The URL can be used to link to this page

210927 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg Council Meeting AGENDA Monday, September 27, 2021 4:30 PM Electronic Meeting 1.Call to Order In Tillsonburg, as we gather on the traditional territory of indigenous peoples, dating back countless generations, we acknowledge the Anishinaabek (Ah-nish-in-a-bek), Haudenosaunee (Ho-den-no-show-nee) and Attawandaron (Add-a-won-da-run) peoples, showing respect for the long-standing relationships that Indigenous Nations have to this land, as they are the original caretakers. 2.Closed Session (4:30 p.m.) 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 and two personal matters about identifiable individuals, including municipal or local board employees. 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; 2.4.2.239 (2) (b) personal matters about identifiable individuals, including municipal or local board employees 2.4.3.239 (2) (b) personal matters about identifiable individuals, including municipal or local board employees; 2.5.Back to Open Session 3.Adoption of Agenda (6:00 p.m.) Proposed Resolution #2 Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council meeting of September 27, 2021, be approved. 4.Moment of Silence 5.Disclosures of Pecuniary Interest and the General Nature Thereof 6.Adoption of Council Minutes of Previous Meeting Proposed Resolution #3 Moved By: ________________ Seconded By: ________________ THAT the minutes of the Council meeting held on September 13, 2021, be approved. 7.Presentations 8.Public Meetings 9.Planning Reports 10.Delegations 11.Deputation(s) on Committee Reports 12.COVID-19 13.Information Items 13.1.Ministry of Municipal Affairs and Housing Re: Site Plan Control Guide 13.2.CN Rail Re: Rail Safety Week 2021 Proclamation request Proposed Resolution #4 Moved By: ________________ Seconded By: ________________ THAT Councli recieves the correspondence from the Ministry of Municipal Affairs Page 2 of 239 and Housing dated Septmeber 9, 2021 and the correspondence from CN Rail dated September 14, 2021, as information. 13.3.Southwestern Public Health Re: Vaccination Policies Proposed Resolution #5 Moved By: ________________ Seconded By: ________________ THAT Council receives the correspondence from the Medical Officer of Health for Southwestern Public Health Unit dated September 20, 2021, as information; AND THAT staff be directed to prepare a report regarding a Municipal Vaccination Policy, with various options and recommendations, for the next Council meeting of October 12, 2021. 14.Staff Reports 14.1.Chief Administrative Officer 14.2.Corporate Services 14.2.1.CS 21-21 Customer Services Centre Holiday Closure Proposed Resolution #6 Moved By: ________________ Seconded By: ________________ THAT the front office Customer Service Centre including water operations be closed the week between Christmas and New Year’s. 14.2.2.CS 21-26 Committee Appointments Proposed Resolution #7 Moved By: ________________ Seconded By: ________________ THAT a By-Law to amend By-Law 4247 Schedule A to appoint Scott Gooding and Taylor Campbell to the Recreation and Sports Advisory Committee and to appoint Nisha Khan-Dunn to the Cultural, Heritage and Special Awards Advisory Committee be brought forward for Council’s consideration. 14.3.Economic Development 14.3.1.EDM 21-25 Surplus Land Declaration – Alley Lands between 6 and 8 John Street Page 3 of 239 Proposed Resolution #8 Moved By: ________________ Seconded By: ________________ THAT Council receives Report EDM 21-25 Surplus Land Declaration – Alley Lands between 6 and 8 John Street; AND THAT the Alley Lands located between 6 John Street (Lot 606, Plan 500) and 8 John Street (Lot 607, Plan 500), and shown as a public road, be closed; AND THAT Alley Lands between 6 John Street and 8 John Street, to be described by a new reference plan, be declared surplus to the needs of the Town of Tillsonburg in accordance with Bylaw 2021-031 (land disposition) including suitable notification to the public. 14.3.2.EDM 21-27 RFP 2021-007 Wayfinding Signage Enhancements Proposed Resolution #9 Moved By: ________________ Seconded By: ________________ THAT Council receive report EDM 21-27 RFP 2021-007 Wayfinding Signage Enhancements; AND THAT Council award RFP 2021-007 Wayfinding Signage to Joker FX Inc of Goodwood, ON at a cost of $80,202 (not including net HST) - the lowest bid received satisfying all Tender requirements; AND THAT the project be funded by a combination of $30,000 in funds from the Economic Development Reserve (previously earmarked); AND THAT pre-budget approval for the remaining amount of $50,202 plus net HST be granted. 14.4.Finance 14.4.1.FIN 21-27 2022 Town and County of Oxford Public Budget Survey Results Proposed Resolution #10 Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 21-27 2022 Town and County of Oxford Public Budget Survey Results as information. 14.4.2.FIN 21-28 Council 2022 Pre-Budget Requests Proposed Resolution #11 Page 4 of 239 Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 21-28 Council 2022 Pre-Budget Requests; AND THAT Councillors communicate to staff any specific budgetary requests, where applicable, as identified in this report. 14.5.Fire and Emergency Services 14.6.Operations and Development 14.6.1.OPD 21-41 Fleet Replacement Program for Light Duty Vehicles Proposed Resolution #12 Moved By: ________________ Seconded By: ________________ THAT report OPD 21-41 Fleet Replacement Program for Light Duty Vehicles be received as information; AND THAT Council authorizes the transition of the Town’s light duty in- house fleet management program to a corporate leased ownership, maintenance, and management program; AND THAT Council authorizes the collaborative purchase award of a corporate leased ownership, maintenance, and management program to the Enterprise Fleet Management Leasing Program effective for a 10-year commitment subject to fleet management and inflation trends, funded from the Town’s annual operating budget. 14.6.2.OPD 21-42 TGO Christmas Bus Proposed Resolution #13 Moved By: ________________ Seconded By: ________________ THAT report OPD 21-42 T:GO Christmas Bus be received as information; AND THAT Council authorizes the T:GO In-Town bus to operate on Saturday November 27th, December 4th, 11th and 18th, 2021; AND THAT Sponsorship opportunities be made available to offset the associated 2021 budgeted operating cost. 14.7.Recreation, Culture and Parks 15.New Business Page 5 of 239 16.Consideration of Committee Minutes 16.1.Committee Minutes Proposed Resolution #14 Moved By: ________________ Seconded By: ________________ THAT Council receives the Memorial Park Revitalization Advisory Committee minutes dated September 15, 2021, the Dog Park Advisory Committee minutes dated September 14, 2021, the Transit Advisory Committee minutes dated September 21, 2021 and the Recreation and Sports Advisory Committee minutes dated September 22, 2021, as information. 17.Motions/Notice of Motions Proposed Resolution # Moved By: Councillor Esseltine Seconded By: ________________ THAT Committees of Council be offered a third option for committee meetings. Currently committee members can choose to meet virtually from individual remote locations, or a hybrid meeting format can be used with some members (up to seven people) in attendance at the council chambers and other committee members attending virtually from remote locations; AND THAT the third option to be considered at this time would be for all committee members to meet in person at a town facility large enough to accommodate up to 15 people while adhering to Southwestern Public Health Covid-19 requirements including individual masking, two metres of separation between persons attending, as well as proof of double vaccination. Individual committees will be able to select their preferred format. 18.Resolutions/Resolutions Resulting from Closed Session 19.By-Laws 19.1.A By-Law to authorize an agreement with the Power Workers' Union 19.2.A By-Law to authorize an agreement with the Tillsonburg Dispatchers Firefighters' Association 19.3.A By-Law to amend By-Law 4247 Schedule A (Committee Appointments) Proposed Resolution #15 Moved By: ________________ Seconded By: ________________ Page 6 of 239 THAT A By-Law to authorize an agreement with the Power Workers' Union; and A By-Law to authorize an agreement with the Tillsonburg Dispatchers Firefighters' Association; and A By-Law to amend By-Law 4247 Schedule A (Committee Appointments), be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 20.Confirm Proceedings By-law Proposed Resolution #16 Moved By: ________________ Seconded By: ________________ THAT By-Law 2021-102, to Confirm the Proceedings of the Council meeting held on September 27, 2021, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 21.Items of Public Interest 22.Adjournment Proposed Resolution #17 Moved By: ________________ Seconded By: ________________ THAT the Council meeting of September 27, 2021 be adjourned at ___ p.m Page 7 of 239 1 The Corporation of the Town of Tillsonburg Council Meeting MINUTES Monday, September 13, 2021 5:00 PM Electronic Meeting ATTENDANCE: Mayor Molnar Deputy Mayor Beres Councillor Esseltine Councillor Gilvesy Councillor Luciani Councillor Parker Councillor Rosehart Staff: Kyle Pratt, Chief Administrative Officer Michelle Smibert, Director of Corporate Services/Clerk Sheena Pawliwec, Director of Finance/Treasurer Shane Caskanette, Fire Chief Chris Baird, Director of Recreation, Culture and Parks Carlos Reyes, Director of Operations and Development Cephas Panschow, Development Commissioner Amelia Jaggard, Deputy Clerk _____________________________________________________________________ 1. Call to Order The meeting was called to order at 5:00 p.m. 2. Closed Session (5:00 p.m.) Resolution # 2021-379 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy Page 8 of 239 2 THAT Council move into Closed Session to consider two personal matters about identifiable individuals, including municipal or local board employees. Carried 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; 2.4.2 239 (2) (b) personal matters about identifiable individuals, including municipal or local board employees; 2.5 Back to Open Session 3. Adoption of Agenda (6:00 p.m.) Resolution # 2021-380 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT the Agenda as prepared for the Council meeting of September 13, 2021, be approved. 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 Council recognized and thanked hydro, public works and fire communications staff for their ongoing hard work in response to the severe weather event of Sunday night. Resolution # 2021-381 Moved By: Councillor Esseltine Seconded By: Councillor Luciani Page 9 of 239 3 THAT the minutes of the Council meeting held on August 9, 2021, and the minutes of the Special Council meeting held on August 30, be approved. Carried 7. Presentations 7.1 Chris Lockhart, Fleet Consultant at Enterprise Fleet Management (EFM) Re: Fleet Replacement Program Chris Lockhart, Fleet Consultant at Enterprise Fleet Management (EFM), presented a fleet synopsis. Opportunity was provided for comments and questions from Council. There was discussion regarding the process for making recommendations on when to sell a vehicle and what vehicles to select. Resolution # 2021-382 Moved By: Councillor Luciani Seconded By: Councillor Parker THAT Council receive the presentation by Chris Lockhart, Fleet Consultant from Enterprise Fleet Management (EFM) regarding the fleet replacement program, as information, AND THAT staff be directed to report back to Council with any recommendations. Carried 8. Public Meetings 9. Planning Reports 10. Delegations 11. Deputation(s) on Committee Reports 12. COVID-19 Concerns were noted regarding the Community Centre including crowds gathering at entrance doors waiting for them to be unlocked and that there is only one available shower. Page 10 of 239 4 Staff noted that proof of double vaccination for those 12 years and older will be required to enter the Community Centre. It was asked if the requirement of double vaccination would apply when the Community Centre is being utilized in emergency situations. Staff noted that facility use for emergency management was not identified as requiring proof of vaccination. Mayor Molnar asked that Deputy Mayor Beres assume position as Chair for the remainder of the meeting. 