coyle Lane and Frances Street; AND THAT the laneway property, described as Alley, Plan 500, North of Frances Street Abutting Lot 260 To 263, be declared surplus to the needs of the Town of Tillsonburg in accordance with Bylaw 3549 – Sale of Real Property Policy including suitable notification to the public. BACKGROUND The Town of Tillsonburg has been approached by a number of property owners who live adjacent to the laneway between Coyle Lane and Frances Street and they have indicated that they are interested in purchasing the alleyway in order to acquire additional land. Town staff have determined that, while an easement for potential future stormwater overland flows should be reserved, a sale of the property can be accommodated. The purpose of this report is to seek Council approval to move forward with declaring this property as surplus to the Town’s needs. Page 133 of 199 DCS 20-17 Page 2 of 5 Subject Property – Laneway between Coyle Lane and Frances St DISCUSSION According to assessment records, the laneway lands were acquired by the Town of Tillsonburg as of December 16, 2005. In cases where there is a parcel of land that cannot be developed on its own (e.g. unopened road allowances) due to specific site characteristics where the parcel does not meet planning/zoning standards, it makes sense and is common municipal practice to split the property as equally as possible and sell portions to the adjoining property owners on either side of the property. If one property owner is not interested, the other property owner(s) could potentially buy the entire parcel of land. This property is slight different from similar properties as four houses back on to it on one side, but only a single house is adjacent to it on the other side. The property owners have also indicated that the laneway lands are sometimes used to dump landscape related waste, which has resulted in maintenance issues. Further, the Page 134 of 199 DCS 20-17 Page 3 of 5 laneway offers access to the rear of four properties, which can create security issues as well. CONSULTATION/COMMUNICATION The property has been circulated to Town Departments and Tillson burg Hydro Inc and the below table summarizes their comments plus additional considerations. Department Comment Additional Considerations Building & Bylaw No concerns from Building/By- Law. Comment wise; I can add that By-Law has had ongoing complaints over the years related to the use and dumping within this area and therefore By-Law would support this application. Clerks No comment received. Engineering Coyle Lane is currently a grass alley that has the potential to be used for an overland stormwater route and that will be determined when Lindsay and Francis streets are reconstructed. However, this right can be reserved through an easement so there is potential to declare it surplus and sell portions to the adjacent property owners. Engineering has confirmed that they supportive of the lands being declared surplus as long as an easement across these lands for stormwater flow conveyance is maintained. Planning No planning concerns with the request. The alley and the proposed benefitting property owners are all zoned R2. Recreation, Culture & Parks There are no concerns from RCP at this time. Page 135 of 199 DCS 20-17 Page 4 of 5 Tillsonburg Hydro Inc No concern from Hydro. We don’t have any infrastructure on that parcel of land. Fire Services We have no opposition to the surplus declaration proposal as presented. Duncan, Linton LLP The (splitting of the unopened) road allowance should not be an issue that notice, if necessary, cannot solve. Notice of the potential surplus property will be provided in accordance with Bylaw 3549 – Sale of Real Property Policy, and specifically, by:  Posting a notice on the property;  Posting a notice on the Town’s website ; and,  Publishing a notice in the Tillsonburg News. The notice provided will be that the Town is planning to sell the property to the adjacent landowners and will provide a deadline for any concerns to be brought forward. FINANCIAL IMPACT/FUNDING SOURCE The value of the property will be established through an Opinion of Value obtained from a local real estate broker. The purchasers will be responsible for the value of the land as well as all legal and survey costs related to the transaction. 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 Page 136 of 199 DCS 20-17 Page 5 of 5 ☐ 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 137 of 199 Page 1 of 3 Subject: Tender Results - RFT 2020-013 Van Norman Innovation Park Earth Grading Report Number: DCS 20-20 Author: Cephas Panschow, Economic Development Commissioner Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives Report DCS 20-20 Tender Results - RFT 2020-013 Van Norman Innovation Park Earth Grading; AND THAT Council award Tender RFT 2020-013 to J-AAR Excavating Limited of London, ON at a cost of $490,152 (not including net HST) - the lowest bid received satisfying all Tender requirements. BACKGROUND The purpose of this report is to seek Council approval to award the tender for the Van Norman Innovation Park Earth Grading Contract. DISCUSSION Fifteen companies registered to review the tender documents for RFT 2020 -013 Town of Tillsonburg Van Norman Innovation Park Earth Grading with six bids received as follows: Bidder Location Bid Amount J-AAR Excavating Limited London, ON $490,152.17 Kieswetter Excavating Inc St. Clements, ON $493,770.00 Neil Montague Construction Limited Jarvis, ON $559,340.00 VanRooyen Earthmoving Ltd Woodstock, ON $592,980.00 Marbelle Group Inc Burlington, ON $667,089.19 Page 138 of 199 DCS 20-20 Page 2 of 3 1601901 Ontario Inc o/a Courtland Professional Property Management Tillsonburg, ON $731,908.00 CONSULTATION RFT 2020-013 Town of Tillsonburg Van Norman Innovation Park Earth Grading was released on July 8, 2020 with a response deadline of July 29, 2020. The tender was advertised on the Town’s website, the Tillsonburg News, Tillsonburg Bids and Tenders, Esolutions and Biddingo. FINANCIAL IMPACT/FUNDING SOURCE The 2020 Economic Development & Marketing Capital Budget contained $565,000 for the construction of the Stormwater Management (SWM) Pond. Selecting the lowest bidder will result in costs of $490,152.17, which is $74,847.83 below budget. This contract also contains the preliminary earthworks related to the Servicing Contract for the innovation park construction, with some of the final SWM pond installation being included in that contract. There may be other costs related to construction inspection and monitoring; however, staff do not anticipate exceeding the budget for this project. 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 Page 139 of 199 DCS 20-20 Page 3 of 3 ☐ Improve mobility and promote environmentally sustainable living ATTACHMENTS Appendix A – Bid Closing Submission Summary Report Approval Details Document Title: DCS 20-20 Tender Results - RFT 2020-013 Van Norman Innovation Park Earth Grading.docx Attachments: - DCS 20-20 Tender Results - Bid Closing Submission Summary.pdf Final Approval Date: Aug 5, 2020 This report and all of its attachments were approved and signed as outlined below: Sheena Pawliwec - Aug 1, 2020 - 5:03 AM Kyle Pratt - Aug 4, 2020 - 9:04 PM Page 140 of 199 RFT2020-013 TOWN OF TILLSONBURG VANNORMAN INNOVATION PARK EARTH GRADING Closing Date: Wednesday, July 29, 2020 Submission Summary Vendor City/Province Submission Name Unofficial Value or Notes J-AAR Excavating Limited London, Ontario Submission 1 $490,152.17 Kieswetter Excavating Inc.St. Clements, Ontario Submission 1 $493,770.00 Neil Montague Construction Limited Jarvis, Ontario Submission 1 $559,340.00 VanRooyen Earthmoving Ltd.Woodstock, Ontario Submission 1 $592,980.00 Marbelle Group Inc Burlington, ON Submission 1 $667,089.19 1601901 Ontario Inc o/a Courtland Professional Property Management Tillsonburg, Ontario Submission 1 $731,908.00 Witness (Print Name)Signature Date Witness (Print Name)Signature Date Witness (Print Name)Signature Date Page 141 of 199 Page 1 of 3 Subject: Q2 2020 COVID-19 Financial Impact Report Number: FIN 20-30 Author: Sheena Pawliwec, CPA, CGA, Interim Director of Finance Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives report FIN 20-30 Q2 2020 COVID-19 Financial Impact as information. BACKGROUND The COVID-19 pandemic was declared in mid-March and has created financial challenges for the Town of Tillsonburg which are anticipated to continue as the year progresses. As the circumstances continue to evolve, new information is released, and facilities presumably reopen the financial outlook will also be changing. DISCUSSION This report provides the financial impact to the operating budget for the period ended June 30, 2020. Staff first provided a report on potential financial impacts related to the COVID-19 pandemic in mid-April, and will continue to provide financial updates and various recommendations to Council as the situation continues to progress. Financial reports provided to date are outlined in the following table: Date Report Number Report Title 14-Apr-2020 FIN 20-13 Draft Deferred 2020 Capital Summary 14-Apr-2020 FIN 20-14 COVID 19 - Tax and Water Wastewater Deferrals 14-Apr-2020 FIN 20-15 Forecast of Operational Impacts on Town Finances from COVID 19 FINANCIAL IMPACT Direct Costs In April, the estimated financial impact of COVID-19 for the period from mid-March to June 30, as presented to Council, was $175,000. This was the expected net RCP loss under the assumption that all pool and arena facilities would remain closed . The actual Page 142 of 199 FIN 20-30 Page 2 of 3 net RCP COVID-19 impact to the end of the second quarter totals $236,617. Other Town-wide direct costs pertaining to supplies such as signage, cleaning, and personal protective equipment totals $57,500. This has resulted in an actual COVID-19 direct operational impact to the Town of $294,117 for the period ended June 30. The year to date operating COVID-19 impact is primarily driven by lower than budgeted revenues and/or increased expenditures, most notably relating to:  Recreational activities; open facilities with reduced operating hours/income , increased sanitization expenses, and standard staffing and operating costs.  Personal protective equipment (PPE); masks, gloves, cleaning supplies, etc.  One-time safety expenses; plexiglass shields, signage including floor markers, etc. Indirect Costs Indirect COVID-19 costs are not contained within the above figure and have been tracked separately offline from the Town’s financials. Indirect costs include, but are not limited to, staff time dedicated to pandemic discussions, investigation, webinars, redeployed staff for mitigation measures such as cleaning crews, additional vehicles and associated fuel to ensure adequate physical distances. These indirect costs total $408,685 and are summarized in the below table. Indirect COVID-19 Costs Total Staffing Resources (9,993 hours) $ 396,129 Vehicles & Fuel 12,556 $ 408,685 Tax Deferrals The Town has received 61 tax deferral applications as a result of COVID-19 for a total of $294,688. All deferred taxes are expected to be collected prior to the end of the year. Deferrals organized by property class are outlined in the below table. Class Total Deferred Residential $ 16,817 Commercial 52,724 Industrial 71,366 Large Industrial 35,282 Page 143 of 199 FIN 20-30 Page 3 of 3 New Commercial 18,498 Commercial and Residential 6,869 Multi -Residential 32,742 Shopping Centre 60,390 $ 294,688 Cost Reduction Measures Staff across all departments have been working to reduce costs and many savings have been realized in various areas such as part-time wages, training, meetings, hydro/electricity, advertising and subcontractor expenditures. These savings along with various expense timing differences has resulted in a second quarter surplus of $317,692. This surplus is not anticipated to endure the remainder of the year and a year-end deficit is anticipated due to the ongoing effects of the pandemic. A subsequent year-end projection report will be presented to Council for the next meeting. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability Attachments: None Report Approval Details Document Title: FIN 20-30 Q2 2020 Covid-19 Financial Impact.docx Attachments: Final Approval Date: Aug 5, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 4, 2020 - 8:44 PM Page 144 of 199 Page 1 of 5 Subject: 2021 Budget Process Report Number: FIN 20-31 Author: Sheena Pawliwec, CPA, CGA, Acting Director of Finance Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives report FIN 20-31 2021 Budget Process; AND THAT the following dates are scheduled for Council Budget Meetings: Monday, November 30, 2020 4:00pm-9:00pm Monday, December 7, 2020 9:00am-4:00pm Tuesday, December 8, 2020 9:00am-4:00pm Thursday, December 10, 2020 9:00am-4:00pm Wednesday, December 16, 2020 5:00pm-9:00pm Thursday, December 17, 2020 5:00pm-9:00pm Wednesday, January 6, 2021 5:00pm-9:00pm (if required) Monday, January 18, 2021 6:00pm-9:00pm BACKGROUND Municipalities are required to prepare and adopt a budget on an annual basis, as per the Municipal Act, 2001, section 290. The budget process report provides Council and the public with the processes and timelines necessary to meet legislative requirements and achieve the strategic objectives of the organization. The intent is to define a process for Council to follow that is understandable for all parties and aims for Council to approve the 2021 budget in January of 2021. Similar in procedure to the previous budget year, it is again proposed that the Capital and Operating budgets be presented and reviewed by Council separately. DISCUSSION The Town’s budget process focuses on developing and providing recommendations that achieve the expectations of Council and the Community. Throughout the process Page 145 of 199 FIN 20-31 Page 2 of 5 Council will provide direction for removing or adding projects, deferring projects to a future year or to reduce amounts assigned to various budgeted matters. Staff will keep a running list of additions and changes for review throughout the budget process which will include matters for further discussion and requests for additional information. An initial pre-budget discussion will be introduced by a report at the first regularly scheduled Council meeting in September. This early discussion will afford Council the opportunity to provide a list of objectives, service level changes, capital project requests and targeted tax levy percentage impact. Budget binders containing staff recommended operating and capital budget details will be distributed on Friday, November 13; 16 days prior to the commencement of the first special budget meeting scheduled for November 30th. Subsequent to the distribution of the budget binder, Councillors are encouraged to advance questions to staff relating to any necessary clarifications. This will ensure that questions are fully understood and quality responses may be prepared for Council’s consideration and discussion at the following meeting. The following table provides an overview of the tentatively scheduled meeting dates pertaining to the 2021 Budget. Council Budget Approval is recommended to occur on January 25, 2021. Date Operating Capital Sept 14, 2020 Regular Council Meeting Council pre-budget report(s) provided, if applicable, and Council provides discussion and direction regarding:  List of objectives  % range to tax levy  Service level changes  Capital requests Monday, Nov 30, 2020 Special Council Meeting (4pm-9pm) Operating & Capital Budget Package (i.e. Business Plans) Review with Council Monday, Dec 7, 2020 Special Council Meeting (9am-4pm) Full day Council review of Corporate Services, HR, Operations and Fire Capital Budgets. Department directors will present the proposed projects and Council deliberation of these items will take place. Any staff directed reports will be prepared and Page 146 of 199 FIN 20-31 Page 3 of 5 provided at the December 16 meeting. Tuesday, Dec 8, 2020 Special Council Meeting (9am-4pm) Full day Council review of RCP, Building, Ec Dev and Hydro Capital Budgets. Department directors will present the proposed projects and Council deliberation of these items will take place. Any staff directed reports will be prepared and provided at the December 16 meeting. Thursday, Dec 10, 2020 Special Council Meeting (9am-4pm) Full day Council review of all department (i.e. Town-wide) Operating budgets. Deliberation of the operating budget will take place and any staff directed reports will be prepared and provided at the December 17 meeting. Monday, Dec 14, 2020 Regular Council meeting 2021 Proposed Rates & Fees to Council for review and approval. Wednesday, Dec 16, 2020 Special Council Meeting (5pm-9pm) Review of any requested staff reports from the December 7 & 8 Capital meeting discussions. Thursday, Dec 17, 2020 Special Council Meeting (5pm-9pm) Review of any requested staff reports from the December 10 Operating meeting discussions. Wednesday, Jan 6, 2021 (5pm-9pm) Tentative Additional Meeting (if required) Monday, Jan 18, 2021 (6pm-9pm) External Group Grant Requests & motion to approve Capital/Operating budget to regular Council meeting agenda. Monday, Jan 25, 2021 Regular Council Meeting Operating & Capital budgets approved at regular Council meeting The Capital Budget The Town continues to experience significant development which requires considerable investment in new assets to serve the growing population. In addition, the Town’s existing infrastructure is aging to the point where substantial investment is required to maintain the current assets (repair and replacement). Given the limited financial Page 147 of 199 FIN 20-31 Page 4 of 5 resources available, it is critical for the Town to maximize its use of existing financial resources by investing in capital projects that provide the greatest benefit to the Community and ensure we are managing our assets in a sustainable manner. Corporate-wide prioritization of capital projects requires management to think beyond their individual areas of responsibility by weighing the needs of all lines of service in a consistent and unbiased manner. A number of new projects will be selected for 2021 in addition to any projects not finalized in 2020. Each new 2021 Capital request will be evaluated and prioritized by the Senior Leadership Team, thus ensuring limited resources are allocated effectively. The Asset Management Reserve is funded from the phase-in amount of the 2020 MPAC assessment. This amount will be pre-determined and incorporated with other funding sources available such as grants, reserves and debt in order to fund the proposed projects. The Operating Budget Operating budget funding is derived primarily from taxation and user fees revenue. Annual operating requirements are reviewed by managers and directors regarding activities necessary to operate the Town. The Operating budget process will determine the amounts needed to be raised from taxation and corresponding change to the tax levy rate. Budget Survey The 2021 proposed budget process includes an external public survey in which residents will be invited to provide input on the Town budget via a link on our website. Meaningful and effective public engagement improves the quality of decisions made, facilitates citizen understanding of issues and government processes, fosters respect for the views of others, and increases support, understanding and ownership of decisions made. Survey results will be shared at the initial budget meeting in November. FINANCIAL IMPACT None COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability Page 148 of 199 FIN 20-31 Page 5 of 5 Attachments: None Report Approval Details Document Title: FIN 20-31 2021 Budget Process.docx Attachments: Final Approval Date: Aug 6, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 6, 2020 - 10:46 AM Page 149 of 199 Page 1 of 2 Subject: Appointment of Interim Director of Finance and Treasurer and Interim Deputy Treasurer Report Number: FIN 20-32 Author: Sheena Pawliwec, CPA, CGA Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives Report FIN 20-32 Appointment of Interim Director of Finance and Treasurer and Interim Deputy Treasurer; AND THAT a By-Law to appoint an Acting Director of Finance and Treasurer and an Acting Deputy Treasurer and to repeal By-Laws 4063 and 4195, be brought forward for Council's consideration. BACKGROUND Pursuant to the Municipal Act, 2001 (the “Act”), municipalities are required to appoint a Treasurer who is responsible for the handling of all the financial affairs of the municipality. Municipalities may also appoint Deputy Treasurer(s) who have all the powers and duties of the Treasurer under the Act and any other act. The purpose of this report is to fulfil these statutory requirements. DISCUSSION The existing appointment By-laws, one appointing the Treasurer (4063) and the other appointing the Deputy Treasurers (4195), are now outdated due to organizational changes and need to be repealed and replaced. The Town has a requirement to appointment a Treasurer and Deputy Treasurer. There are certain statutory powers and duties that only a Treasurer or Deputy Treasurer may perform, therefore it is appropriate that both be appointed in order to facilitate the conduct of the business of the Town of Tillsonburg. The appointment of a Deputy Treasurer will facilitate the conduct of Town business, particularly during the absence of the Treasurer. Without this appointment, there is a risk that certain statutory powers and duties will not be capable of being performed during such periods. It is proposed that the Interim Director of Finance, Sheena Pawliwec, be appointed as the Town’s Interim Treasurer and that the Revenue/Customer Service Manager, Denis Duguay, be appointed as the Town’s Interim Deputy Treasurer. It is therefore Page 150 of 199 FIN 20-32 Page 2 of 2 recommended that Council enact a By-law appointing these recommendations and that previous By-law’s 4063 & 4195 be repealed. FINANCIAL IMPACT None COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability Attachments: None Report Approval Details Document Title: FIN 20-32 Appointment of Interim Director of Finance and Treasurer and Interim Deputy Treasurer.docx Attachments: Final Approval Date: Aug 6, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 6, 2020 - 9:16 AM Page 151 of 199 Page 1 of 2 Subject: NextGen 911 Telephone System Software Upgrade Report Number: FRS 20-11 Author: Brad Lemaich, Fire Chief / CEMC Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receives Report FRS 20-11 NextGen 911 Telephone System Software Upgrade; AND THAT the capital costs incurred to expedite the telephone system software upgrade be funded from the NextGen911 Project funds currently in the Fire reserve along with a re-allocation of the budgeted funding for the Traffic Signal Priority Project carried over from the 2019 budget funded from the Development Charge reserve . BACKGROUND There are upgrades required to our telephone system to satisfy two requirements. The first being our ability to service our new contract that goes live at the beginning of 2021, and the second being the mandatory upgrades to meet NextGen 911 requirements for the March 2024 launch. DISCUSSION Our telephone system requires upgrades to meet our new contract obligations. If we are to make the minimum upgrades required at this time we would still need to complete further upgrades to achieve NextGen 911 capability and compliance in the future. Further, any monies spent on the minimum required system upgrades at this time would not contribute to a NextGen 911 required upgrade cost reduction. Conversely, performing the required NextGen 911 system software upgrades in 2020 will also allow us to service the new contract recently entered into. Staff has committed to keeping all customers up to date with expected capital upgrade costs so we can all plan accordingly for the implementation of Next Generation 911 expected in March 2024. FINANCIAL IMPACT/FUNDING SOURCE The budgetary quotes we have received put the cost of the NextGen 911 upgrades at $20,000 per console x3 consoles = $60,000. Our actual costs may prove to be less than Page 152 of 199 FRS 20-11 Page 2 of 2 this quotation as our I.T. department works further with Bell to identify and reduce the hardware required by using what we already own that isn’t approaching its life end. With $33,000 currently in the Fire Reserve earmarked for this project, and with re- allocating the $32,000 in the Development Charge Fund that was to be used for the Traffic Signal Priority Project carried over from 2019, we would have the funding source to complete this project. As we move into NextGen 911 implementation in 2024 we will recover all the NextGen 911 associated costs through user fees factored into new and renewed contracts. The Traffic Signal Priority Project has been put over since at least 2018. This project was to install Opticom priority signaling equipment on a number of traffic signal devices that are under County of Oxford ownership located within the municipality. This sets this project completion to a future undetermined target date and also readjusts priorities as set out by previous fire chiefs. This adjustment would allow us to continue to bid confidently on future dispatch business while mana ging NextGen 911 preparations in a time sensitive and cost effective manner. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability ATTACHMENTS None Report Approval Details Document Title: FRS 20-11 NextGen 911 Telephone Software Upgrade Report Revised.docx Attachments: Final Approval Date: Aug 6, 2020 This report and all of its attachments were approved and signed as outlined below: Kyle Pratt - Aug 6, 2020 - 8:07 AM Page 153 of 199 Page 1 of 2 Subject: Appointment of Acting Deputy Fire Chief Report Number: FRS 20-12 Author: Brad Lemaich, Fire Chief Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Council receive Report FRS 20-12, as information; AND THAT a By-Law to appoint Vanessa Devolin as Acting Deputy Fire Chief for the Town of Tillsonburg, be brought forward for Council’s consideration. BACKGROUND The current Acting Deputy Fire Chief is resigning his position, effective August 14, 2020, to advance his career in central Ontario. This resignation creates a leadership void at Tillsonburg Fire and Rescue Services. DISCUSSION Given that the Town is not in a position to appoint a permanent Deputy Fire Chief(s) at this time, an Acting Deputy Fire Chief should be appointed in the interim. By appointing a fire communicator to the position, the Town has an opportunity to strengthen the relationship between the two divisions of Tillsonburg Fire and Rescue Services. The Acting Deputy Fire Chief will also function as an Assistant to the Fire Marshal and Alternate Community Emergency Management Coordinator, and as the Fire Chief’s Designate as required by provincial legislation. CONSULTATION The Fire Chief, Chief Administrative Officer and Manager of Human Resources have discussed the temporary appointment of Acting Deputy Fire Chief, and the Fire Chief has discussed the temporary appointment with Acting Manager of Fire Communications Vanessa Devolin. FINANCIAL IMPACT/FUNDING SOURCE The position of Deputy Fire Chief has been allocated in the 2020 budget. The rate of pay for the appointment of Acting Deputy Fire Chief is within the 2020 budget. Page 154 of 199 FIN 20-12 Page 2 of 2 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 None Page 155 of 199 Page 1 of 3 Subject: Update – FCM Municipal Asset Management Program Funding Application Report Number: OPS 20-30 Author: Shayne Reitsma P.Eng, Manager of Engineering Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Report OPS 20-30 FCM Municipal Asset Management Program Funding Application be received; AND THAT Council authorizes staff to apply for a grant opportunity from the Federation of Canadian Municipalities’ Municipal Asset Management Program for the Facilities Asset Management Plan; AND THAT the Municipality commits to conducting Facilities assessments, data collection and integration, develop asset management plan for facilities in its proposed project submitted to the Federation of Canadian Municipalities’ Municipal Asset management Program to advance our asset management ; AND THAT the Council endorses $120,000 (inclusive of the $50,000 in FCM grant funding) in the 2021 Budget cycle towards costs of this initiative. BACKGROUND The application requirements include a supporting resolution from Council with specific wording which is contained in the recommendation above. DISCUSSION The Federation of Canadian Municipalities has extended a funding opportunity to assist municipal organizations to improve and implement asset management plans. The maximum grant available is $50,000 and project is to be completed in 12 months. If successful with the FCM grant application the project will fund conducting facilities condition assessments including structural condition and provide lifecycle costs and replacement plan. CONSULTATION This report has been prepared in consultation with staff in the Engineering Division and Recreation, Culture & Parks Department. Page 156 of 199 OPS 20-30 Page 2 of 3 FINANCIAL IMPACT/FUNDING SOURCE Should the Town receive the FCM Municipal Asset Management Program Funding of $50,000 and the Town allocates $70,000 from asset management reserves in the 2021 budget cycle the Town will have $120,000 to fund Facilities Assessments. 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 – Municipal Asset Management Program Funding Offer Page 157 of 199 OPS 20-30 Page 3 of 3 Report Approval Details Document Title: OPS 20-30 - FCM Municipal Asset Management Program Funding.docx Attachments: Final Approval Date: Aug 5, 2020 This report and all of its attachments were approved and signed as outlined below: Sheena Pawliwec - Aug 1, 2020 - 4:40 AM Kyle Pratt - Aug 4, 2020 - 8:59 PM Page 158 of 199 Municipal Asset Management Program Funding Offer Application Guide Page 159 of 199 Table of contents Program summary 1 1 Eligible activities 2 1.1 What activities are eligible? 2 1.2 What costs are eligible? 3 2 Who can apply 6 3 Funding and project scope 6 3.1 Contributions 6 3.2 Project length 6 4 When to apply 7 5 How to apply 7 5.1 What is required to complete an application? 10 5.2 Project initiation 10 5.3 Disbursements 10 6 Application review timeline and approval process 10 6.1 Application confirmation 10 6.2 Evaluation and scoring process 10 6.3 Application decision timeline 10 6.4 Funding process 10 7 Application evaluation 11 7.1 Initial screening (eligibility criteria) 11 7.2 Peer review evaluation (technical assessment) 11 7.3 Evaluation system 12 7.4 Evaluation criteria 12 7.5 Re-submission of applications 13 8 Intellectual property 14 9 Audit requirements 14 The Municipal Asset Management Program is a new five-year, $50-million program designed to help municipalities make informed decisions about infrastructure investment. The program is delivered by the Federation of Canadian Municipalities and funded by the Government of Canada. Page 160 of 199 Program summary The Municipal Asset Management Program (MAMP) is a five-year, $50-million program funded by Infrastructure Canada to support Canadian municipalities and communities in making informed infrastructure investment decisions based on stronger asset management practices. The program offers grant funding (the subject of this guide) as well as training and capacity-building activities to increase skills within municipalities and local governments to sustainably maintain their asset management programs now and in the future. For more information on training and capacity-building activities, visit our website at: fcm.ca/assetmanagementprogram. This funding offer is open to all municipal governments in Canada. It focuses on building strong asset management foundations by supporting activities that incorporate asset management into daily practices. Subject to funding availability, applications will be accepted on a continuous basis until June 2020. All projects must be completed and final reports submitted by March 31, 2021. This guide outlines everything you need to know to submit an application and must be read in its entirety before completing or submitting an application. Municipal Asset Management Program: Application Guide | 1 Page 161 of 199 ELIGIBLE ACTIVITIES EXAMPLES 1 Eligible activities 1.1 What activities are eligible? Asset management assessments Asset management plans, policies and strategies Data collection and reporting Training and organizational development Knowledge transfer • Development of asset management strategies, policies or plans, or asset risk management plans. •Asset management needs assessments or risk assessments. •Asset condition assessments. •Data collection to establish and track levels of service. •Data collection on existing assets (e.g. type of asset, location, costs to operate and maintain, future costs to replace). •Long-term financial modelling to support asset management decisions. •Improvements to data reporting (e.g. introduce a “state of infrastructure” report). •Asset management training for staff or elected officials. •Establishment of an asset management committee (e.g. develop terms of reference, facilitate discussion). •Clarification of asset management roles and responsibili- ties across the organization (e.g. modify job descriptions). •Adoption of new asset management systems or processes (e.g. paying for internal or external resources to lead organizational change). •Contributions to communities of practice, conferences and peer-to-peer learning opportunities (e.g. staff time spent developing materials to share or giving presentations). •Supporting a peer community in its asset management work (e.g. staff time spent mentoring another municipality). •Developing or adapting frameworks, tools, training or approaches for use in your organization. INELIGIBLE ACTIVITIES •Any activity or effort that would be conducted in the normal course of business not related to the improvement of asset management practices (for example, normal repairs, operating and maintenance expenses, etc.). •Staff time not directly associated with eligible asset-management-related deliverables. •Staff time spent participating in training or learning events. •Regular operation and maintenance expenses. •Collection and organization of data for the sole purpose of meeting PS-3150 requirements. •Development of a software program. Note: The Municipal Asset Management Program strives to be flexible in funding projects that improve municipal decision-making related to infrastructure. If you do not see your project listed as an eligible activity, please call and discuss with one of our project officers. Municipal Asset Management Program: Application Guide | 2 Page 162 of 199 COST CATEGORY ELIGIBLE COSTS INELIGIBLE COSTS 1.2 What costs are eligible? Pre-application N/A •Any expenditure incurred prior to FCM’s eligible expenditure date. • Expenditure of developing this proposal or application. Administrative Administrative expenditures that General overhead expenditures and overhead are directly linked to and have been incurred in the regular course of expenditures incurred for the project, such as: business, such as: •Communication expenditures •Office space, real estate fees (e.g. long-distance calls or faxes). and supplies •Outsourced printing • Financing charges and or photocopying. interest payments •Acquisition of documents used • Promotional items exclusively for the project. •Permits or certifications •Document translation. •Advertising, website devel- •Transportation, shipping and opment, project education courier expenditures for materials or expenditures to delivery of materials essential disseminate project communi- for the project. cations products •Design and production of com-• Hospitality expenses munication products to promote (food and drink, alcohol, project outcomes and benefits entertainment, etc.) to