13. Information Items 13.1 Optometry OHIP Crisis 13.2 Tillsonburg Senior Centre Re: Yearly Update 13.3 Oxford County Council Resolution Re: COVID-19 Workplace Vaccination Policy Resolution # 2021-383 Moved By: Mayor Molnar Seconded By: Councillor Parker THAT the government commits to a formal negotiation process and that the government commits to reforms that no longer require Optometrists to have to pay out of their own pockets to see patients; AND THAT the Mayor correspond to the Minister of Health regarding same. Carried Resolution # 2021-384 Moved By: Councillor Parker Seconded By: Councillor Gilvesy THAT Council receive the correspondence from local optometrist Emily Manning dated August 10, 2021, and the correspondence from the Tillsonburg Senior Centre dated August 24, 2021, and the Oxford County Council resolution dated September 8, 2021, as information. Carried 14. Quarterly Reports Page 11 of 239 5 14.1 FIN 21-24 2021 Second Quarter Consolidated Financial Results Resolution # 2021-385 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council receives report FIN 21-24 2021 Second Quarter Consolidated Financial results as information. Carried 14.2 FIN 21-25 2021 Second Quarter Finance and Corporate Services Results 14.3 EDM 21-26 2021 Second Quarter Economic Development and Marketing Results 14.4 FRS 21-08 2021 Second Quarter Fire Services Results 14.5 OPD 21-40 2021Second Quarter Operations and Development Results 14.6 OPD 21-35 2021 Second Quarter Building, Planning, By-Law Services Results 14.7 RCP 21-24 2021 Second Quarter Recreation, Culture and Parks Results Staff confirmed labour costs for the vaccination clinic were funded by Southwestern Public Health. Resolution # 2021-386 Moved By: Councillor Esseltine Seconded By: Councillor Luciani THAT Council receives the 2021 Second Quarter Department Results, as information. Carried 15. Staff Reports 15.1 Chief Administrative Officer 15.1.1 CAO 21-11 Community Strategic Plan Rollout Page 12 of 239 6 Physical copies of the community strategic plan to be provided to Council members. Resolution # 2021-387 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT report CAO 21-11 Community Strategic Plan Rollout be received by Council for information; AND THAT Council direct staff to bring back a staff report outlining proposed Community Strategic Plan Goals for the upcoming year and defining (lead, project team, anticipated completion, resources required, and any dependencies or pre-requests) and Baseline Measurements. Carried 15.2 Corporate Services 15.2.1 CS 21-23 September 30, 2021 It was suggested that the clock tower lights be turned orange in recognition. Resolution # 2021-388 Moved By: Councillor Esseltine Seconded By: Councillor Parker WHEREAS the Truth and Reconciliation Commission released its final report on June 2, 2015, which included 94 Calls to Action to redress the legacy of residential schools and advance the process of Canadian reconciliation; AND WHEREAS the recent discoveries of remains and unmarked graves across Canada have led to increased calls for all levels of government to address the recommendations in the TRC's Calls to Action; AND WHEREAS all Canadians and all orders of government have a role to play in reconciliation; AND WHEREAS Recommendation #80 of the Truth and Reconciliation Commission called upon the federal government, in collaboration with Aboriginal peoples, to establish, as a statutory Page 13 of 239 7 holiday, a National Day for Truth and Reconciliation to ensure that public commemoration of the history and legacy of residential schools remains a vital component of the reconciliation process; AND WHEREAS the Federal Government has announced September 30th, 2021, as the first National Day for Truth and Reconciliation (National Orange Shirt Day) and a statutory holiday; THEREFORE, BE IT RESOLVED THAT the Council of the Town of Tillsonburg does hereby commit to recognizing September 30, 2021, as the National Day for Truth and Reconciliation (National Orange Shirt Day) by sharing the stories of residential school survivors, their families, and communities. Carried 15.2.2 CS 21-24 Land Acknowledgement Resolution # 2021-389 Moved By: Councillor Esseltine Seconded By: Mayor Molnar THAT the following land acknowledgement statement be adopted by council. In Tillsonburg, as we gather on the traditional territory of indigenous peoples, dating back countless generations, we acknowledge the Anishinaabek (Ah-nish-in-a-bek), Haudenosaunee (Ho-den-no- show-nee) and Attawandaron (Add-a-won-da-run) peoples, showing respect for the long-standing relationships that Indigenous Nations have to this land, as they are the original caretakers. AND FURTHER THAT this acknowledgement statement be made at the introduction of civic celebrations, official events. council meetings and presentations, as well as being printed on significant documents and the Town of Tillsonburg website. Carried 15.3 Economic Development 15.4 Finance 15.4.1 FIN 21-26 2021 OILC Debentures Page 14 of 239 8 Resolution # 2021-390 Moved By: Councillor Luciani Seconded By: Councillor Parker THAT Council receives report FIN 21-26 2021 OILC Debentures; AND THAT By-Law’s authorizing the Mayor and Treasurer to enter into financing agreements with the Ontario Infrastructure and Lands Corporation for $805,324 and $182,426, respectively, be brought forward for Council consideration. Carried 15.5 Fire and Emergency Services 15.6 Operations and Development 15.6.1 OPD 21-36 A and W Noise Mitigation Resolution # 2021-391 Moved By: Councillor Gilvesy Seconded By: Councillor Parker THAT report OPD 21-36 A&W Noise Mitigation be received as information. Carried 15.6.2 OPD 21-37 Building Inspector Intern Contract Extension Resolution # 2021-392 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT report OPD 21-37 Building Inspector Intern Contract Extension, be received as information; AND THAT Council continues to support the requirements set in the Ontario Building Code Act to ensure adequate staffing are in place to administer the Ontario Building Code; AND THAT Council directs staff to extend the Building Inspector Intern contract until March 15, 2022; Page 15 of 239 9 AND THAT Council approves the additional 2021 funding for this position in the amount of $8,400 to be funded by the direct increase in permit revenue/surplus; AND THAT Council authorizes the pre-budget approval for 2022 to fund this position in the amount of $14,400 to be supported by the building permit reserve. Carried 15.6.3 OPD 21-38 Tillsonburg Regional Airport Management Services It was noted that the Tillsonburg Airport Advisory Committee reviewed this staff report and were not supportive. There was discussion regarding the contents of the report. Staff noted that if approved staff would measure the success of the contract by tracking any complaints/issues, holding monthly meetings with the contractor and conducting a survey with the airport community to ask for feedback on the new management structure. Staff noted that if this is not approved the Town would begin a potentially lengthy recruitment process to fill the current vacancies. There was discussion regarding the airports currently managed by the proposed company. Reference checks have not been completed at this time. Resolution # 2021-393 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT report OPD 21-38 Tillsonburg Regional Airport Management Services, be received as information; AND THAT Council Authorizes the award of a one-year contract to The Loomex Group for the provision Management Services for the Tillsonburg Regional Airport. Carried Page 16 of 239 10 15.6.4 OPD 21-39 Utilization of the 2021 Tillsonburg Regional Airport Grant Staff will report to Oxford County Council in 2022. Resolution # 2021-394 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT report OPD 21-39 Utilization of the 2021 Tillsonburg Regional Airport Grant Revenue be received as information. Carried 15.7 Recreation, Culture and Parks 15.7.1 RCP 21-23 RCP Semi-Annual Activity Report Resolution # 2021-395 Moved By: Councillor Luciani Seconded By: Councillor Parker THAT report RCP 21-23 Semi-Annual Activity Report be received as information. Carried 16. New Business 17. Consideration of Committee Minutes 17.1 Committee Minutes Mayor Molnar left the meeting at 7:38 p.m. Resolution # 2021-396 Moved By: Councillor Esseltine Seconded By: Councillor Luciani THAT Council receive the Tillsonburg Dog Park Advisory Committee minutes dated August 10, 2021, the Cultural, Heritage and Special Awards Advisory Committee minutes dated August 11, 2021, the Parks, Beautification and Cemetery Advisory Committee minutes dated September 2, 2021 and the Tillsonburg Airport Advisory Committee minutes dated September 7, 2021, as information. Page 17 of 239 11 Carried 17.2 Long Point Region Conservation Authority Board of Directors Minutes Resolution # 2021-397 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT the Long Point Region Conservation Authority Board of Directors minutes dated July 7, 2021, be recieved as information. Carried 18. Motions/Notice of Motions Resolution # 2021-398 Moved By: Councillor Esseltine Seconded By: Councillor Luciani THAT new appointees to Committees of Council be recognized by name and that these names be included in both the Committee Appointment Report as well as the resolution to amend the By-Law and its related Schedule. Carried 19. Resolutions/Resolutions Resulting from Closed Session 20. By-Laws 20.1 By-Law 2021-097, to authorize an agreement with the Province of Ontario (municipal modernization program intake 2) 20.2 By-Law 2021-098, to authorize an application to Ontario Infrastructure and Lands Corporation (“OILC”) 20.3 By-Law 2021-099, to authorize an application to Ontario Infrastructure and Lands Corporation (“OILC”) Resolution # 2021-399 Moved By: Councillor Parker Seconded By: Councillor Luciani Page 18 of 239 12 THAT By-Law 2021-097, to authorize an agreement with the Province of Ontario (municipal modernization program intake 2); and By-Law 2021-098, to authorize an application to Ontario Infrastructure and Lands Corporation (“OILC”); and By-Law 2021-099, to authorize an application to Ontario Infrastructure and Lands Corporation (“OILC”), be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 21. Confirm Proceedings By-law Resolution # 2021-400 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT By-Law 2021-096, to Confirm the Proceedings of the Council meeting held on September 13, 2021, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 22. Items of Public Interest Upcoming Council meetings include: • Monday, September 20, 2021 at 4:30 p.m. for the purpose of holding public meetings for planning applications. • Monday, September 27, 2021 at 6:00 p.m. regular meeting 23. Adjournment Resolution # 2021-401 Moved By: Councillor Esseltine Seconded By: Councillor Luciani THAT the Council meeting of September 13, 2021 be adjourned at 7:43 p.m. Carried Page 19 of 239 234-2021-4132 September 9, 2021 Dear Head of Council: Our government believes everyone deserves a safe and affordable place to call home. Inadequate supply and high housing costs have made housing unattainable for too many people in Ontario. We want to reduce red tape and streamline development approvals so that we can help to put affordable home ownership in reach of more Ontario families, and provide more people with the opportunity to live closer to where they work. That is why I am pleased to provide you with this Site Plan Control Guide. This guide provides an overview of site plan control and shares best practices from some communities across Ontario which municipalities may consider implementing to make the site plan process more efficient. The Site Plan Control Guide also works to support The Provincial Policy Statement, 2020 and other recent changes to the land use planning system – including changes to the Planning Act through Bill 108, the More Homes, More Choice Act, 2019 and to A Place to Grow: Growth Plan for the Greater Golden Horseshoe. Collectively, these changes support key government priorities of increasing housing supply, supporting job creation and reducing red tape – while continuing to protect Ontarians’ health and safety and the environment, including the Greenbelt. If you have any questions about the Site Plan Control Guide, please email the Ministry at provincialplanning@ontario.ca. Sincerely, Steve Clark Minister c: Chief Administrative Officer 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 20 of 239 Page 1 of 1 From: Stephen Covey <marie-pier.triganne@cn.ca> Sent: September 14, 2021 1:21 PM To: Kyle Pratt <kpratt@tillsonburg.ca> Subject: We’d like to hear from you: Rail Safety Week 2021 Proclamation request CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or on clicking links from unknown senders. cn.ca Dear Mr. Pratt: Don’t forget to adopt the Rail Safety Week 2021 Proclamation Rail Safety Week will be held in Canada, the United States, and Mexico from September 20-26, 2021. As a proud neighbour of your community, CN is committed to help prevent accidents and injuries at rail crossings by collaborating on efforts to raise rail safety awareness to help keep your fellow citizens safe. We want to remind you of this important opportunity to become a powerful ally in rail safety efforts by adopting the attached resolution in support of Rail Safety Week. Like many other municipalities, by adopting the resolution your council can help prevent injuries in your community and save lives. Please send a copy of your proclamation by e-mail to Marie-Pier.Triganne@cn.ca or by mail to the address below and let us know about your plans to promote rail safety in your community. CN – Marie-Pier Triganne 935 de la Gauchetière Street West 16th floor Montreal, Quebec H3B 2M9 For questions or concerns about rail safety in your community, please contact our Public Inquiry Line at 1-888-888-5909. For additional information about Rail Safety Week 2021, please consult cn.ca/railsafety or operationlifesaver.ca. Sincerely, Stephen Covey Chief of Police and Chief Security Officer Page 21 of 239 (Draft Resolution) RESOLUTION IN SUPPORT OF RAIL SAFETY WEEK Whereas Rail Safety Week is to be held across Canada from September 20 to 26, 2021; Whereas it is in the public’s interest to raise citizens’ awareness of the dangers of ignoring safety warnings at level crossings and trespassing on rail property to reduce avoidable deaths, injuries and damage caused by incidents involving trains and citizens; Whereas Operation Lifesaver is a public/private partnership whose aim is to work with the public, rail industry, governments, police services, media and others to raise rail safety awareness; Whereas CN has requested City Council adopt this resolution in support of its ongoing efforts to raise awareness, save lives and prevent injuries in communities, including our municipality; It is proposed by Councillor ________________________________________ seconded by Councillor ________________________________________ It is hereby RESOLVED to support national Rail Safety Week to be held from September 20 to 26, 2021. Page 22 of 239 www.swpublichealth.ca St. Thomas Site Administrative Office 1230 Talbot Street St. Thomas, ON N5P 1G9 Woodstock Site 410 Buller Street Woodstock, ON N4S 4N2 September 20, 2021 RE: Workplace Vaccination Policies Strongly Recommended To: Employers and Business Operators in Elgin County, Oxford County, and the City of St. Thomas Workplaces across our community have worked hard to control the spread of COVID-19; we truly appreciate the sacrifices you have made and your adherence to public health measures. You may have heard that Ontario has entered the fourth wave of the COVID-19 pandemic, with the more transmissible and dangerous Delta variant dominating. This fall, the risk of COVID-19 transmission in workplaces still exists; we continue to see cases and outbreaks in many workplaces and public settings. To avoid more restrictive public health measures and closures of workplaces across our community, we need to work together to make workplaces and indoor settings as safe as possible. Employers have an obligation to maintain a safe work environment and take every precaution reasonable to protect their workers under the Occupational Health and Safety Act. Many public health measures are already in place to help keep workplaces safe and open, including mandatory masking indoors, physical distancing, and screening of employees. However, the COVID-19 vaccine is one of the best ways to protect your workplace from the risks of COVID-19. The vaccine is safe and effective at reducing virus spread and protecting against serious illness, hospitalization, and death. As of September 19th, 78.8% of the eligible population (12+) in our community is fully vaccinated. However, we must continue to reach more individuals to achieve our goal of at least 90% of the eligible population being fully immunized. Workplaces can help encourage vaccination by implementing a voluntary vaccination policy to prevent new cases, outbreaks, deaths, and business closures. Therefore, I strongly recommend all employers and business operators institute a workplace vaccination policy that ensures staff, volunteers, on-site contractors, and other personnel are fully vaccinated (if eligible) to protect their employees and the public from COVID-19. Workplace vaccination policies will help safeguard your work environment and help us achieve higher overall vaccination in the population. To support you in developing this policy, Southwestern Public Health has created a “Guidance on Developing Workplace Vaccination Policies.” This includes a sample policy letter that you can adapt for use in your workplace. Please visit www.swpublichealth.ca/WorkplacesCOVID19 to access this electronic guidance. Your workplace policy should be in writing and adhere to the Occupational Health and Safety Act, the Ontario Human Rights Code, and privacy laws. Page 23 of 239 2 / 2 Additionally, I wish to highlight critical public health measures which all workplaces should be implementing, if not already, to reduce the risk of COVID-19 transmission. • Ensure Compliance with Proof of Vaccination Requirements outlined by the Province: Effective September 22, 2021, the Provincial government will require Ontarians to be fully vaccinated and provide proof of vaccination along with photo ID to access higher risk public settings and facilities. Therefore, all settings and facilities identified by the Province should ensure that they are in compliance with these requirements as soon as possible. • COVID-19 Screening: All employees, even those fully vaccinated, must be screened for COVID-19 every day before attending work on-site or in-person. The provincial workplace screening tool can be found at https://covid-19.ontario.ca/screening/worker/. Workers who fail active screening (by answering any question ‘yes’ in the provincial screening tool) must get tested and be restricted from entering the workplace. • Remote Work: Enable employees to work from home wherever reasonably possible. • Physical Distancing: Ensure the number of employees on-site is limited so that physical distancing of 2 metres between employees can be maintained. Employees should be provided with a safe space to take their breaks that allows for physical distancing when face coverings are removed for eating. • Face Coverings: Face coverings that cover the mouth, nose and chin must be worn in all indoor spaces, with limited exceptions. Fully vaccinated employees must still comply with face covering requirements. If employees work within 2 metres of individuals not wearing a face covering, eye protection is also required. See Ontario Regulation 364/20 for more information. • Rapid Antigen Testing: Rapid tests are a tool to help screen asymptomatic employees for COVID-19. It is one of many other measures that can help prevent the spread of COVID-19 in the workplace. Unvaccinated staff should be tested at least once per week, and preferably 2-3 times per week. Employees who screen positive should go to a local assessment centre to obtain a PCR test to confirm if they are infected with COVID-19. Provincial guidance is available for organizations interested in using rapid tests to screen asymptomatic employees before entering the workplace (see https://covid- 19.ontario.ca/provincial-antigen-screening-program). Implementation of these critical public health measures will ensure that the risk of COVID-19 transmission is reduced in our workplaces and businesses. Thank you for being such a critical part of the solution and for your ongoing commitment to your employees and patrons' wellbeing and to the pandemic response in Ontario. Sincerely, Dr. Joyce Lock, MD, MSC, FRCPC Medical Officer of Health Southwestern Public Health Page 24 of 239 Page 1 of 3 Subject: Customer Service Centre – Holiday Closure Report Number: CS 21-21 Department: Corporate Services Department Submitted by: Director of Corporate Services/Clerk Meeting Type: Council Meeting Meeting Date: Monday, September 27, 2021 RECOMMENDATION THAT the front office Customer Service Centre including water operations be closed the week between Christmas and New Year’s. BACKGROUND Many municipalities across Ontario close their offices between Christmas and New Year’s including municipalities as large a London and small rural ones. Oxford County including the following municipalities also close during this period: Woodstock, Zorra, East Zorra Tavistock and Norwich. Traditionally, municipalities report minimal activity during this period as many businesses typically close and people take time off to spend with family. DISCUSSION In Tillsonburg, the Corporate Office shuts down between Christmas and New Year’s with staff having to take vacation time to cover off the period where statutory holiday pay is not provided. This causes an inequity as the Customer Service Centre remains open with staff at the Centre having to work. (Note: public works and recreation services continue to work during this period). The teams that work out of the customer service Centre have been asked for input on the proposed closure and there is overwhelming support to close the Centre during the holiday break. The back office consists of water and hydro operation. The Director of Operations has asked for the water department to be included in the shutdown and the Interim General Manager of Hydro has indicated Page 25 of 239 CS 21-21 Page 2 of 3 that Hydro staff will be working during this period as the current structure does not support the team members taking vacation time with possible call-out notice. In 2021, the Customer Service Centre would be closed on Monday December 27 (for Christmas Day which falls on the Saturday) and Tuesday December 28 (for Boxing Day which falls on the Sunday), and half day on the 31st for New Year’s Eve anyway to meet the required holiday dates observed by the Town. This leaves Wednesday December 29th, Thursday December 30th and half day on December 31st in which the offices would be open. This means that the staff would need to use 2.5 days of vacation to cover the rest of the week if a decision was made to close the offices. There normally isn’t more than a three to four-day stretch of time off between Christmas and New Year’s depending on where it falls but staff would monitor and adjust any closure if necessary. COVID has certainly shown us that residents are able and willing to use electronic payment systems (PAP), drop box and the website to help with any of their questions or service delivery needs and we anticipate that in -person traffic will lessen even after COVID as we try to make as much information available on our website and allow for different payment options. With respect to emergency situations that might arise from an operations perspective (watermain break), these services will continue to be monitored and followed up by on - call staff similar to emergency situations that occur outside of normal working hours. If Council supports the request to close the Customer Service Centre during the holiday break then staff will certainly provide communications in advance of the closure should anyone need to take care of any business related matters. CONSULTATION Finance, Operations and Development, Hydro and Water, Customer Service and SLT FINANCIAL IMPACT/FUNDING SOURCE From a wastewater perspective, there is some financial impact in terms of providing for on-call support for those employees that are asked to take vacation time over this closure. In the event of a watermain break (there have only been two breaks in the month of December over the past three years and none between Christmas and New Year’s), the regular call out provisions would apply. A watermain break on average costs the Town between $3,000 and $5,000 which includes both time and materials. Page 26 of 239 CS 21-21 Page 3 of 3 CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – Enhance employee engagement and training as the foundation for exceptional customer service. Priority Project – Not Applicable. W hile there is no priority project, increasing staff satisfaction results in higher engagement which positively impacts customer service. ATTACHMENTS Appendix A – none Page 27 of 239 Page 1 of 2 Subject: Committee Appointments Report Number: CS 21-26 Department: Corporate Services Department Submitted by: Amelia Jaggard, Deputy Clerk Meeting Type: Council Meeting Meeting Date: Monday, September 27, 2021 RECOMMENDATION THAT a By-Law to amend By-Law 4247 Schedule A to appoint Scott Gooding and Taylor Campbell to the Recreation and Sports Advisory Committee and to appoint Nisha Khan-Dunn to the Cultural, Heritage and Special Awards Advisory Committee be brought forward for Council’s consideration. DISCUSSION A public notice was posted asking residents to apply to the Recreation and Sports Advisory Committee. The terms of reference for the committee requires a minimum of seven members and a maximum of nine members; the committ ee is currently comprised of seven members. An advertisement seeking applications was included in the newspaper on September 1 and September 8, as well as posted on the Town’s website and Facebook page. The deadline for applications was September 13. There were five submissions received. The Council Nominating Committee consisting of Mayor Stephen Molnar, Councillor Gilvesy, Councillor Luciani and the Town Clerk met to review the applications on September 20. The Council Nominating Committee recommends that Scott Gooding and Taylor Campbell be appointed to the Recreation and Sports Advisory Committee and that Nisha Khan-Dunn be appointed to the Cultural, Heritage and Special Awards Advisory Committee. The terms of reference for the Cultural, Heritage and Special Awards Advisory Committee requires a minimum of seven members and a maximum of ten members; the committee is currently comprised of nine members. Page 28 of 239 CS 21-26 Page 2 of 2 A by-law to appoint the additional members will be brought before Council for consideration. By-Law 4247 Schedule A has been updated to reflect recent member resignations from advisory committees by removing the following names. There are no other identified vacancies to be filled at this time: Don Baxter, Recreation and Sports Advisory Committee Vern Fleming, Cultural, Heritage and Special Awards Advisory Committee FINANCIAL IMPACT/FUNDING SOURCE None. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – Engage community groups, including advisory committees and service organizations, in shaping municipal initiatives. Priority Project – Not applicable. ATTACHMENTS None. Page 29 of 239 Page 1 of 7 Subject: Surplus Land Declaration – Alley Lands between 6 and 8 John St Report Number: EDM 21-25 Department: Economic Development Department Submitted by: Cephas Panschow Meeting Type: Council Meeting Meeting Date: Monday, September 27, 2021 RECOMMENDATION THAT Council receives Report EDM 21-25 Surplus Land Declaration – Alley Lands between 6 and 8 John Street; AND THAT the Alley Lands located between 6 John Street (Lot 606, Plan 500) and 8 John Street (Lot 607, Plan 500), and shown as a public road, be closed; AND THAT Alley Lands between 6 John Street and 8 John Street, to be described by a new reference plan, be declared surplus to the needs of the Town of Tillsonburg in accordance with Bylaw 2021-031 (land disposition) including suitable notification to the public. BACKGROUND The Town of Tillsonburg Committee of Adjustment approved Application File A06- 21, submitted by Tillsonburg Properties for Community Living, for lands described as Lot 606, Plan 500, Town of Tillsonburg, as it relates to permission to extend an existing legal non-conforming use to permit the construction of an exterior stairway addition to an existing multiple unit dwelling. As part of that process, the Operations and Development Department identified that the lands immediately to the East of this property are Town-owned and suggested that these lands be considered for potential surplusing through the Town’s land disposition process. Notice has been circulated to Town Departments and Tillsonburg Hydro In with no concerns being raised so staff is recommending that the lands be declared surplus to the Town’s needs. It is anticipa ted that the lands would be sold to one or both of the adjacent property owners. Page 30 of 239 EDM 21-25 Page 2 of 7 DISCUSSION The lands between 6 and 8 John Street are approximately 6 metres (20 feet) wide and 16 metres (52 feet) long and comprise approximately 1,100 square feet of land area. While the Alley is currently shown as an open road allowance, it is not a paved surface nor does there appear to be any municipal or public use of the property. Subject Property: Lands between 6 and 8 John Street Properties Page 31 of 239 EDM 21-25 Page 3 of 7 Town staff have determined that there is no municipal need for the lands and the Development Commissioner is recommending that they be declared surplus and sold to the adjacent property owners. CONSULTATION Department Comment Response/Reason Building and Bylaw The adjacent property has access options on the other side of the building (west side), however, having access to the road allowance would be convenient for them. No other comments/ concerns. Clerks Requested to check with the Town’s solicitor to see if the Town needs to stop up and close the road allowance Duncan, Linton LLP has advised that there is very little risk that anyone would claim right of public access over an alley where the Town has not passed a by- law opening or assuming it as a public highway and no public money has been spent to improve or maintain it. That being said, a road closing by-law Page 32 of 239 EDM 21-25 Page 4 of 7 would help abate the risk of the Town having to invest effort in future access disputes between neighbours. Engineering No comments or concerns Fire Department No comments or concerns Planning No concerns with the proposed closure and conveyance of the alleyway. It has very limited development potential on its own. Recreation, Culture & Parks No comments or concerns Tillsonburg Hydro Inc No comments or concerns Duncan, Linton LLP A title search has been completed with no easements or restrictive covenants found Notice of the potential surplus property will be provided in accordance with Bylaw 2021- 031, 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. FINANCIAL IMPACT/FUNDING SOURCE If approved, 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 legal and survey costs related to the transaction. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth Page 33 of 239 EDM 21-25 Page 5 of 7 ☐ Connectivity and transportation ☒ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. This report does not relate to a specific section of the Community Strategic Plan . However, responding to citizen inquiries regarding Town owned properties and bringing forward lands for potential surplus declaration supports a higher level of Customer Service to the community. ATTACHMENTS Appendix A – Excerpt from Part 9, Judges’ Plan 500 Page 34 of 239 EDM 21-25 Page 6 of 7 Appendix A – Legal Plans Excerpt from Part 9, Judges’ Plan 500 Plan 41R-4383 Page 35 of 239 EDM 21-25 Page 7 of 7 Page 36 of 239 Page 1 of 4 Subject: RFP 2021-007 Wayfinding Signage Enhancements Report Number: EDM 21-27 Department: Economic Development Department Submitted by: Cephas Panschow, Development Commissioner Meeting Type: Council Meeting Meeting Date: Monday, September 27, 2021 RECOMMENDATION THAT Council receive report EDM 21-27 RFP 2021-007 Wayfinding Signage Enhancements; AND THAT Council award RFP 2021-007 Wayfinding Signage to Joker FX Inc of Goodwood, ON at a cost of $80,202 (not including net HST) - the lowest bid received satisfying all Tender requirements; AND THAT the project be funded by a combination of $30,000 in funds from the Economic Development Reserve (previously earmarked); AND THAT pre-budget approval for the remaining amount of $50,202 plus net HST be granted. BACKGROUND The purpose of this report is to seek Council approval to award a contract for the supply and installation of enhanced Wayfinding Signage in the Town of Tillsonburg. Town Council approved the existing wayfinding signage in October 2010 with installation being completed in 2011. Since the existing wayfinding signage was installed, a number of factors have changed necessitating an update to the existing signage. These factors include increased Accessibility requirements, the Town’s new branding in 2016, and the identification of a number of enhancements. DISCUSSION Nineteen companies registered to review the Request for Proposal documents with three proposals received as follows: Page 37 of 239 EDM 21-27 Page 2 of 4 Bidder Location Bid Amount Joker FX Inc Goodwood, ON $80,202 12679159 Canada Inc.(McBain Signs & Graphic Design) St. Thomas, ON $105,091 Spectra Advertising Concord, ON $195,795 The three proposals received have been analyzed, and, based on the information provided, staff is recommending that Council award the project to Joker FX Inc. CONSULTATION This project had undergone an extensive consultation process as follows:  Memorial Park Revitalization Committee - March 17  Accessibility Committee - April 6  Manager's Meeting - April 7  Economic Development Advisory Council - April 13  BIA Board of Management - April 20  Brand compliance review - Ongoing  Engineering / Public Works Departments and Tillsonburg Hydro Inc - Ongoing In terms of the RFP, it was released on August 15, 2021 with a response deadline of September 1, 2021. The tender was advertised in the Norfolk & Tillsonburg News, Tillsonburg Bids and Tenders and Biddingo. FINANCIAL IMPACT/FUNDING SOURCE The 2020 Economic Development & Marketing Capital Budget contained a $30,000 budget carry-forward for wayfinding signage. The lowest tender amount received by the town (Joker FX Inc.) is $80,202 plus net HST of $1,412 for a total cost of $81,614. This amount is $51,614 more than budgeted. However, the tender price is broken down into two phases that are intended to span across two budget years (2021 and 2022):  Phase 1 (2021) consists of replacing existing signage at 25 locations, which involves; exchanging current signs with larger signs at some locations, refurbishing or replacing posts and removing and/or relocating posts. Phase 1 is tentatively scheduled for installation before December 2021, pending council approval, but may be deferred until Spring 2022 due to timing as signage installation must be completed before the winter. Joker FX Inc.’s tender amount for Phase 1 is $52,410 plus net HST of $922.42 for a total of $53,332.42. Page 38 of 239 EDM 21-27 Page 3 of 4  Phase 2 (2022) consists of all new signage and new post constructions for 23 site locations. Joker FX Inc.’s tender amount for Phase 2 is $27,792 plus net HST of $489.14 for a total of $28,281.14. There will be future costs for phase 3 of the Wayfinding Project, which will be identified at future date. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☒ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction – Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg. While this report relates most to the Lifestyle and Amenities Goal of the Community Strategic Plan and the Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg Strategic Direction, it also supports a number other Strategic Directions indirectly including:  Engage community groups, including advisory committees and service organizations, in shaping municipal initiatives  Position Tillsonburg as a leader in the municipal sector  Promote, preserve and enhance the downtown core as the retail centre and community hub for Tillsonburg Page 39 of 239 EDM 21-27 Page 4 of 4 Priority Project – Not applicable. ATTACHMENTS Appendix A – Wayfinding Signage Proposed Implementation Plan Appendix B – Additional Consultation Page 40 of 239 Economic Development & Tourism Wayfinding Signage 2021 Proposal • August 2021 Page 41 of 239 1. 2 Wayfinding Signage - Current................................................................................................................................................Page 3 2021 Wayfinding Signage Page 4 - 6 Signs & Locations......................................................................................................................................................................................Page 16 - 73 Next Steps...........................................................................................................................................................................................Page 74 Appendix.................................................................................................................................................................................................Page 76 - 78 Access Points..................................................................................................................................................................................................Page 9 Routing .......................................................................................................................................................................................................................Page 10 Formats......................................................................................................................................................................................................................Page 7 Downtown Symbol ...................................................................................................................................................................................Page 8 Phases.........................................................................................................................................................................................................................Page 11 - 15 Design & Strategy...................................................................................................................................................................................... TABLE OF CONTENTS Page 42 of 239 1. 3 WAYFINDING SIGNAGE • CURRENT Page 43 of 239 1. 4 1. Design updates: • Current brand image • Clean & simple design • Larger font in “Tillsonburg blue”, presented on a white background for high contrast and improved readability 2. Emphasis on the Downtown area • Design elements include a ‘Downtown’ callout box and the downtown logo/ symbol, where possible • Distinguishes downtown as a key destination for visitors and residents • Keeps the downtown area top-of-mind • In support of a 'shop local' mindset 2021 WAYFINDING SIGNAGE • DESIGN & STRATEGY Page 44 of 239 1. 5 3. Large entrance signs also serve as 'Brag Boards' 4. New/enhanced signage for tourism locations • Improved wayfinding for key tourism attractions in Tillsonburg (Community Centre, Soccer Park and Waterpark) • Helps visitors find these key tourism locations • New signage located at tourism site exits will promote Tillsonburg’s amenities and direct departing visitors to the downtown area 5. Added locations • Annandale Ball Diamonds, Cemetery, Lake Lisgar, Memorial Park, Tillson Ave Business Area, The Great Trail and the Transfer Station 2021 WAYFINDING SIGNAGE • DESIGN & STRATEGY Page 45 of 239 1. 6 Keep it simple - Clear, consistent and concise Show only what is needed - Information shown is relevant to the space, location and / or navigation path No excessive information - Unnecessary elements are excluded to create a clear visual environment ahead Make it easy to read - Font size and contrast are maximized WAYFINDING BEST PRACTICES OBSERVED 2021 WAYFINDING SIGNAGE • DESIGN & STRATEGY Page 46 of 239 1. 7 FORMATS 96” W X 96”H 6” font size 36”W X 36”H 4” font size 46”W x 72”H 5.5” font size 32”W X 18”H 3 - 4” font size LARGE ENTRANCE SIGNS Wayfinding & Tourism “Brag Boards” MEDIUM NARROW DIRECTIONAL SIGNS SMALL (2) DIRECTIONAL SIGNS (replaces blades) SMALL (1) DIRECTIONAL SIGNS (replaces blades) Page 47 of 239 1. 8 DOWNTOWN SYMBOL • Communicates the significance of the downtown area to keep the district top-of-mind • Supports a "shop local" mindset • A bread-crumbs approach sets up an expectation of what the downtown area will look like. When a visitor arrives downtown and sees the corresponding signage it creates a "sense of arrival" Page 48 of 239 1. 9 x x x ACCESS POINTS x NEW NEW Gateway Signage LEGEND Entrance Signage No Signage - Secondary entrances accessed by local/rural traffic x Gateway Signage Page 49 of 239 1. 10 ROUTING Traffic is directed onto Broadway and flows into into the downtown area. Page 50 of 239 1. 11 PHASES Page 51 of 239 1. 12 MEMORIAL PARK THE BRIDGES AT TILLSONBURG GOLF FAIRGROUNDS OPTIMIST BALL DIAMOND WESTMOUNT PARK TROTTIER PARK BERT NEWMAN PARK CADMAN PARK CORONATION PARK CRANBERRY PARK GLENDALE PARK GYLVESZY PARK LAKE LISGAR WATER PARK PARTICIPARK SOUTHRIDGE PARK SOUTHSIDE POOL TILLSONBURG CONSERVATION AREA N O R F O L K C O U N T Y M U N I C I P A L I T Y O F B A Y H A M T O W N S H I P O F S O U T H -W E S T O X F O R D T O W N O F T I L L S O N B U R G T O W N S H I P O F N O R W I C H BROCK S T WJOHN S T LI SGARAVEESSELTINE DR FIRST ST MAGNOLIADR TRILLIUM DR PEARL ST HILLYNDALE RDCAT ALLEYBOBOLINKDR DURHAM ST DEV ONSHI REAVEWILLIAM ST QUEEN STGLENDALEDRBROOKSIDE LANE LOND O N S T W RIDOU T S T W HARVEY STEARLE ST ZENDA LINEEBERT ALLEYC E N T E N N I A L AVE ANDOVERAVELINCOLN ST S EGAL DR JAMES AVE FOURTH ST O W L D R V E N IS O N S T W SOUTH RIDGE RD DEREHAMDR PEACH STHEMLOCK D R PARKAVEGIBSON D R BROCK ST EANN STHYMAN ST JOSEPH ST FRANK STARBO R LANE PARK PL BAL L A L L E YTANAGER DRVICTORIA STHOWEAVEB R ID G E S T W WOLF S T WABASH RD TOWN LINE RD MALL RD R I D G E B LV D VAN ST BAYHAM TOWN LINELOWRIECRESGEORGE ST S T O N E Y CRTTULIP DRVER N A D R BRIDGE S T E WESTTOWN LINELANGREL LAVEBELMONT AVE BECKETT BLVD SYCAMORE DR LINDSAY ST PINE STROBINRD K AM PSC RES PRESSEY RD WOODSIDE D RPRIMROSE DRMCGUIRE CRESMORNING GLORY DRFRANCES ST BLOOMERSTLORRAINEAVENEWELL RD HAWKINS RD SPRUCE STBORDENCRES HARVESTAVENEW RD LOWRIE LINEROKEBY SRWESTONDRMAPLE LANEWILSON AVEGLENRIDGERD ROL PH STTILLSONSTONTARIOSTKING STWOODC OCKDRKARA LANEBALL STALLENSTBEECH BLVD CEDAR STHOGARTH DRDENRI CHAVEWINDEMEREAVEDELEVANCRESVAN NORMAN DRBARKER ST FERNWOOD DRALEXANDERAVEDEVON CRTPARKWOODDRWOODLAND CRES HARDY AVEADAMS AVEHERFORD ST BIR CHDRS E R E S D R OLDVIENNARDE L M S T C L E A R V I E W D R EDWI N C R E S JONES C RESCOLINAV E CONCESSION ST E B A L D W IN ST BELL MI LL SI DERDCONCESSION ST WQUARTER TOWN LINECRANBERRY RDNORTH ST E SIM C O E S T NORTH ST W P O T T E R S R D JOHNPOUNDRD C O R N E LL R D KELLETT RDBROWNSVILLE RD TILLSON AVEBROADWAYREGIONALROAD19BAYHAM DRIVEPP 7 5 3 2 16 13 14 19 11 18 6 PHASE 1 Page 52 of 239 1. 