the public. Capital Software related to asset Any other capital expenditures or expenditures management. amortization expenses. Note: FCM’s contribution to this expense may not exceed 50% of FCM’s total contribution to the project. Equipment •Rental of tools and equipment. Rental of tools or equipment rental related to regular business activities. such as fuel and maintenance expenditures. •Related operating expenditures In-kind N/A Any goods and services received through donation. Training •Expenditures associated with Any hospitality expenses such as: accessing reference materials • Food and drink such as standards, templates •Alcohol and toolkits. •Door prizes •Expenditures associated with •Entertainment attending training sessions, •Music(provided externally) or bringing •Decorations training in-house. •Flowers, centerpieces •Etc. Professional Fees for professional or technical • Expenditures associated with and/or technical consultants and contractors, incurred regular business activities not services in support of eligible activities. related to the project. •Legal fees. Municipal Asset Management Program: Application Guide | 3 Page 163 of 199 COST CATEGORY ELIGIBLE COSTS INELIGIBLE COSTS Staff remuneration Daily rates actually paid by the Eligible Recipient to its Employees in Canada for time actually worked on the implementation of the Project. The daily rate per employee shall include the following costs: a)direct salaries: actual and jus- tifiable sums paid by the Eligi- ble Recipient to Employees in accordance with the Eligible Recipient’s pay scales as regular salary excluding overtime pay and bonuses. b)fringe benefit: in accordance with the Eligible Recipient’s policies, as follows: i.time-off benefits (prorated to the annual percentage (%) of time actually worked on the implementation of the Project); ii. allowable number of days to be paid by the Eligible Recipient for the following payable absences: statutory holidays, annual vacation, and paid benefits; iii.actual sums paid by the Eligible Recipient for paid benefits (prorated to the annual percentage (%) of time actually worked on the implementation of the Project); iv.the Eligible Recipient’s contribution to employment insurance and workers’ compensation plans (where applicable), health and medical insurance, group life insurance, or other mandatory government benefits; Note: Labour costs must be documented in a manner that meets audit standards for verification of eligibility of cost and level of effort. •In-kind contribution of services. •Participant salaries. •Expenditures related to regular business activities. •Overtime Pay. •Bonuses / performance pay. •Fringe benefits such as: §sick days; §pension plan; or §any other fringe benefits not listed as eligible. •Costs related to ongoing or other business activities and not specifically required for the project. •Staff wages while receiving training or attending learning events. •Professional membership fees or dues. Supplies and materials Supplies and materials required to undertake the project. Expenditures related to regular business activities Taxes The portion of Provincial/ Harmonized Sales Tax and Goods and Services Tax for which your organization is not eligible for rebate. The portion of Provincial/ Harmonized Sales Tax and Goods and Services Tax for which your organization is eligible for rebate, and any other expenditures eligi- ble for rebates. Municipal Asset Management Program: Application Guide | 4 Page 164 of 199 COST CATEGORY ELIGIBLE COSTS INELIGIBLE COSTS Travel and accommodation For individuals on travel status (individuals travelling more than 16 km from their assigned work- place - using the most direct, safe and practical road.); • Travel and associated expenses for implementing partners, guest speakers and consultants to the extent that the travel and ac- commodation rates comply with the Treasury Board of Canada guidelines, and to the extent that such travel is necessary to con- duct the initiative. www.canada. ca/en/treasury-board-secretar- iat/services/travel-relocation/ travel-government-business.html • Where justified, participant travel costs may be claimed with prior written consent from FCM. Under no circum- stances will participant hono- rariums be covered. Any travel expense that is not paid in accordance with the Treasury Board guidelines. Municipal Asset Management Program: Application Guide | 5 Page 165 of 199 2 Who can apply This funding offer is intended to support Canadian municipal governments and eligible municipal partners. Eligible applicants are defined as: 1.Municipal governments* (e.g. towns, cities, regions, districts, etc., and local boards thereof) OR 2.Municipal partners applying in association with a municipal government** A municipal partner is one of the following entities: a.a municipal corporation b.a regional, provincial or territorial organization delivering municipal services c.an Indigenous community •Certain Indigenous communities require a shared service agreement with a municipal government related to infrastructure to be eligible. Contact FCM for additional details. d.a not-for-profit organization with a focus on municipal services * Quebec municipalities that apply for funding from MAMP must submit their application through Quebec’s Ministère des Affaires municipales et de l'Occupation du territoire (MAMOT). Follow the steps below to prepare your application. When you are ready to submit your application, refer to page 10. ** Municipal partners need to apply for funding in association with a municipal government and must demonstrate municipal commitment to the project by providing a letter of support. Please note that private sector entities are not eligible as municipal partners; however, such entities may be subcontracted by an eligible recipient to provide services toward eligible activities. 3 Funding and project scope 3.1 Contributions The maximum MAMP contribution to a project is $50,000. However, the average contribution is expected to be approximately $35,000, and no funding request is too small. The contribution shall represent no more than 80 per cent of the eligible project cost (see eligible costs in Section 1.2). Other government funding, such as funding from the capacity-building category of the Gas Tax Fund or other programs, can be stacked to cover 100 per cent of the project costs. 3.2 Project length The project start date (the date from which FCM recognizes eligible costs) can be on or after the date that FCM confirms eligibility of the proposed project after receiving the completed application. The project end date cannot be more than 11 months from the date that FCM approves your project for funding. See Section 6.3 for details on the application approval timeline. Municipal Asset Management Program: Application Guide | 6 Page 166 of 199 Eligible costs incurred between the date that FCM receives your completed application and the signature of a grant agreement between the applicant and FCM are incurred at the applicant’s risk. FCM is not obligated to fund any costs incurred until a grant agreement is in place. Final reports MUST be satisfactorily received within 30 days of project completion. Project extensions will not be permitted, so it is recommended that projects be reasonably achievable within 11 months of the project approval date. 4 When to apply FCM accepts applications for MAMP projects year-round on a continuous basis; however, applications are batched and reviewed on a monthly basis. Subject to funding availability, applications will be accepted until June 30, 2020. Recipients may only apply for one project in any fiscal year (April–March). Applications for follow-on projects in other years may be submitted, subject to availability of funding. However, FCM will give preference to first-time applicants, to ensure maximum reach across Canada. 5 How to apply 5.1 What is required to complete an application? A completed application is comprised of three or four documents: 1. completed application form 2. completed workplan and budget (Excel worksheet) 3. resolution from council, band council or board of directors 4. signed letter of support (if applicable) We recommend following these steps to ensure that you have all the information needed for a complete application: Step 1: Verify eligibility Ensure that you are an eligible applicant — either a municipal government or a municipal partner. If you are not a municipal government, ensure that you have the support of your partner municipal government. Step 2: Download all documents Download the application form, the workplan and budget template, the sample resolution and the sample letter of support (if applicable). You will also need to download the Asset Management Readiness Scale for your reference as you complete your application form Save the application form to your local device, in order to edit and save changes. Open the file using Adobe Acrobat or similar PDF reader. If you see a dialog box requesting that you trust the links to FCM, please click “trust.”. Municipal Asset Management Program: Application Guide | 7 Page 167 of 199 Step 3: Complete self-assessment using the Asset Management Readiness Scale The Asset Management Readiness Scale is a tool that organizations can use to assess the current state of their asset management practices and their progress over time. The scale is also used to track the proposed outcomes and tangible benefits of a project. To conduct a self-assessment, gather an appropriate cross-functional group of individuals in your organization to assess its current state of asset management. Evaluate your organization’s status in each of the five “competencies” identified in the scale. Document your results and input your readiness levels and notes directly into Part B of the application form. Note that the assessment should be representative of the entire organization and not a division or an asset class within the organization. The “notes” column of the self-assessment table (found in Part B of the application form) is an important and mandatory part of your application. These notes describe why you assigned each readiness level and will be used by peer reviewers to determine the significance and feasibility of your project. TIP: It is important to provide notes to support each of your self-assessed readiness levels. Provide notes for each of the three outcomes associated with each competency. Select a readiness level if you feel you have completed all three outcomes associated with that level. For example, if your organization is still working on the outcomes in Level 2, you would select Level 1 to indicate that you have completed Level 1. There is a “Pre-level 1” option in case your organization has not yet completed all the outcomes for Level 1. Step 4: Identify proposed activities Based on your organization’s current state and drawing from the list of eligible activities in Section 1.1 of this guide, identify the activities that you feel are appropriate for your organization, given your current needs and priorities. Keep the timeline in mind and propose what is doable within 11 months. Be conservative in your planning, as extensions will not be granted. Step 5: Identify “desired future state” on the Asset Management Readiness Scale With your proposed activities in mind, go back to the Asset Management Readiness Scale. Identify your “desired future state”: the level on the readiness scale that you anticipate achieving by the end of your project We recognize that asset management improvement is incremental and ongoing. For the purposes of your application, your “desired future state” should reflect the levels you realistically anticipate reaching within the timeframe of the project. In some cases, the asset management activities that are most important for you may not result in a full level change on the readiness scale. That is okay — all progress is important. As long as you describe the anticipated improvement in detail in the outcomes section of the