13 MEMORIAL PARK THE BRIDGES AT TILLSONBURG GOLF FAIRGROUNDS OPTIMIST BALL DIAMOND WESTMOUNT PARK TROTTIER PARK BERT NEWMAN PARK CADMAN PARK CORONATION PARK CRANBERRY PARK GLENDALE PARK GYLVESZY PARK LAKE LISGAR WATER PARK PARTICIPARK SOUTHRIDGE PARK SOUTHSIDE POOL TILLSONBURG CONSERVATION AREA N O R F O L K C O U N T Y M U N I C I P A L I T Y O F B A Y H A M T O W N S H I P O F S O U T H -W E S T O X F O R D T O W N O F T I L L S O N B U R G T O W N S H I P O F N O R W I C H BROCK S T WJOHN S T LI SGARAVEESSELTINE DR FIRST ST MAGNOLIADR TRILLIUM DR PEARL ST HILLYNDALE RDCAT ALLEYBOBOLINKDR DURHAM ST DEVONSHIRE AVEWILLIAM ST QUEEN STGLENDALEDRBROOKSIDE LANE LOND O N S T W RIDOU T S T W HARVEY STEARLE ST ZENDA LINEEBERT ALLEYC E N T E N N I A L AVE ANDOVERAVELINCOLN ST S EG AL DR JAMES AVE FOURTH ST O W L D R V E N IS O N S T W SOUTH RIDGE RD DEREHAMDR PEACH STHEMLOCK D R PARKAVEGIBSON D R BROCK ST EANN STHYMAN ST JOSEPH ST FRANK STARBO R LANE PARK PL BAL L A L L E YTANAGER DRVICTORIA STHOWEAVEB R ID G E S T W WOLF S T WABASH RD TOWN LINE RD MALL RD R I D G E BLVD VAN ST BAYHAM TOWN LI NELOWRIECRESGEORGE ST S T O N E Y CRTTULIP DRVER N A D R BRIDGE S T E WESTTOWN LINELANGREL LAVEBELMONT AVE BECKETT BLVD SYCAMORE DR LINDSAY ST PINE STROBINRD K AM PSC RES PRESSEY RD WOODSIDE D RPRIMROSE DRMCGUIRE CRESMORNING GLORY DRFRANCES ST BLOOMERSTLORRAINEAVENEWELL RD HAWKINS RD SPRUCE STBORDENCRES HARVESTAVENEW RD LOWRIE LINEROKEBY SRWESTONDRMAPLE LANEWILSON AVEGLENRIDGERD ROL PH STTILLSONSTONTARIOSTKING STWOODC OCKDRKARA LANEBALL STALLENSTBEECH BLVD CEDAR STHOGARTH DRDENRI CHAVEWINDEMEREAVEDELEVANCRESVAN NORMAN DRBARKER ST FERNWOOD DRALEXANDERAVEDEVON CRTPARKWOODDRWOODLAND CRES HARDY AVEADAMS AVEHERFORD ST BIR CHDRS E R E S D R OLDVIENNARDE L M S T C L E A R V IE W DR EDWI N C R E S JONES C RESCOLINAV ECONCESSION ST E BA L DWI N S T BELL MILL SIDERDCONCESSION ST WQUARTER TOWN LINECRANBERRY RDNORTH ST E SIM C O E S T NORTH ST W P O T T E R S R D JOHNPOUNDRD C O R N ELL R D KELLETT RDBROWNSVILLE RD TILLSON AVEBROADWAYREGIONALROAD19BAYHAM DRIVEPP 30 24 28 33 36 A-3 38A-4 44 43 41 40 35 47 PHASE 1 (con't) Page 53 of 239 1. 14 MEMORIAL PARK THE BRIDGES AT TILLSONBURG GOLF FAIRGROUNDS OPTIMIST BALL DIAMOND WESTMOUNT PARK TROTTIER PARK BERT NEWMAN PARK CADMAN PARK CORONATION PARK CRANBERRY PARK GLENDALE PARK GYLVESZY PARK LAKE LISGAR WATER PARK PARTICIPARK SOUTHRIDGE PARK SOUTHSIDE POOL TILLSONBURG CONSERVATION AREA N O R F O L K C O U N T Y M U N I C I P A L I T Y O F B A Y H A M T O W N S H I P O F S O U T H -W E S T O X F O R D T O W N O F T I L L S O N B U R G T O W N S H I P O F N O R W I C H BROCK S T WJOHN S T LI SGARAVEESSELTINE DR FIRST ST MAGNOLIADR TRILLIUM DR PEARL ST HILLYNDALE RDCAT ALLEYBOBOLINK DR DURHAM ST DEV ONSHI REAVEWILLIAM ST QUEEN STGLENDALEDRBROOKSIDE LANE LOND O N S T W RIDOU T S T W HARVEY STEARLE ST ZENDA LINEEBERT ALLEYC E N T E N N I A L AVE ANDOVERAVELINCOLN ST S EGAL DR JAMES AVE FOURTH ST O W L D R V E N IS O N S T W SOUTH RIDGE RD DEREHAMDR PEACH STHEMLOCK D R PARKAVEGIBSON DR BROCK ST EANN STHYMAN ST JOSEPH ST FRANK STARBO R LANE PARK PL BAL L A L L E YTANAGER DRVICTORIA STHOWEAVEB R ID G E S T W WOLF S T WABASH RD TOWN LINE RD MALL RD R I D G E B LV D VAN ST BAYHAM TOWN LINELOWRIECRESGEORGE ST S T O N E Y CRTTULIP DRVER N A D R BRIDGE S T E WESTTOWN LINELANGREL LAVEBEL MONT AVE BECKETT BLVD SYCAMORE DR LINDSAY ST PINE STROBINRD K AM PSC RES PRESSEY RD WOODSIDE D RPRIMROSE DRMCGUIRE CRESMORNING GLORY DRFRANCES ST BLOOMERSTLORRAINEAVENEWELL RD HAWKINS RD SPRUCE STBORDENCRES HARVESTAVE NEW RD LOWRIE LINEROKEBY SRWESTONDRMAPLE LANEWILSON AVEGLENRIDGERD ROLPH STTILLSONSTONTARIOSTKING STWOODC OCKDRKARA LANEBALL STALLENSTBEECH BLVD CEDAR STHOGARTH DRDENRI CHAVEWINDEMEREAVEDELEVANCRESVAN NORMAN DRBARKER ST FERNWOOD DRALEXANDERAVEDEVON CRTPARKWOODDRWOODLAND CRES HARDY AVEADAMS AVEHERFORD ST BIR CHDRS E R E S D R OLDVIENNARDE L M S T C L E A R V I E W D R EDWI N C R E S JONES C RESCOLINAV E CONCESSI ON ST E B A L D W IN S T BELL MILL SIDERDCONCESSI ON ST WQUARTER TOWN LINECRANBERRY RDNORTH ST E SIM C O E S T NORTH ST W P O T T E R S R D JOHNPOUNDRD C O R N E LL R D KELLETT RDBROWNSVILLE RD TILLSON AVEBROADWAYREGIONALROAD19BAYHAM DRIVEPP 20 21 9 12 15827 25 A-5 A-1 31 29 17 26 2223 34 32 A-2 37 394246 PHASE 2 Page 54 of 239 1. 15 PHASE 3 Location 1: North Broadway Entrance (southbound)Location 2: Hwy 3 at Clearview Dr Page 55 of 239 1. 16 SIGNS & LOCATIONS Page 56 of 239 1. 17 BROADWAY (SOUTHBOUND) Gateway Signage LEGEND Entrance Signage NEW Page 57 of 239 1. 18 Location: Broadway (southbound) - North Entrance Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Large Wayfinding 96”W x 96”H YES YES • Relocate large sign (currently at Broadway & North St) and update signage • Remove gateway sign from this location (updated in Phase 3). Sign ID#:2 Remove current gateway sign from site NEW LOCATION PHASE 1Page 58 of 239 1. 19 Location: Broadway (southbound) before Lisgar Ave Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Medium Narrow Wayfinding 46”W x 72”H YES YES • Relocate pole & replace with new signage • Current pole is located just north of this site (engineering/public works recommended relocation). Sign ID#:3 NEW LOCATION PHASE 1Page 59 of 239 1. 20 Location: Broadway (southbound) before Lisgar Ave Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H NO NO • Two sided signage • Replaces current blades on hydro pole Sign ID#:7 PHASE 1Page 60 of 239 1. 21 Location: Broadway (southbound) at Lisgar Ave Ravine area Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Custom Wayfinding 72”W x 46”H YES YES • Two-sided sign on Broadway, across from Lisgar Ave in ravine area Sign ID#:4 Sign removed from proposal in response to committee feedback expressing concern about the number of proposed signs along Broadway. NEW Page 61 of 239 1. 22 Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Medium Narrow Wayfinding 46”W x 72”H YES YES • Install new sign and post Lisgar Ave - Community Centre (entrance) before Hardy Sign ID#:20 NEW PHASE 2Page 62 of 239 1. 23 Lisgar Ave - Community Centre (exit) before Broadway Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES YES • Install new sign and post Sign ID#:21 NEW PHASE 2Page 63 of 239 1. 24 Small(2) Wayfinding 32”W x 18”H YES YES Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: • Remove current blades from corner of Broadway & Glendale • New sign is north of Glendale intersection, to provide advance turn notice. Location: Broadway (southbound) at Glendale Dr Sign ID#:5 (Remove from current location) NEW LOCATION PHASE 1Page 64 of 239 1. 25 Location: Broadway (southbound) before Sanders St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32W x 18”H YES YES • Install new sign and posts Sign ID#:9 NEW PHASE 2Page 65 of 239 1. 26 Location: Broadway (southbound) at Waterpark (John St) Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Custom Wayfinding 72”W x 46”H YES NO • Remove existing sign & post (rusted; in poor condition) • Install new sign & post (two-sided sign) Sign ID#:16 PHASE 1Page 66 of 239 1. 27 Location: Broadway (southbound) before Concession St, at Gowrie Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES YES • Install new sign and posts • Install at current 'No Parking' sign post location • Remove current blades (Broadway & Concession) Sign ID#:11 NEW LOCATION PHASE 1Page 67 of 239 1. 28 Broadway (southbound) - entering Downtown Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES YES • Install new sign and post Sign ID#:12 NEW PHASE 2Page 68 of 239 1. 29 Broadway Downtown Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H NO NO • Update signage • Remove current blades and circular sign • Two sided signage Sign ID#:13 PHASE 1Page 69 of 239 1. 30 Broadway (southbound) at Baldwin St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Medium Narrow Wayfinding 46”W x 72”H NO NO • Update signage Sign ID#:14 PHASE 1Page 70 of 239 1. 31 NEW LEGEND Entrance Signage BROADWAY (NORTHBOUND) Page 71 of 239 1. 32 Broadway (northbound) at Baldwin St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Medium Narrow Wayfinding 46”W x 72”H NO NO • Update signage Sign ID#:19 PHASE 1Page 72 of 239 1. 33 Broadway (northbound) at Bridge St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H NO NO • Updated signage • Remove current blades Sign ID#:18 PHASE 1Page 73 of 239 1. 34 Broadway (northbound) before Concession St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES NO • Update signage • Install on hydro pole above 'no parking' sign Sign ID#:17 NEW PHASE 2Page 74 of 239 1. 35 Broadway (northbound) before Sanders St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H YES NO • Update signage • Install on hydro pole above 'no stopping' sign Sign ID#:15 NEW PHASE 2Page 75 of 239 1. 36 Broadway (northbound) before Lisgar Ave Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES NO • New signage • Installed on hydro pole Sign ID#:8 NEW PHASE 2Page 76 of 239 1. 37 Broadway (northbound) before North St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 32”W x 18”H NO NO • Update signage • Replaces blades Sign ID#:6 PHASE 1Page 77 of 239 1. 38 LEGEND Entrance Signage NEW TILLSON AVE (SOUTHBOUND) Page 78 of 239 1. 39 Sign Type: Sign Size: New Sign Location? New Posts Red’d? Notes: Medium Narrow Wayfinding 46”W x 72”H YES YES • Install new sign and post Cranberry Rd (southbound) before Tillson Ave Sign ID#:27 NEW PHASE 2Page 79 of 239 1. 40 Tillson Ave - at Fourth St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding (doubled sided) 36”W x 36”H NO NO • Update signage • Replaces blades • Two sided signage Sign ID#:30 PHASE 1Page 80 of 239 1. 41 Fourth St - before Lisgar Ave Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H NO NO • Remove current blade • Install on hydro pole (just east of current pole), under TGO sign Sign ID#:24 PHASE 1Page 81 of 239 1. 42 Tillson Ave (southbound) at First St (before Concession St) Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES NO • Install on hydro pole Sign ID#:25 NEW PHASE 2Page 82 of 239 1. 43 Tillson Ave (southbound) past Elgin St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H YES YES • New signage • Replaces museum sign (current sign to be removed as it is too close to the stop sign on the corner, per engineering/public works review) Sign ID#:A-5 NEW PHASE 2Page 83 of 239 1. 44 LEGEND Entrance Signage NEW TILLSON AVE (NORTHBOUND) Page 84 of 239 1. 45 Tillson Ave (northbound) before Brock St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H YES NO • New signage • Installed on hydro pole Sign ID#:A-1 NEW PHASE 2Page 85 of 239 1. 46 Tillson Ave (northbound) before Concession St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES NO • New signage • Installed on hydro pole Sign ID#:31 NEW PHASE 2Page 86 of 239 1. 47 Tillson Ave at Trail entrance Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H YES NO • New signage (two sided) • Installed on hydro pole Sign ID#:29 NEW PHASE 2Page 87 of 239 1. 48 Concession St (eastbound) before Tillson Ave Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES NO • New signage • Installed on hydro pole Sign ID#:26 NEW PHASE 2Page 88 of 239 1. 49 NORTH ST (WESTBOUND) & QUARTER TOWN LINE (SOUTHBOUND) Gateway Signage LEGEND Entrance Signage NEW Page 89 of 239 1. 50 Location: North Street (westbound) - Entrance Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Medium Narrow Wayfinding 46”W x 72”H YES YES • Install new sign • New location is closer to the road for improved signage readability • Remove existing large entrance sign Sign ID#:28 NEW LOCATION PHASE 1Page 90 of 239 1. 51 Location: North St (westbound) before Broadway Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Medium Narrow Wayfinding 46”W x 72”H YES YES • Install new sign east of the private driveway, as shown • Requires new post Sign ID#:22 NEW PHASE 2Page 91 of 239 1. 52 North St (westbound) before Quarter Town Line Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES NO • New signage • Installed on hydro pole Sign ID#:23 NEW PHASE 2Page 92 of 239 1. 53 Quarter Town Line - at Soccer Park exit Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Medium Narrow Wayfinding 46”W x 72”H YES YES • Install new sign and post Sign ID#:34 NEW PHASE 2Page 93 of 239 1. 54 Quarter Town Line (southbound) - before Concession St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES NO • New signage and post Sign ID#:32 NEW PHASE 2Page 94 of 239 1. 55 Concession St (eastbound) - before Broadway Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H YES NO • New signage • Installed on hydro pole Sign ID#:A-2 NEW PHASE 2Page 95 of 239 1. 56 Quarter Town Line (southbound) before Baldwin St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H YES NO • New signage installed on hydro pole • Remove blade from corner of Baldwin and Quarter Town Line Sign ID#:33 NEW LOCATION PHASE 1Page 96 of 239 1. 57 SIMCOE ST / OXFORD RD (EASTBOUND) LEGEND Entrance Signage Page 97 of 239 1. 58 Oxford St (eastbound) - before Tillson Ave Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H NO NO • Update signage Sign ID#:36 PHASE 1Page 98 of 239 1. 59 Oxford St (eastbound) at Old Vienna Rd Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES NO • Install new sign on hydro pole above 'No Stopping' sign Sign ID#:37 NEW PHASE 2Page 99 of 239 1. 60 Old Vienna Rd at Van St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 36”W x 36”H YES YES • Update signage • Remove current blades Sign ID#:A-3 PHASE 1Page 100 of 239 1. 61 Simcoe St (northbound) at Vienna Rd Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H NO NO Sign ID#:A-4 PHASE 1 • Update signage • Remove current blades Page 101 of 239 1. 62 Simcoe St (eastbound) at Cedar St Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H YES NO • New signage on hydro pole above 'no stopping' sign • Remove current blades & pole from corner of Cedar and Simcoe St ("not a good location" per engineering/public works' review) Sign ID#:38 NEW LOCATION PHASE 1Page 102 of 239 1. 63 Simcoe St (eastbound) before the Cemetery Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 32”W x 18”H YES NO • New signage • Installed on hydro pole Sign ID#:39 NEW PHASE 2Page 103 of 239 1. 64 SIMCOE ST / OXFORD RD (WESTBOUND) LEGEND Entrance Signage Page 104 of 239 1. 65 Simcoe St (westbound) - Entrance Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Large Wayfinding 96”W x 96”H NO NO • Update existing large sign Sign ID#:44 PHASE 1Page 105 of 239 1. 66 Simcoe St (westbound) before Potters Rd Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 32”W x 18”H NO NO • Update signage (two sides) • Replaces blades on hydro pole Sign ID#:43 PHASE 1Page 106 of 239 1. 67 Simcoe St (westbound) before Vienna Rd Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small Wayfinding 32”W x 18”H YES NO • New signage • Installed on hydro pole Sign ID#:42 NEW PHASE 2Page 107 of 239 1. 68 Oxford St (Hwy 19) & Vienna Rd - Entrance Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Large Wayfinding 96”W x 96”H NO NO • Update existing large sign Sign ID#:41 PHASE 1Page 108 of 239 1. 69 Oxford St (westbound) before Tillson Ave Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Small(2) Wayfinding 36”W x 36”H YES NO • Install new signage on hydro pole east of current location, for advance turn warning • Remove existing blade from hydro pole,located just east of Tillson Ave Sign ID#:40 NEW LOCATION PHASE 1Page 109 of 239 1. 70 Oxford St (westbound) before Broadway Sign Type: Sign Size: New Sign Location? New Posts Red’d? Notes: Medium Narrow Wayfinding 46”W x 72”H YES YES • Update signage, install new post • Enginerring/public works to provide input into precise location prior to install • Remove post from current location (Cats Alley/Oxford St) Sign ID#:35 NEW LOCATION PHASE 1Page 110 of 239 1. 71 HWY #3 - ENTRANCES NEW Gateway Signage LEGEND Entrance Signage Page 111 of 239 1. 72 Vienna Rd (northbound) at Hwy 3 - Entrance Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Large Wayfinding 96”W x 96”H NO NO • Update existing large sign Sign ID#:47 PHASE 1Page 112 of 239 1. 73 John Pound Rd (northbound) at Hwy 3 - Entrance Sign Type: Sign Size: New Sign Location? New Posts Req’d? Notes: Large Wayfinding 96”W x 96”H YES YES • Install new sign and posts Sign ID#:46 NEW PHASE 2Page 113 of 239 1. 74 NEXT STEPS / TIMELINE • Brand compliance review - ongoing • Memorial Park Revitalization Committee - March 17 • Accessibility Committee - April 6 • Manager's Meeting - April 7 • Economic Development Advisory Council - April 13 • BIA Board of Management - April 20 • Engineering / Public Works Consult - ongoing • Council - September 2021 Page 114 of 239 1. 75 FEEDBACK / COMMENTS Page 115 of 239 1. 76 APPENDIX Page 116 of 239 1. 77 Broadway northbound at John (Waterpark) Broadway at Bridge (Kinsmen Bridge & Arts Centre) REMOVE SIGNS/BLADES In addition to sign removals already noted, the following signs may need to be removed to avoid unnecessary duplication and visual clutter. Broadway at Concession (pole moved north, at Gowrie) Page 117 of 239 1. 78 Broadway southbound at Ridout (St John Church) Broadway southbound at Brock (St Andrews Church) Broadway northbound at Brock (Museum) Tillson Ave northbound at Brock (Museum) NO CHANGES Page 118 of 239 2021 WAYFINDING SIGNAGE – CONSULTATION SUMMARY CONSULTATIONS Memorial Park Revitalization Committee - March 17 Accessibility Committee - April 6 Manager's Meeting - April 7 Economic Development Advisory Committee - April 13 BIA Board of Management - April 20 Hydro, Operations & Public Works on-site meeting - April 26 Council – September 27 DEPT COMMENT RESPONSE Memorial Park Revitalization Committee Consider changing signage at the Community Centre entrance on Broadway (sign #3), removing ‘Skatepark’ and adding ‘Fairgrounds’ Add signage:  Multi-Service Centre (or Livingston Centre)  4th / Lisgar Ave trail connection  4th St Trail head RCP asked if they should follow the approved sign format for new wayfinding signage proposed within the Community Centre and park grounds Artwork updated to include Fairgrounds and Skatepark. Dog Park was removed.  Livingston Centre added to sign #26  Trail signage will be updated at a future date as part of the new trail signage The approved signage will be provided to RCP as a signage template for their inner community centre signage. Accessibility Committee Carroll Trail is missing Concerns expressed that there may be too much signage. Don’t want it to be overwhelming in terms of quantity or surface area. Added Carroll Trail to sign #A-3 Signage sizes were reconsidered and sizes were reduced, where possible. A new smaller sign (32”x18”) was added and used where possible. No concerns were expressed about sign sizes in Engineering’s and Public Works’ review. Page 119 of 239 Concern expressed about signage on Broadway at Bridge Street (by Kelsey’s). The sign should be placed further north to allow time for lane changes. What is our plan for graffiti? Consider adding Service Canada, in the Livingston Centre. Consider updating sign for the Community Centre (sign#3). Keep all direction arrows together. Consider adding OPP, Firehall & Hospital to other signage locations Signage was moved to a location north of the original site as directed by Engineering & Public Works. To be investigated upon project completion, as required. Will investigate using a direct-print, sun glazed laminated aluminum which would be the best material to facilitate easy removal of graffiti. Livingston Centre was added to the signage. Provincial signage is required for locations such as: Fire Station, OPP, Museum and Hospital. These locations have their own mandated signs and the idea was to save the space on these other signs. Manager’s Meeting Can service club signs be included? Signs are getting larger, which is great, but do they need to be re-engineered for load capacity? Engineering and Public Works will need to review signs for sidewalk infringement issues and loading bearing capacity of existing poles Service Club signage will be considered as part of Phase 3 (date TBD. An experienced signage company will advise on suitable materials and load capacity. Our Engineering Department and Public Works departments will also conduct their final review to address concerns. The first review took place on April 26. Engineering provided feedback on signage site issues and requested minor adjustments, which were incorporated into the proposed signage locations. Page 120 of 239 Who is responsible for on-going maintenance and repair? Discuss with Operations and Public Works. Change “Arts Centre” to “Station Arts” Comments submitted by Ian Mackenzie, Director of Hydro Operations by email) “In general the use of Hydro Poles should not be any issue to attach signs, however, I would like my team to review each location using a hydro pole. The concern is around the need for pole climbing by staff and the issues signs may create. We don’t climb much anymore, but we should review in any event. Future pole replacements would need signs moved, which would need to be coordinated with the proper town departments.” Updated all instances of ‘Arts Centre’ to read “Station Arts” Hydro reviewed locations and identified no issues. Economic Development Advisory Committee Consider adding OPP, Firehall & Hospital to other signage locations Use of term ‘Great Trail’ vs ‘Trans Canada Trail’ Add more signage for the soccer park and the skate park. Provincial signage is required for locations such as: Fire Station, OPP, Museum and Hospital. These locations have their own mandated signs and the idea was to save the space on these other signs. The Trans-Canada Trail was recently re-branded the “Great Trail”. As of September 22, 2021 we’ve been notified that this re-branding has been reversed and the trail will remain the “Trans Canada Trail.” The signage will be updated to reflect this. Page 121 of 239 Add southbound signage for the ‘arenas’ at the Community Centre. The sign on Broadway (northbound) before Lisgar Avenue be included as part of the school notification sign for southbound traffic. Too many signs along Broadway. Some signs are larger than they need to be such as the Glendale High School sign. The term OPP should be changed to Police for better understanding. The theatre sign on Potters Road should indicate ‘live theatre’. The outdoor Scott MacLean Memorial Park should be highlighted. The funding for this project is coming from an earmark in a reserve of $30,000 already designated for this project. Arena added to sign #3. Updated sign #8 now includes “High School” New signage is part of Phase 2 and can be considered separately. The community centre entrance sign is no longer being proposed. Sign sizes were reduced for the smaller sign size. These signs are now 32”x18” wherever possible (they were previously 36”x36”) Changed to “Police” in all instances BIA Board of Management Logo use questioned. Agreed that the symbol/logo is key but do we use the current modern logo or the older established heritage logo? Sign quantities and sizes (too many/too large) BIA agreed to use the current heritage symbol for continuance of branding and higher visibility of the logo. Concerns addressed (as previously indicated above) Page 122 of 239 Hydro, Operations & Public Works on-site meeting On-site review See Appendix A, attached. These items were addressed in the signage proposal (dated August 2021). Page 123 of 239 Page 1 of 5 Subject: 2022 Town and County of Oxford Public Budget Survey Results Report Number: FIN 21-27 Department: Finance Department Submitted by: Sheena Pawliwec, CPA, CGA, Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, September 27, 2021 RECOMMENDATION THAT Council receives report FIN 21-27 2022 Town and County of Oxford Public Budget Survey Results as information. BACKGROUND Early during staff pre-budget discussions the Senior Leadership Team collectively proposed again engaging with residents to gather feedback and input pertaining to the 2022 budget process. The Town also simultaneously participated in a larger scope survey implemented through the County of Oxford along with the respective lower tiers. Both surveys ran from late June through the end of August with advertising predominantly via social media, Town/County website, newspaper/newsletters, and tax bill flyer inserts. The Town’s budget process focuses on developing and providing recommendations that achieve the expectations of Council and the Community. Implementation of the external public survey is another method to accomplish this objective. 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 . DISCUSSION Full survey results have been attached (Appendix A & B) including comments from the public (edited to remove inappropriate language or wording) with respective staff feedback (Appendix C), where applicable. Page 124 of 239 FIN 21-27 Page 2 of 5 County Survey Highlights of the County survey findings include:  A total of 84 individuals participated in the survey representing .5% of the population (2016 census).  66% of survey participants are Tillsonburg residents over 5 years in duration.  A full range of respondents participated from ages 15-64 with 49% between the ages of 45-64 years old.  With respect to service delivery; o 60% of respondents reported that they are able to find information they are looking for (an additional 16% responded as not applicable). o 69% of respondents reported that staff are courteous, helpful and knowledgeable (an additional 15% responded as not applicable). o 60% of respondents reported that they receive information in a timely manner (an additional 18% responded as not applicable). o 56% of respondents reported that staff are easy to get a hold of (an additional 16% responded as not applicable).  81% of respondents feel the overall value received for their tax dollars is fair to good.  The top three priorities respondents felt are the most important to the community right now are affordable housing, economic development, and public health.  The top three services respondents felt are the most important to enhance/maintain right now are local roads/bridges, parks & recreation, and fire services. These results are consistent with the Town’s survey findings.  Respondents stated their top three preferred methods to stay informed is through website updates (22%), social media (14%) and email (14%).  The greatest outreach of the County Public Budget Survey was through County/Town social media accounts followed by mail/e-mail. Page 125 of 239 FIN 21-27 Page 3 of 5 Town Survey Highlights of the Town survey findings include:  A total of 199 (2020 – 176) individuals participated in the survey representing 1.25% of the population (2016 census).  A full range of respondents participated from ages 15 -75+ with 75% between the ages of 25-64 years old.  The majority of respondents (80%) own property in Tillsonburg with the remainder either renting or visiting utilizing the services offered by the Town.  A total of 69% of survey participants are Tillsonburg residents over 5 years in duration.  90% of respondents feel they are receiving fair to excellent value for their Town portion of tax dollars.  The top three services respondents felt are the most important to them are Recreation, Culture & Parks (RCP), Protective Services, and Engineering & Roads; these top three services are consistent with 2020 results.  The bottom three services respondents felt as the least important to them personally are Transit, Corporate Services, and By-Law Enforcement; this remains consistent with 2020 results.  The top three services respondents felt the Town should spend the most money on in 2022 are Engineering & Roads, Recreation, Culture & Parks, and Protective Services. This year Recreation has been placed as greater importance over Economic Development.  The bottom three services respondents felt the Town should spend the least money on in 2021 are Transit, By-Law Enforcement, and Corporate Services. This is consistent with the previous response regarding which departments hold the least value to them personally in addition to the findings relating to 2020 results.  