application form, your project will be considered. You are encouraged to provide comments on any of the three outcomes in any competency of the Asset Management Readiness Scale likely to progress during the project. Input your anticipated readiness scores into the outcomes section of the application form (the Desired Future State column in the table). Municipal Asset Management Program: Application Guide | 8 Page 168 of 199 Step 6: Complete the remaining questions in the project description section of the application form Complete Part C of the application form (Part C: Project description). This includes: •A working title and a high-level description of the project, which will be used to publicly describe the project should your application be approved. •One to three activities, along with the major deliverables that you will provide to FCM to demonstrate the completion of each activity. Activities should be descriptive enough for reviewers to understand your project and determine if your planned activities will result in the outcomes you have identified. In the “deliverables” column, you should identify a document that you can submit to FCM to demonstrate you have completed the activity. •A description of why the activities selected are a priority at this time and how the activities and outcomes of the project will improve your asset management capacity. •Information about the human resources who will be used to deliver the project. In the workplan and budget template, you will be asked to identify the human resources required for each task. In the application form, please provide specifics about the internal and external human resources to be used and their experience. If you have collected quotes for externally sourced human resources, please provide this information in the application form. •Information on how your proposed project fits within the approach being implemented within your province or territory. •One to three challenges or risks you anticipate during the project and how you plan to mitigate these challenges. Step 7: Complete workplan and budget template Input the activities from your application form into the workplan and budget template, and identify the major tasks and costs associated with completing each activity. These activities must match the activities listed in Part C of the application form. Use the workplan and budget template to identify a project start date and project end date — ensuring that your proposed project can be completed in an 11-month period. You must identify funding sources to cover 100 per cent of the total project costs in the “sources of funding” tab. Sources may be external (e.g. other government grants) or may be provided by your organization (e.g. operating/capital funding). Step 8: Pass a resolution in support of your project Use the sample resolution provided, or draft your own resolution that meets the criteria identified in the sample resolution document. Demonstrate that it has been passed by council, band council, or your board of directors. Your resolution must also include council’s commitment to funding any project costs that are not covered by the FCM grant or other identified external sources. Step 9: If you are a municipal partner, draft a letter of support and have it signed Use the sample letter of support provided, or draft your own letter that meets the criteria identified in the sample letter of support document. Have it signed by the appropriate individuals. If you are a municipal government, a partnership letter is not required. Municipal Asset Management Program: Application Guide | 9Municipal Asset Management Program: Application Guide | 9 Page 169 of 199 Step 10: Attach documents and submit application Attach the completed workplan and budget template, the passed resolution and the signed letter of support (if applicable) to the application form. Click the green “Review” button and ensure your application is complete. When ready, submit the form and its attachments by clicking the green “Submit” button on the form. This requires an Internet connection. If you have any questions about how to complete this application, please call one of our advisors at 1-877-997-9986 or email us at programs@fcm.ca. Quebec municipalities Quebec municipalities applying for funding from MAMP must follow the process below to submit their application to MAMOT. Once you have completed the steps in the How to apply section, submit your application by following the instructions below. Note that the content of the links is available in French only. •Register and login to the Portail gouvernemental des affaires municipales et régionales using your username and password. •Select the program, "MAMOT - Programme de gestion des actifs municipaux". •Upload and submit your completed application form. Note that this is an external site. •MAMOT will confirm that it has received your application. MAMOT requires 20 working days to review the application. •MAMOT assesses the application to ensure that the projects submitted do not conflict with Quebec's government policies and directives. •Once the assessment has been completed, MAMOT informs the applicant of their decision and sends the compliant applications to MAMP for review. MAMP completes a review of the application in accordance with Sections 6.2 and 6.3 below. Note that MAMP will inform the applicant once they receive the application from MAMOT and have initiated a review. 5.2 Project initiation Project costs are eligible after the date on which FCM notifies applicants in writing that their completed application has been received and project eligibility has been confirmed. However, FCM is not obligated to pay for any costs incurred in the absence of a signed grant agreement or costs incurred prior to the date the completed application was received. 5.3 Disbursements Funds will be disbursed when the recipient satisfactorily delivers a completed final report that includes the following: 1.A summary of the completed project, documenting the outcomes and knowledge developed, the impacts of the project on infrastructure-related decision-making within the organization and on the broader community, and lessons learned. 2.An updated self-assessment using the Asset Management Readiness Scale, identifying progress achieved. 3.A summary of the actual eligible project costs, accompanied by an attestation from an officer of the organization. Templates for reporting against the requirements noted above are provided in the grant agreement and must be used, without exception. Municipal Asset Management Program: Application Guide | 10 Page 170 of 199 6 Application review timeline and approval process 6.1 Application confirmation Within five business days of sending your application to FCM, you will receive an email from FCM confirming that your application has been received and screened according to initial screening criteria (see Section 7.1). Please contact FCM at programs@fcm.ca if you have not received a response confirming receipt of your application within five business days. 6.2 Evaluation and scoring process Evaluation of the application consists of an initial screening and an independent technical review, as described in Section 7. FCM will approve or deny applications based on the technical review score, subject to funding availability. 6.3 Application decision timeline FCM is committed to informing you of the results of your application within two months from the date we receive the completed application form and associated documents. For Quebec applications, add 20 business days to timeline for review by MAMOT. 6.4 Funding process Should your project be approved, you will receive a funding notification letter and a grant agreement which must be signed and returned to FCM within four weeks. Grant agreements that are not returned signed by the funding recipient by the deadline stated in the grant agreement will be considered null and void, and funding may be re-allocated. 7 Application evaluation 7.1 Initial screening (eligibility criteria) Applications will initially be screened for consistency with the following basic criteria: • Is the applicant an eligible recipient? • Is all documentation complete, including a resolution in support of the project? • Is the application requesting the lesser of $50,000 and 80 per cent of eligible project costs? • Is the source identified for the balance of funding required to complete the project? • Is there enough information to indicate that the proposed activities and costs are eligible? • Are the project start and end dates clearly specified in the workplan and budget template? If the application passes the initial screening, the applicant will receive confirmation that it is acceptable for further evaluation. If the application is not acceptable, FCM will contact the applicant to provide feedback on the missing elements and, wherever possible, permit re-submission of the application in a timely manner. Municipal Asset Management Program: Application Guide | 11 Page 171 of 199 7.2 Peer review evaluation (technical assessment) A technical committee of peer reviewers will assess the applications based on standards outlined in an evaluation guide. In general, peer reviewers will evaluate applications based on the following considerations: •The appropriateness of the eligible activities selected to improve the state of asset management practices in the organization, based on the current state of readiness identified using the Asset Management Readiness Scale. •The reasonableness of the deliverables and outcomes, based on the activities identified. •The appropriateness of the identified levels of effort, human and financial resources and value for money, based on the eligible activities proposed. •The anticipated impacts of the proposed improvements on the behaviours, relationships, policies and daily practices in the organization. 7.3 Evaluation system The peer reviewers will evaluate the applications using the criteria and point system in Table 1. Table 1: Evaluation criteria and points EVALUATION CRITERIA POINTS Documentation of self-assessed readiness level 20 Appropriateness of activities 20 Human and financial resources 10 Significance of anticipated asset management improvements 30 Workplan and budget 20 TOTAL 100 7.4 Evaluation criteria The evaluation criteria will consider the relative impact and proposed benefit of the project. The peer reviewers will evaluate the criteria based on the following considerations: Documentation of self-assessed readiness level (20%): •To evaluate the degree of asset management improvement proposed in the application, the peer reviewers need baseline information — an accurate description of the current level of asset management in the organization. The peer reviewers will evaluate the significance and feasibility of the proposed project based on the organization’s self-assessment and the associated rationale. The evaluation will consider how adequately the applicant has described the organization’s current level of asset management in the notes column in the self-assessment table found in Part B. Specifically, the peer reviewers will consider the following questions during their evaluation: §Does the rationale for the assessment of your organization’s readiness level address each of the three outcomes associated with each of the five competencies in the Asset Management Readiness Scale? (If, for any competency, the rationale offers different levels for the three outcomes, the applicant must select the lowest level for that competency.) §Does the rationale clearly support the assessment of your organization’s readiness level, so that no interpretation is required on the part of the peer reviewers? Municipal Asset Management Program: Application Guide | 12 Page 172 of 199 Appropriateness of activities (20%): •The application must address an area of asset management with significant potential for improvement. The peer reviewers will evaluate the appropriateness of the proposed activities in addressing a priority area for improvement identified in the self-assessment. Specifically, the peer reviewers will consider the following questions during their evaluation: §Are the proposed activities, deliverables, workplan and budget commensurate with the municipality’s current state of asset management readiness? §Will the activities and deliverables lead to the identified project outcomes, as outlined in the pertinent section of the application form? The reviewers will give a higher score to municipalities whose activities include mentoring other communities or improving asset management for other municipalities Human and financial resources (10%): •For the proposed activities to be successful, the application must identify sufficient and appropriate human and financial resources. The peer reviewers will consider the appropriateness of the human and financial resources assigned to the project. Human resources can be external (consultants) or internal (employees). In order to ensure good integration of activities completed by external resources and facilitate capacity building within the organization, it is ideal for municipalities to include employees in the project work to the extent possible. Specifically, the peer reviewers will consider the following questions during their evaluation: §Are the resources assigned to the project sufficient for the project’s scope and required level of effort? §Does the assignment of resources demonstrate a commitment by the municipality to complete the identified activities? §Areroles and responsibilities clearly assigned for each of the human resources? The reviewers will give a higher score to those applicants leading training sessions or mentoring other communities. Significance of anticipated improvements (30%): •The goal of the Municipal Asset Management Program is to support sustained improvement of asset management at the municipal level, resulting in better evidence-based decision-making for infrastructure investments. Therefore, the main consideration in the evaluation of applications is the degree that the proposed project will improve asset management. Even minor improvements in a single area that may be significant and receive funding. Specifically, the peer reviewers will consider the following question during their evaluation: §Are the proposed activities likely to lead to the outcomes identified in the application form? The reviewers will examine the direct, immediate results of the project rather than the longer- term improvements that may eventually result from a more structured approach to asset management. Outcomes that also demonstrate leadership in the development or dissemination of asset management knowledge in municipalities will receive a higher score. The reviewers are looking for improvement in the municipality’s asset management practices, whether or not that leads to a change in level on the Asset Management Readiness Scale. Municipal Asset Management Program: Application Guide | 13 Page 173 of 199 Workplan and budget (20%): •The evaluation will consider how complete and appropriate the workplan and budget are, relative to the project scope. The evaluation will also consider whether other sources of funding needed for the project can be obtained. Specifically, the peer reviewers will consider the following questions during their evaluation: §Are the workplan and budget well-defined, with tasks identified for each activity which support the proposed deliverables and outcomes? §Is the workplan sufficiently detailed to give the project a high likelihood of success? §Does the budget represent good value? §If additional funding is required from other sources, can it be obtained? 7.5 Re-submission of applications Wherever an application is deemed unsuitable for funding, the applicant will be given the opportunity to receive feedback on the reasons for denial of funding. While decisions are final, FCM will work with the applicant to address gaps in promising applications so that those applications can be re-submitted — provided that funding was not denied for eligibility reasons. An application that has addressed the feedback provided by FCM may be re-submitted again (once) in the same fiscal year. 8 Intellectual property The Municipal Asset Management Program retains copyrights to the project description and the final report. With the recipient’s consent, FCM may share other documents developed as a result of this funding program that will benefit the broader municipal asset management community. Intellectual property (IP) developed by the recipient(s) as a result of this funding program will be owned by the recipient(s). Background IP (patents, copyright, software) and any third-party technology rights remain with the original owner(s). 9 Audit requirements Funding recipients are responsible for maintaining records associated with funded activities for six years. All recipients could be subject to audit by FCM or the program funder (Infrastructure Canada) for up to six years following project completion. Of particular note, labour and consulting costs must be documented in a manner that meets audit standards for verification of eligibility of activity and level of effort (e.g. timesheets). Municipal Asset Management Program: Application Guide | 14Municipal Asset Management Program: Application Guide | 14 Page 174 of 199 Subscribe to our e-bulletin to receive up-to-date information on FCM programs: fcm.ca/fcmconnect or visit our website: fcm.ca/assetmanagementfunding Page 175 of 199 Page 1 of 3 Subject: Update – Memorial Park Parking Lot Expansion Report Number: RCP 20-30 Author: Christopher Baird, Interim Director of Recreation, Culture & Parks Meeting Type: Council Meeting Meeting Date: Monday, August 10, 2020 RECOMMENDATION THAT Report RCP 20-30 Update – Memorial Park Parking Lot Expansion be received; AND THAT Council endorse the staff recommendation to defer the landscape sodding component of the project for completion in 2021; AND THAT staff include the necessary funding to fully complete the project in the 2021 Budget. BACKGROUND The Town has previously identified the need for additional hard surface parking areas in the Memorial Park area. Funding in the amount of $197,606 was approved in the 2020 Capital Budget for this purpose. Tenders were issued for the required work and the lowest compliant bid of $234,927.09 (Net HST) remains approximately $39,927.09 (Net HST) over budget. DISCUSSION The Memorial Park Parking Lot has been previously identified as a priority for the Town. Although the lowest compliant bid is in excess of the approved budget, staff in RCP and the Engineering Division have reviewed the bid document to determine if there might be some elements of the overall project that could be reduced, eliminated or deferre d in order for the project to proceed as originally planned. Section 3.07 of the Bid identifies approximately $64,400 to address the supply and installation of screened topsoil and sod. Following discussions with the approved Contractor, it is recommended that the sod component be deferred into 2021. In doing so, staff are confident that the adjusted pricing will be adequately accommodated within the approved budget. Further, the sodding and any remaining adjustments to the project will be included as a Phase II request in the 2021 Capital Budget for consideration in the upcoming budget review process. Page 176 of 199 RCP 20-30 Page 2 of 3 CONSULTATION This report has been prepared in consultation with staff in the Engineering Division, Recreation, Culture & Parks Department and CAO. FINANCIAL IMPACT/FUNDING SOURCE The recommendations as outlined in this report will result in the project proceeding as planned in the 2020 Capital Plan. The adjusted amount will ensure that the project can proceed as intended within the approved funding envelope. 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 None Page 177 of 199 RCP 20-30 Page 3 of 3 Report Approval Details Document Title: RCP 20-30 Update - Memorial Park Parking Lot.docx Attachments: Final Approval Date: Aug 4, 2020 This report and all of its attachments were approved and signed as outlined below: Sheena Pawliwec - Jul 27, 2020 - 10:39 AM Kyle Pratt - Aug 4, 2020 - 2:39 PM Page 178 of 199 The Corporation of the Town of Tillsonburg COVID-19 Task Force Meeting July 8, 2020 9:00 a.m. Electronic Meeting MINUTES Present: Councillor Gilvesy, Abbie Boesterd, Karen Devolin, Emma Dew, Merley Wheaton, Deputy Mayor Beres Staff: Colleen Pepper, Marketing & Communications Officer; Laura Pickersgill, Legislative Services Coordinator Regrets: Michelle Smibert, Clerk; Roxanne MacMillan, Councillor Rosehart, Larry Scanlan, Joe McGuire 1. Call to Order The meeting was called to order at 9:02 a.m. 2. Adoption of Agenda Resolution #1 Moved by: Karen Devolin Seconded by: Deputy Mayor Beres THAT the Agenda as prepared for the COVID-19 Task Force meeting of July 8, 2020, be adopted, with the addition of agenda item 6.2 SWPH Mask Request. Carried 3. Adoption of Previous Minutes Resolution #2 Moved by: Merley Wheaton Seconded by: Karen Devolin THAT the Minutes as prepared for the COVID-19 Task Force meeting of June 17, 2020, be adopted. Carried 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 5. General Business & Reports 5.1 Communications Colleen Pepper provided an update on current communication output from the Town. It was noted that Facebook posts are ongoing and that there will be information provided regarding the waterpark re-opening and how to book a session. Page 179 of 199 The Facebook statistics are generally remaining consistent. The main COVID-19 Town webpage has been updated as places begin to re-open. Staff are working with the Mayor to start to reduce the frequency of the Mayor’s daily bulletins. The Mayor will be doing a live Facebook update at 2:00 p.m. today rather than the regular 3:00 p.m. start time. Communication will be provided on the re-opening of the ice at the Community arena. It was noted that the Town is not operating a cooling centre as there was not uptake from the public to use the centre. It was suggested that the positive messaging promoted by this Committee has allowed the public to find information more easily online and the discussion of this is reflected on social media communication groups. 