60% (2020 - 70%) of respondents prefer capital asset spending maintained while 30% (2020 – 23%) would like to see spending increased. Page 126 of 239 FIN 21-27 Page 4 of 5  The highest preference by respondents is to set a tax rate increase to maintain current Town assets and services followed by additional tax rate increases to expand assets and services.  Similar to last years’ findings, there is close to a 50/50 split between respondents on whether they have been negatively financially affected by the COVID-19 pandemic. o Of those who responded yes, most impacts are d ue to increased living expenses.  28% of respondents stated they plan on attending the Public Budget Meeting(s) either in-person (pending COVID-19 restrictions) or via remote live-stream with 41% unsure.  The greatest outreach of the Public Budget Survey to the publi c was through the Town Facebook account totalling 41% of respondents. FINANCIAL IMPACT There is no direct financial impact from the survey implementation though the results are being considered by staff with respect to 2022 budget preparations. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal: The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction: Page 127 of 239 FIN 21-27 Page 5 of 5  Develop a communications strategy to increase awareness of Council decisions and municipal programs, projects and services.  Increase opportunities and promotion for public engagement in municipal initiatives. Priority Project: Not applicable ATTACHMENTS Appendix A – County 2022 Budget Survey Results for Tillsonburg Appendix B – Town 2022 Public Budget Survey Results Appendix C – Town 2022 Public Budget Survey Comments & Town Feedback Page 128 of 239 9/15/2021 1 Powered by County of Oxford 2022 Budget Survey Results for the Town of Tillsonburg June 9 – August 31, 2021 Respondents: 84 (0.5% of Population) Powered by Q1: How long have you lived in the Town of Tillsonburg? Page 129 of 239 9/15/2021 2 Powered by Q2: What age category do you fall into? Powered by Q3: How did you hear about this survey? Page 130 of 239 9/15/2021 3 Powered by Q4: Thinking about your recent contact(s) with municipal services, please indicate the extent to which you agree with the following statements I found the information I was searching for: Powered by Q4: Thinking about your recent contact(s) with municipal services, please indicate the extent to which you agree with the following statements Staff are courteous, helpful and knowledgeable: Page 131 of 239 9/15/2021 4 Powered by Q4: Thinking about your recent contact(s) with municipal services, please indicate the extent to which you agree with the following statements I received my information in a timely manner: Powered by Q4: Thinking about your recent contact(s) with municipal services, please indicate the extent to which you agree with the following statements Staff are easy to get a hold of when I need them: Page 132 of 239 9/15/2021 5 Powered by Q5: What would you say are the top priorities for your community right now? Powered by Q6: Should the following services be enhanced, maintained, or reduced? Page 133 of 239 9/15/2021 6 Powered by Q7: Rate the overall value of your tax dollars Powered by Q8: How would you like to stay informed? Page 134 of 239 9/15/2021 1 Powered by Town of Tillsonburg 2022 Budget Survey June 15 – August 31, 2021 Respondents: 199 (1.25% of Population) Powered by Q1: How old are you? Answered: 142 Skipped: 57 Page 135 of 239 9/15/2021 2 Powered by Q2: Do you own property in the Town of Tillsonburg? Answered: 199 Skipped: 0 Powered by Q3: Your annual tax bill is made up of taxes from the Town of Tillsonburg (lower tier municipality), Oxford County (upper tier municipality) and taxes paid to your preferred school board. The Town of Tillsonburg taxes go towards programs and services such as parks, culture & recreation, by-law enforcement, protective services, corporate services, economic development, roads, buildings and transit.Thinking about these programs and services provided by the Town of Tillsonburg, how would you rate the overall value you are receiving for your tax dollars? Answered: 156 Skipped: 43 Page 136 of 239 9/15/2021 3 Powered by Q4: Which of the following statements describes your connection to Tillsonburg. Please select all that apply. Answered: 195 Skipped: 4 Powered by Q5: How long have you lived in the Town of Tillsonburg? Answered: 168 Skipped: 31 Page 137 of 239 9/15/2021 4 Powered by Q6: Which of the services offered by the Town are the most important to you personally? Please rank the services below in order of importance, from 1 to 7. 1 = greatest importance to you 7 = least importance to you Answered: 152 Skipped: 47 Powered by Q6: Which of the services offered by the Town are the most important to you personally? Please rank the services below in order of importance, from 1 to 7. 1 = greatest importance to you 7 = least importance to you Answered: 152 Skipped: 47 Page 138 of 239 9/15/2021 5 Powered by Q7: Considering the current needs of the Town, where should the most money be spent in 2022? Please rank the services below, from 1 to 7. 1 = most money spent 7 = least money spent Answered: 146 Skipped: 53 Powered by Q7: Considering the current needs of the Town, where should the most money be spent in 2022? Please rank the services below, from 1 to 7. 1 = most money spent 7 = least money spent Answered: 146 Skipped: 53 Page 139 of 239 9/15/2021 6 Powered by Q8: A portion of municipal taxes charged to each taxpayer supports local capital asset projects. Capital assets include things such as bridges, roads, town buildings (e.g. Community Centre). Increases in capital asset projects can require more tax dollar funding. In your opinion, should spending on capital asset projects be: Answered: 146 Skipped: 53 Powered by Q9: How should the Town of Tillsonburg set its annual tax rate for 2022? Rank the following statements from 1 to 3 (1 being the statement you agree with most, and 3 being the statement you agree with least).Note: you can drag and drop to reorder the statements, or use the drop- down menu to select a number from 1 to 3. Answered: 144 Skipped: 55 #1 #3 #2 Page 140 of 239 9/15/2021 7 Powered by Q10: Have your finances been negatively affected by the COVID-19 pandemic? Answered: 144 Skipped: 55 Powered by Q11: How has COVID-19 affected your finances? Select all that apply. Answered: 66 Skipped: 133 Page 141 of 239 9/15/2021 8 Powered by Q12: In addition to this survey, the Town will offer other opportunities for the public to engage in the 2022 budget process. There will be several public Council deliberation meetings. Details will later be available on the Town website. Do you plan on attending any Budget Public Meetings, either in-person (if available, pending COVID restrictions), or by watching the meetings live online at www.tillsonburg.ca? Answered: 144 Skipped: 55 Powered by Q13: How did you find out about the 2022 Budget Survey? Select all that apply. Answered: 143 Skipped: 56 Page 142 of 239 2022 Public Budget Survey Comments & Town Feedback Department Public Comment Town Feedback – “Thank you for your comments” RCP I'd love to see more recreation options for kids and adults, once allowed to reopen safely. The Town is growing very quickly with new homes, many of which are geared towards families. I would like to see the recreation programs expanded so that no child has to wait till next season, or be out on a wait list. (This unfortunately was a frequent occurrence in our previous Town). This is an excellent idea. Recreation Staff are always seeking input from our community so that we can tailor our programming to the needs. Please feel free to forward your ideas to the Director of Recreation, Culture & Parks for consideration. RCP We would like to see the upgrading of playgrounds in the Town and beautifying the Lake Lisgar shoreline. Thank you for your comments. The Town now has a long-term playground replacement program in effect. A new or replacement playground will now be part of the annual capital budget going forward. Lake Lisgar is a true asset in our Town. We are fortunate to have a committee of citizens who ensure that the Lake is well protected and enhanced so that it can be enjoyed for decades to come. RCP Increase co-ordination of bike routes in the Town/County. The Town does have a Trails Master Plan and map of all the existing trails within and adjacent to Town. We do have representation with the broader Oxford County and lower tier municipalities. Active Transportation is a key component of our recreation strategy. Thank you for this suggestion. Page 143 of 239 RCP Upgrade the Annandale ball diamonds. The Town has created a new Sports Field Enhancement Plan that will provide increased funding for our well-utilized ball diamonds. We plan to focus on improvements including lighting and overall quality of the Annandale fields in the next few years. Roads More side streets in need of road/sidewalk repair. Every year Staff includes the roads that are identified as part of the road condition assessment results and Pavement Condition Index (PCI) data. Staff is currently working on a 10-year program. Residents are welcome to report any concerns/request to our engineering department at engineering@tillsonburg.ca. Roads The Town has been good cleaning up. Please fix Concession St W est down the hill and to Charlotte Ave. This road section is currently under construction. The road reconstruction is expected to be completed by November 2021. Roads The Town needs to reconsider a transport truck bypass and put it into motion before a tragic accident happens on Broadway downtown Staff will include a Transportation Master Plan study in the 2022 Budget. Pending Council approval, this Master Plan will assess the traffic needs in Town. Public consultation will be a key component of this study. Roads I would like to see sidewalks completed on Derham between Sanders Cres. and Denrich. This is a safety issue for pedestrians. This section of road includes a sidewalk on each side of the road cross section. Page 144 of 239 Roads We were expecting our road on Young Street to be fixed over 20 years ago. The promises the Town has been making and breaking to us are terribly upsetting. We only hope the Town comes through for us in 2022 with no more excuses. The Town has retained a consultant who is working in the detailed design and tender preparation for this project. The reconstruction of this Young St from Vienna Rd to HWY 3 will be included in the 2023 budget for council consideration. Roads / Waste Management I pay $4,454.63 in taxes a year. My tap water has a brown colour and I have to pay for my garbage to be collected, garbage collection should be included in the property taxes with no increase to property tax or Minimum 52 free garbage tags per year. There should be speed bumps and a community safety zone put in place on Lisgar as all day and night vehicles speed down this road day and night coming from both directions. There are kids and pets coming and going to the community centre and I have have witnessed many near misses. This should be considered a 40 zone and treated as they would in a school zone. I really hope these suggestions are considered! Water, Wastewater and Garbage collection are services provided and administrated by Oxford County. We will pass this comment to County Staff for their review. We can complete a traffic count on this road next year. This information will be used to provide recommendation to our Council regarding traffic calming measurements (if required). Waste Management Priorities for the Town budget are 1. Recycling bins at all public garbage locations. 2.Adding compost bins to garbage pickup. Collection of Garbage and Recycling is a service provided by Oxford County. We will pass this comment to County Staff for their review. Waste Management Change the yard waste depot to 24 hrs and 7 days a week especially in the spring, summer and fall Increasing the yard waste’s depot hours of operations will require additional staff and resources for the monitoring of the activity at this facility. This would also require an engineers report and revision of the Environmental Compliance Approval (ECA) for this facility. Based on the current use, we don’t recommend this change Page 145 of 239 By-Law / Waste Management Bylaw officers need to work outside the 9-5 m-f as laws are broken on weekends as well. There should be an extension clause put on yard maintenance so it prohibits a person to shoot grass on the street, throw weeds on the road, or put your grass clippings down the storm sewer grates. Why pay to clean the street if you allow people to litter. Also extend garbage pickup to include yard waste and/or large item so there is no excuses to keep our Town clean. Providing By-law services on weekends and afterhours requires additional staff, resources and Council approval. Staff will investigate the comment regarding lawn maintenance on Town boulevards. Garbage collection is a service provided by Oxford County. We will pass this comment to County Staff for their review. The town currently offers collection of large article items every Saturday at the Tillsonburg Transfer station located at 50 Newell Road. In addition, the yard waste depot at the transfer station is open Monday to Friday from 9am- 8pm (April to September) and 9am to 5pm (October to March). For additional information related to this service, please visit https://www.tillsonburg.ca/en/live-and-play/Transfer- Station.aspx Page 146 of 239 Economic Development Tillsonburg needs more commercial business (shopping/restaurants). Expand out near Sobeys. Too many people leave town to shop and eat out. Agreed. Attracting new restaurants and retail stores is important and something that the Town, in conjunction with the Downtown Business Improvement Association, undertakes. The Town has over 40 restaurants, but we do recognize that there are limited options in various categories. New investments in this regard are also subject to population thresholds, i.e. many businesses won’t open in communities that are not a certain size (30,000 people), etc. With the current population growth that the Town is experiencing, we anticipate that the number of both retail and restaurants