5.2 SWPH Mask Request The Committee discussed varies opinions in relation to making masking mandatory. The discussion included comments that people live in a free country so they should be able to decide to wear a mask or not. It was noted that mask wearing can protect the wearer and the general public. Members would be supportive of any business who makes masking mandatory in their place of business and would encourage that customers follow these businesses procedures without hesitation. There was discussion held on whether or not masking can lower an individuals’ blood oxygen level or not. Members felt that it would be important for a higher governing body to make the decision and that that would result in greater compliance from the general public. It was noted that making masking only mandatory on a local level may be hard to enforce. Any specific business sector that has had guideline documents put out by the Province should be following the protocols listed in those documents. It was suggested that some governing body eventually needs to make a decision on this so that businesses have some solid form of leadership to follow and to support their individual decisions to make certain protocols and procedures mandatory. It was noted that if the municipality were to pass a by-law making masking mandatory that it could give the impression the municipality is trying to hide something and send false messages that this region is in trouble. It was suggested that mandatory masking needs to be based on scientific facts. Resolution #3 Moved by: Deputy Mayor Beres Seconded by: Merley Wheaton THAT the COVID-19 Task Force appreciates SWPH on asking our opinion but we would like to follow the direction of SWPH and the Provincial government on mandatory masking; AND THAT the COVID-19 Task Force supports the decision of mandatory masking made by any local business Carried Page 180 of 199 6. Round Table The survey created by the Recreation, Culture and Parks department remains open until July 10. Members noted their disappointment with regards to the lack of recreational programs being offered by the Town whether they’re virtual or socially distant opportunities. It was noted that this Committee has offered multiple suggestions on this initiative and none have been followed through with. It was noted that the museum has re-opened to the public by appointment only and staff are preparing for the opening of the Lake Lisgar Waterpark on July 11 and the opening of the Community arena on July 18. The Library is planning to open the week of July 13 with a reduced hours, six days a week with limited services available. A discussion to be added to the next agenda regarding local child care options. Members discussed the idea of providing greater options to our local community to address the lack of child care options in Tillsonburg. It was noted that students leaving grade 12 and not pursuing post-secondary school right away could be a potential source of providing child care for families. It was suggested that the Town’s recreation staff could release some of their children’s activities and craft ideas online for parents to use while having their children at home. Abbie will reach out to the employment services team at the Multi-Service Centre and will report back to the group on this initiative. It was noted that the library could offer assistance in cataloguing the list of available childcare recreation and programming. The importance of having more outdoor programs available for local child care is important. It was noted that the Town decided not to run a day camp this year as there was too many uncertainties with logistics and cleaning due to the COVID-19 pandemic. Another suggestion was that information could be made available to share to individuals that would like to start up their own business in childcare. 7. Next Meeting August 12, 2020 at 9:00 a.m. 8. Adjournment Resolution #4 Moved by: Karen Devolin Seconded by: Emma Dew THAT the July 8, 2020 COVID-19 Task Force meeting be adjourned at 10:14 a.m. Carried Page 181 of 199 he Corporation of the Town of Tillsonburg Parks, Beautification and Cemetery Committee Meeting June 9, 2020 7:30 a.m. Electronic Meeting MINUTES Present: Marian Smith, Councillor Esseltine, Christine Nagy, Barbara Wareing, Maurice Verhoeve, Paul DeCloet Regrets: Ken Butcher, Mike Dean, Bob Marsden, Sue Saelens, Donna Scanlan Staff: Laura Pickersgill, Legislative Services Coordinator 1. Call to Order The meeting was called to order at 9:09 a.m. 2. Adoption of Agenda Resolution #1 Moved by: Marian Smith Seconded by: Councillor Esseltine THAT the Agenda as prepared for the Parks, Beautification and Cemetery Advisory Committee meeting of July 9, 2020, be adopted. Carried 3. Adoption of Previous Minutes Resolution #2 Moved by: Councillor Esseltine Seconded by: Barbara Wareing THAT the Minutes as prepared for the Parks, Beautification and Cemetery Advisory Committee meeting of February 6, 2020, be adopted. Carried 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 5. General Business & Reports 5.1 Cemetery By-Law Councillor Esseltine and the Town Clerk, Michelle Smibert have met to compile the Committee’s proposed revisions to the Cemetery By-Law. Michelle will be reviewing by-laws from other communities and will be drafting an updated by-law. This draft will be brought to the Committee for review and comment before finalization. Page 182 of 199 5.2 Cemetery Flower Campaign Councillor Esseltine provided an update on the Cemetery Flower Campaign noting the number of people subscribing to this program had dropped and was subsequently cancelled for this summer. It was noted that there were not enough shepherds hooks and planters purchased to cover the cost of a summer student to manage this program. The winter wreath program will run as usual. Maurice indicated that it would be beneficial in the future to align a Cemetery Flower campaign with the Decoration Day at the cemetery. Maurice suggested that a marketing campaign could be solicited through the horticultural society and at local floral shops to promote this program. It was noted that this would be a good opportunity to receive donations for the cemetery also. Laura will invite Matt Johnson, Supervisor of Parks and Cemeteries to the next meeting to further discuss this idea. It was noted that it would be too late to do something for Decoration Day this year as it is held in August but the Committee could look at ideas for next year. 5.3 COVID-19 Impact Parks & Cemetery Laura will circulate Report CAO 20-05 Reopening of Municipal Facilities that went to Council on June 22, 2020 that includes greater detail on the safety measures the Cemetery office has in place with regards to the COVID-19 pandemic. Laura will provide the contact information for Stacey Leighfield who is acting in the Cemetery Registrar position for the time being. 5.4 Beautification Project Update Laura provided an updated on the Beautification Project on behalf of Matt Johnson, outlining that this program was stalled this year. It was noted that staff cleaned and maintained sites but that no plantings were done. There was more effort put into the cemetery gardens this year. Christine Nagy indicated that the horticultural society had donated funds towards the planters located downtown and that these planters were installed by the BIA. 5.5 Annual Committee Report Update Paul DeCloet presented the Committee’s year-end report update to Council earlier this spring and he noted that it was well received by Council. 5.6 Explore 2021 The group discussed hosting this event on Saturday, June 5, 2021. Laura indicated that members should start thinking of ideas they would like to see take place at to provide them at the next meeting. Laura noted that a report would then have to go to Council for adoption of the event. Councillor Esseltine noted that there was already money in the budget for this event and there are funds leftover from the Trans Canada Trail Cleanup project from 2019. Paul DeCloet noted that this event could coincide with the Carroll Trail Restoration Project. 5.7 Carroll Trail Restoration Page 183 of 199 Paul DeCloet provided a summary of the report written by Paul Gagnon from the LPRCA. Paul DeCloet noted that the LPRCA has expressed interest in helping the Town wherever possible with various initiatives. 6. Round Table Laura provided an update on the columbarium and noted that a 96 unit niche columbarium and a 4 unit niche family columbarium is set to be installed in the cemetery by the end of July 2020. 7. Next Meeting August 13, 2020 at 9:00 a.m. 8. Adjournment Resolution #3 Moved by: Paul DeCloet Seconded by: Maurice Verhoeve THAT the July 9, 2020 Parks, Beautification and Cemetery Advisory Committee meeting be adjourned at 9:51 a.m. Carried Page 184 of 199 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee Meeting July 14, 2020 7:30 a.m. Electronic Meeting MINUTES Present: Cedric Tomico, Councillor Gilvesy, Mayor Molnar, Jesse Goosens, Lindsay Morgan-Jacko, Lisa Gilvesy, Suzanne Renken, Collette Takacs, Randy Thornton, Steve Spanjers, Andrew Burns Staff: Cephas Panschow, Development Commissioner, Kyle Pratt, CAO Regrets: Jeff VanRybroeck Absent: Kirby Heckford 1. Roll Call 2. Call to Order The meeting was called to order at 7:35 a.m. 3. Adoption of Agenda Resolution #1 Moved by: Collette Takacs Seconded by: Cedric Tomico THAT the Agenda as prepared for the Economic Development Advisory Committee meeting of July 14, 2020, be adopted. Carried 4. Adoption of Previous Minutes Resolution #2 Moved by: Deb Gilvesy Seconded by: Cedric Tomico THAT the Minutes as prepared for the Economic Development Advisory Committee meeting of June 9, 2020, be adopted. Carried 5. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 6. General Business & Reports 6.1 Monthly Projects Update Page 185 of 199 Cephas Panschow provided an overview of the monthly project update. It was noted that the future industrial growth survey has closed and the results will be shared at the next meeting. The VanNorman Innovation Park received approval from the Ministry of Environment, Conservation and Parks on July 8, 2020. Staff are meeting later this month to discuss County approval. The tender was released on July 8 for the shaping of the road basin and the storm water management pond. The service tenders will be released later this month. There have been inquiries coming in from various businesses, such as a food processing plant. 6.2 Industrial Park Development Offers Discussion Discussion was held regarding the ability to review development offers in detail or not. 6.3 Tillsonburg Hydro Inc. 6.3.1 Hydro Subcommittee Update – Presentation to THI Board on May 26 The subcommittee provided an update at the last meeting and the subcommittee is waiting on a response from THI. Staff will continue to follow up on retrieving this feedback and will ask for a response before the next meeting. Concerns were noted regarding the inefficiencies with the invoicing and billing system and process through THI. Staff will follow up on this. The THI members and Board Chair remained the same following the annual general meeting. 6.4 Town Hall Task Force Council passed a resolution to direct staff to reconvene the Town Hall Steering Committee and that the Committee be tasked with bringing back a report for further design, build and own options and leasing options of corporate space. This report is due back to Council by Q4 of 2020. Laura will circulate this report to the Committee. 6.5 Physician Recruitment & Retention Committee The next meeting is scheduled for August 4, 2020. Staff are meeting on July 20 to review the Physician Recruitment Matrix and this revised Matrix will be brought to the Committee. An endowment fund is available for medical education that could fit within the Matrix well. There is a new foundation director that started last week named Jerry Dearing. It was noted that there will be a full surgical plan starting up at TDMH. There were concerns noted that there is a shortage of physicians available in Tillsonburg. Page 186 of 199 Laura and Suzanne will discuss filling the position of a Chamber representative following this meeting. 6.6 Community Strategic Plan Council passed a resolution to direct staff to continue with sending out the request for proposal and that the evaluation committee be approved. Laura will send this report to the Committee. The request for proposal will close August 12, 2020. The Economic Strategy Plan will be done in collaboration with one another to share common themes. The Community Strategic Plan is the overarching plan for the municipality and the Economic Strategic Plan will look more at the data. It will be important to have appropriate consultation processes. 7. Community Organization Updates 7.1 Downtown Business Improvement Association The pop up patio program has been well received. The new MOU agreement including the beautification project has kept BIA employees busy. There are three façade applications to be reviewed at this time. This program was put on hold momentarily to help with the commercial rent relief program. 7.2 Tillsonburg District Chamber of Commerce The Chamber is working towards planning a virtual Awards of Excellence ceremony. A golf event is being developed in replacement of the original TDCC open golfing event. There will be a meeting in September 2020 for policy development and members were encouraged to submit any items for this. Suzanne will be sending along questions to this Committee on behalf of the Ontario Real Estate Association with regards to Ontario Rural and Northern Housing. 7.3 Tillsonburg District Real Estate Board 7.3.1 July 2020 Commercial Listings 7.3.2 MLSP Activity Report June 2020 Lindsay indicated that the market is going strong right now and the inventory remains low. 8. Round Table A virtual AMO conference is happening in August. There have been various delegation requests submitted. There was a discussion regarding the importance of making masking mandatory especially with the Province moving into stage 3 on Friday. Speak Up Oxford has a survey regarding the composition of County Council. Town Council endorsed electing a Warden at large and a second seat for Tillsonburg on County Council. Laura to send this link with the minutes. Page 187 of 199 It was noted that as of Thanksgiving the land registry offices will be closed to the public indefinitely. 9. Next Meeting Tuesday, August 11, 2020 at 7:30 a.m. Staff to review the directive and will let the Committee know if the meeting will be virtual or in-person. 10. Adjournment Resolution #3 Moved by: Steve Spanjers Seconded by: Suzanne Renken THAT the July 14, 2020 Economic Development Advisory Committee meeting be adjourned at 8:54 a.m. Carried Page 188 of 199 = ATTENDANCE BY VIDEO CONFERENCE Euclid Benoit (until 6:40 p.m.), David Brandon, Valerie Durston, Deb Gilvesy, Jeffrey Miller, John Prno, Mark Renaud Staff: Annette Murray, Dan Locke MEMBERS ABSENT/REGRETS Dan Cameron, Jeff Dean, Jeremy Stockmans 1. Call to Order The meeting was called to order at 5:46 p.m. Mark Renaud sat as the Chair and John Prno acted as Recording Secretary for the meeting. 2. Adoption of Agenda Resolution #1 Moved By: Euclid Benoit Seconded By: Jeff Miller THAT the Agenda as prepared for the Airport Advisory Committee meeting of July 16, 2020 be adopted. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof None Declared 4. Adoption of Minutes of Previous Meeting 4.1. Minutes of the Meeting of June 18, 2020 The Corporation of the Town of Tillsonburg TILLSONBURG AIRPORT ADVISORY COMMITTEE July 16, 2020 5:30 p.m. Electronic Meeting MINUTES Page 189 of 199 Tillsonburg Airport Advisory Committee Meeting Minutes, July 16, 2020 - 2 - Resolution #2 Moved By: Euclid Benoit Seconded By: Jeff Miller THAT the Minutes of the Tillsonburg Airport Advisory Committee Meeting of June 18, 2020 be approved. Carried 5. Delegations and Presentations None 6. General Business & Reports 6.1. Airport Design Guidelines follow-up The Airport Design Working Group has met and will meet once more, and then provide their report to Dan Locke by July 21st. Dan noted that the draft guidelines were also provided to the next hangar builder for any feedback the builder could provide. 6.2. Safety Spreadsheet follow-up The tracking sheet was sent out to the committee members today and will be reviewed at monthly meetings. 6.3. Taxiway G1 Hangar Apron follow-up There is no retaining wall anticipated for this particular hangar. Engineering will be reviewing grade reduction options next week and expect to still be able to achieve less than 2%. The Airport Design Working Group will provide some suggestions that may help address this issue. 6.4. Town Owned Hangar Business Case Dan Locke noted that one way of making the airport sustainable is to rent hangar space rather than land. He is proposing this project be included in his 2021 Budget submission. Discussion ensued. The committee felt that a better return on investment come from a T-hangar design. Dan agreed but noted that no space is presently available to accommodate a T-hangar. This proposal would pilot the rental concept and we could build a T-hangar when additional taxiways and building space are approved. Discussion ensued and while the committee was supportive of the concept, it was decided that submission of the Hangar Business Case should be deferred until reviewed as part of the Airport Master Plan. Page 190 of 199 Tillsonburg Airport Advisory Committee Meeting Minutes, July 16, 2020 - 3 - 6.5. Trees at East End of Runway The ongoing safety concern was discussed by the committee. A number of remediation scenarios will be developed and brought back to the committee. 6.6. CAO Economic Impact Analysis for funding contributions from municipalities in Oxford County Dan Locke noted that work on this is ongoing and will return to committee 6.7. Master Plan RFP Scope review Dan Locke reviewed Section 2.0 of the proposed Airport Master Plan RFP, and asked for comments from the committee to be received by July 24th. 7. Correspondence None 8. Other Business None 9. Closed Session None required 10. Next Meeting The next meeting of the Airport Advisory Committee will be on August 20, 2020 at 5:30 p.m. 11. Adjournment Resolution # 3 Moved By: Deb Gilvesy Seconded By: Jeff Miller THAT the Airport Advisory Committee Meeting of July 16, 2020 be adjourned at 7:00 p.m. Carried Page 191 of 199 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-0 A BY-LAW to amend Zoning By-Law Number 3295, as amended. WHEREAS, the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to ‘SC-25’ the zone symbol of the lands so designated ‘SC-25’ on Schedule “A” attached hereto. 2. That Section 14.5 to By-Law Number 3295, as amended, is hereby further amended by adding the following at the end thereof: “14.5.25 LOCATION: LOT 1302 AND PART OF LOTS 1301, 1303 & 377, PLAN 500,NORTH SIDE OF SIMCOE STREET SC-25 (KEY MAP 30) 14.5.25.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any SC-25 zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: All uses permitted in Table 14.1; A cannabis retail store. 14.5.25.2 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any SC-25 Zone use any lot, or erect, alter, or use any building or structure for any purpose except in accordance with the following provisions: 14.5.25.2.1 For the purposes of this subsection, a cannabis retail store shall mean a retail store licensed by the Alcohol Gaming Commission of Ontario to sell cannabis and related accessories. 14.5.25.3 That all of the provisions of the SC Zone in Section 14.2 of this By-Law, as amended, shall apply and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” 3. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. Page 192 of 199 By-Law 2020-___ READ A FIRST AND SECOND TIME THIS 10TH day of AUGUST, 2020. READ A THIRD TIME AND FINALLY PASSED THIS 10TH day of AUGUST, 2020. MAYOR TOWN CLERK Page 193 of 199 L O T 1 3 0 1 L O T 1 3 0 3 L O T1 3 0 2 S.E. ANGLELOT 1303,PLAN 500 P A R T 1P L A N 4 1 R - 1 0 7 3 SIMCOE ST L O T3 7 7 P L A N 5 0 0 N11°45'45"W5.64 N59°41'50"W 12.05 N32 ° 1 0 ' 5 0 " W 15.9 2 N36° 3 1 ' 1 0 " W 2 0 . 8 9 N19°57'03"E 68.90N69°49'00"W 90.20N44°53'14"E 105.08SCHEDULE "A" LOT 1302 AND PART OF LOTS 1301, 1303 AND 377,PLAN 500, PART 1 PLAN 41R-1073TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO SC-25 NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR - Stephen Molnar TOWN CLERK - Michelle Smibert TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2020 TO BY-LAW No.© 7 0 7 14 213.5 METRES Þ Page 194 of 199 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-___ A BY-LAW to appoint an Acting Director of Finance and Treasurer and an Acting Deputy Treasurer and to repeal By-Laws 4063 and 4195. WHEREAS section 286 (1) of the Municipal Act, 2001, S.O. C 25 provides that a municipality shall appoint a treasurer who is responsible for handling all of the financial affairs of the municipality on behalf of and in the manner directed by the council of the municipality; AND WHEREAS section 286 (2) of the Municipal Act, 2001, S.O. C 25 provides that a municipality shall appoint a deputy treasurer who shall have all the powers and duties of the treasurer; AND WHEREAS The Council of the Corporation of the Town of Tillsonburg deems it is necessary and expedient to appoint an Acting Director of Finance and Treasurer and an Acting Deputy Treasurer 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 Sheena Pawliwec is hereby appointed as Acting Director of Finance and Treasurer for The Corporation of the Town of Tillsonburg; 2. THAT Denis Duguay is hereby appointed as Acting Deputy Treasurer for The Corporation of the Town of Tillsonburg; 3. THAT this By-Law is passed pursuant to the Section 286 of the Municipal Act, 2001 S.O. 2001, Chapter 25.; 4. THAT By-Law 4063 and By-Law 4195 are hereby repealed. 5. THAT this By-Law shall come into full force and effect upon passing. READ A FIRST AND SECOND TIME THIS 10th day of AUGUST, 2020. READ A THIRD AND FINAL TIME AND PASSED THIS 10th day of AUGUST, 2020. ___________________________ MAYOR – Stephen Molnar _____________________________ TOWN CLERK – Michelle Smibert Page 195 of 199 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-___ A BY-LAW to appoint a Property Standards Officer and Municipal Law Enforcement Officer for the Town of Tillsonburg. WHEREAS pursuant to the Municipal Act, 2001, S.O. 2001, c.25, as amended, the Council of a Municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under this or any other Act, to enable them to govern their affairs as they consider appropriate and to enhance th eir ability to respond to municipal issues; AND WHEREAS pursuant the Municipal Act, 2001, S.O. 2001, c. 25, as amended, requires that a municipality's capacity, rights, powers and privileges, shall be exercised by by-law; AND WHEREAS pursuant to the Building Code Act, S.O. 1992, c. 23, as amended, defines "officer" as a property standards officer who has been assigned the responsibility of administering and enforcing by-laws passed under Section 15.1 of the Act; AND WHEREAS pursuant to the Police Services Act, R.S.O. 1990, cP.15, as amended, a municipal council may appoint one or more Municipal Law Enforcement Officers to enforce the By-Laws of the Municipality; AND WHEREAS pursuant to the Fire Protection and Prevention Act, 1997, c. 4, as amended, provides that a municipality may appoint officers 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 the Act are being complied with; AND WHEREAS the Council of the Corporation of the Town of Tillsonburg considers it desirable to appoint a Property Standards Officer and Municipal Law Enforcement Officer; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT John Brekelmans be and is hereby appointed as Property Standards Officer and Municipal Law Enforcement Officer for the Town of Tillsonburg. 2. THAT this By-Law shall come into full force and effect upon passing. Page 196 of 199 By-Law 2020-___ Page 2 of 2 READ A FIRST AND SECOND TIME THIS 10th day of AUGUST, 2020. READ A THIRD AND FINAL TIME AND PASSED THIS 10th day of AUGUST, 2020. ___________________________ MAYOR – Stephen Molnar _____________________________ TOWN CLERK – Michelle Smibert Page 197 of 199 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-___ A BY-LAW to appoint an 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 an Acting Deputy Fire Chief, and that the Acting Deputy Fire Chief is also designated as the Deputy Community Emergency Management Coordinator (CEMC) for the Corporation of the Town of Tillsonburg; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT Vanessa Devolin be and is hereby appointed as an Acting Deputy Fire Chief and Alternate Community Emergency Management Coordinator for the Corporation of the Town of Tillsonburg to carry out the duties and responsibilities as set out in By-law 3190. 2. THAT this By-Law shall come into full force and effect upon passing. READ A FIRST AND SECOND TIME THIS 10th day of AUGUST, 2020. READ A THIRD AND FINAL TIME AND PASSED THIS 10th day of AUGUST, 2020. ___________________________ MAYOR – Stephen Molnar _____________________________ TOWN CLERK – Michelle Smibert Page 198 of 199 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2020-076 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 10th day of August, 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 August 10, 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 10th DAY OF AUGUST, 2020. READ A THIRD AND FINAL TIME AND PASSED THIS 10th DAY OF AUGUST, 2020. ________________________________ MAYOR – Stephen Molnar _______________________________ TOWN CLERK – Michelle Smibert Page 199 of 199