will increase as well, subject to, of course, how the overall economy responds as we move through this pandemic. Economic Development Our Town is growing rapidly, services are not being done properly and not as often in maintaining. We need to really consider about drawing in new industries in this Town, many large plants have closed but none to replace them. Housing is booming and eating up a lot of farmland, destroy nature areas. The local and regional economy is experiencing a number of impacts, both pandemic and more broad economic ones. The Town is aggressively seeking to attract new investment and the near completion of the Van Norman Innovation Park will help the Town in attracting more businesses. Already, 12 acres of land have been sold, and these investments, along with other industrial investments planned for our community will help grow the Town’s economy. In terms of the housing boom, residential development in Oxford County is only permitted in urban areas that can provide appropriate Page 147 of 239 servicing. The Plan of Subdivision process is designed to mitigate impacts on the environment while allowing growth to proceed. Economic Development What is the plan to address the high cost of homes in the Town. People trying to acquire their first homes can't always afford minimum 400$ homes which is becoming the average in this small town. What businesses are being brought to the Town? Any plans to accommodate families, people starting out in their lives. We need a Town that values the families not just well off seniors or the Town will become a bedroom community. The current economic environment of historically low interest rates along with unanticipated demand through the pandemic has resulted in the current housing situation. Town Council has created an Affordable and Attainable Housing Committee to address some of these market challenges and to help position the community as a place to grow for all family types. Finance More information regarding the expansion of new homes being built. Should this cause taxes to be lowered due to greater source of revenue? Revenue derived from new growth/expansion is directly used as an offset to the annual operating budget taxation requirement thus contributing to the lowering of the residential tax rate. Finance I am a bit concerned about the amount of debt that the town is financing. I feel reserves should be built up also. Financial sustainability and reserve growth are two of the specific action items identified in the Community Strategic Plan. Each year the budget planning involves the balance between debenture and reserve draws including contributions to reserves for future initiatives. General Comments Stuff for kids!!!!!! We notice fewer public waste receptacles than our previous place of residence. And more litter. Page 148 of 239 A. More money allocated to hospital, health care, and provide a 24/7 health care clinic, this will avoid such long wait times at the hospital for minor health issues, B. Control the number of the same type retail stores in town, 7 cannabis stores!!? One or 2 maximum. C. Build and own a beautiful city hall, something for this town to be proud of, That houses all services in one place. D. Provide proper comfortable horse stalls around town for the Amish Concerned about increased # of new homes, the # of vehicles speeding, the lack of coverage by the OPP, we should consider alternatives ie more auxiliary police, restructure of current police operations, photo radar installations, expansion of parking control officials to residential and town areas with radar monitors. I'm concerned about the continued growth (i.e. more neighbourhoods and more people). Do we really need more? It's starting to get really busy in town with all these city people moving here. What benefit is it to locals who choose to live in a small town, only for us to grow into a city? New to Tillsonburg - property tax much higher than last location and Town much smaller. Like Tillsonburg very much though. Stop wasting money on public transit. Very little people are served vs other town services. It is an absolute waste of tax dollars, especially when the town keeps investing in constant new signs and stops to support very low ridership. DEFINATELY Affordable housing for the ones that are working making minimum wage or close to it. They cannot afford $2,000 a month plus utilities, especially those that are a single parent. Must maintain older small town atmosphere. Cut new home/commercial developme nt. Do not sell-out our old town culture. I would like to see the following: mental health support for youth, more activities for youth that are more inclusive for all , more help for people struggling and to reduce the homelessness in our community. The town should consider flying pride flags on town buildings to help stop the homophobia that is prevalent in our community. We can build kind and inclusive community for all if it comes from the top. Good management. Time to do a complete cost analysis on s taffing at all levels. We are top heavy and can do more with less. Encourage new arrivals and make sure we redirect heavy trucks from the core of the city. Finally, get our main intersections under control from red light running. Plan ahead for more growth. Otherwise, Maintain. Page 149 of 239 WE WOULD LIKE TO SEE FREE GARBAGE PICK UP, NO TAGS. CHEAPER WATER BILL. Keep Tillsonburg competitive with other jurisdictions tax wise The Town is doing a great job. Increase to services cost more than gain to town from new residential construction. Continue enhanced public engagement and invest wisely for the future while concentrating on any opportunity for operation savings while maintaining excellent service. Spend wisely. Look for ways to reduce costs. Make walking and cycling a priority for residents. More crosswalks, bike lanes etc. People feel unsafe biking and walking around town. Do something about the train tracks. The Town is lacking in shopping opportunities for housewares, clothes, and shoes. It would also be nice to see a decorated downtown area. More flowers in summer and better lights at Christmas. We need more entertainment, especially good restaurants (a steak house perhaps).We definitely need low income housing (tiny home community perhaps). Also activities for teenagers to keep them busy and out of trouble. Please keep taking care of Tillsonburg, for today and the future. Don’t sell the soul of this town, it’s a beautiful place wi th great character hope we don’t lose that. Reduce spending on such things as trips abroad. We are a small town, not a big economic centre. Appreciate the diligent budget review by Council. Very happy with the response times from operational staff this last year. The town needs to serve young families, not just the retoremy communities. The services offered for taxes paid is outrageous. It’s crazy I’m paying $4000 in taxes and still have to pay for garbage tags and there is no green bin. Spend carefully....and review any dept over budget with great detail Would love to see a park built in the East part of town, down at the end of Concession Street East by the bal l diamonds would be a great spot. We currently can't use Annandale, due to Covid-19 & there is nothing else for us in this area. Let's see money go where it is needed IE Fire Services rather than worrying about making things pretty around town! Stop wasting tax papers money on frivolous spending when there are facets of the town that NEED money injected! Do Not waste any money on a greenfield town hall. Seek a better solution. We can't afford more debt. Page 150 of 239 Better lighting on lisgar bride/pathway to arena. The Town of Tillsonburg should be looking at ways to invest in human capital in Budget 2022 by expanding social services in the community equitably. This would include investments into affordable housing, public transit (TGo), and health services (such as through a community walk-in clinic to avoid strain on the family doctors and the hospital). Progressive policies led by public sector investments should be the Town of Tillsonburg’s doctrine as we move out of the COVID-19 pandemic; austerity measures and reductions in public investments into social services should be avoided at all cost as this will only increase the growing wealth inequality that is plaguing the community. As a soon to be senior with chronic pain ,I would like to see a warmer ,more a ssessable pool . Improve environmental conditions especially in new development by following oxford natural heritage study recommendations. Incorporate tree bylaw. Improve service for seniors and those with disabilities. Add a therapy pool to the community centre Focus on what makes long term sense in the long term. Be wise: It’s not solely about $$$ Council and staff are doing an excellent job! A lot of service improvements! Page 151 of 239 Page 1 of 3 Subject: Council 2022 Pre-Budget Requests Report Number: FIN 21-28 Department: Finance Department Submitted by: Sheena Pawliwec, CPA, CGA, Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, September 27, 2021 RECOMMENDATION THAT Council receives report FIN 21-28 Council 2022 Pre-Budget Requests; AND THAT Councillors communicate to staff any specific budgetary requests, where applicable, as identified in this report. BACKGROUND In order to efficiently prepare the Town budget, staff is seeking input from Council. As a result of the on-going nature of the pandemic, we continue to anticipate financial pressures and adverse operational impacts as we look ahead to 2022. This early discussion will afford Councillors the opportunity to provide general comment(s) regarding any objectives, service level changes, capital project request(s), and targeted tax levy percentage impact. DISCUSSION Information and comment from Councillors that would be useful to staff include the following:  Are there any specific capital item(s) that any members of Council would like to have considered as part of the 2022 budget?  Are there any changes that any members of Council would like to see to the service levels offered to taxpayers? Page 152 of 239 FIN 12-28 Page 2 of 3  What municipal tax levy increase target are any members of Council wanting to communicate this year? Pertinent Information  The expected rate of inflation for 2022 as forecasted by the Bank of Canada is 2%- 2.5% as at mid-September.  The ongoing COVID-19 pandemic will continue to increase expenditures particularly relating to personal protective equipment (PPE) and subcontractors (cleaners). The Recreation, Culture and Parks department particularly may also continue to see lower program, rental, and user fee revenue due to the continual gathering limitations.  The 2022 operating budget is conservatively assuming a six month (January-June) Covid-19 budget impact. Budget Survey The 2022 budget process included two external public surveys in which residents were invited to provide input on the Town budget. The survey results will be considered by staff during the budget development process and have been shared with Council via report FIN 21-27 2022 Town & County of Oxford Budget Survey Results. FINANCIAL IMPACT None COMMUNITY STRATEGIC PLAN (CSP) LINKAGE How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☒ Not Applicable Page 153 of 239 FIN 12-28 Page 3 of 3 Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Not Applicable ATTACHMENTS None. Page 154 of 239 Page 1 of 9 Subject: Fleet Replacement Program for Light Duty Vehicles Report Number: OPD 21-41 Department: Operations and Development Department Submitted by: Carlos Reyes, Director of Operations and Development Meeting Type: Council Meeting Meeting Date: Monday, September 27, 2021 RECOMMENDATION THAT report OPD 21-41 Fleet Replacement Program for Light Duty Vehicles be received as information; AND THAT Council authorizes the transition of the Town’s light duty in-house fleet management program to a corporate leased ownership, maintenance, and management program; AND THAT Council authorizes the collaborative purchase award of a corporate leased ownership, maintenance, and management program to the Enterprise Fleet Management Leasing Program effective for a 10-year commitment subject to fleet management and inflation trends, funded from the Town’s annual operating budget. BACKGROUND The Town’s Operations and Development department is responsible for the management of all Town fleet for both light and heavy duty vehicles, including specialized equipment such as plow trucks, bucket trucks, etc. Currently the Town fleet is comprised of 67 vehicles including light, medium and heavy duty vehicles, and off- road equipment utilized throughout all divisions. Of those vehicles, 23 are considered light duty vehicles and includes everything from one ton trucks to a dodge minivan, 74% of which are 4 x 4 pick-up trucks. In 2016, Council enacted the Town of Tillsonburg Comprehensive Asset Management Plan; a plan outlining the fleet replacement strategy and standardization of vehicles replaced through the program. Since then, fleet management has based fleet replacement on a best practice approach of an 8-year useful life or 200,000 kms replacement cycle for light duty vehicles, 10 years for heavy duty vehicles, and 8-20 years for off-road equipment. The current replacement process involves procurement Page 155 of 239 OPD 21-41 Page 2 of 9 annually of individual pieces of machinery and vehicles, and large capital investments at the time of replacement. Once vehicles meet their end of life cycle, they are sold for a marginal profit given the overall state they are in, including higher mileage or above normal wear and tear. The current replacement program, where possible, requires that all light duty pick -up trucks be standardized to procure 4-wheel drive standard cab vehicles equipped with back rack and light bars which to ensure more efficient fleet management. Standardization allows the reallocation of vehicles between different yards and departments to ensure that all light duty trucks will reach the intended useful life target. There is a recognition that some fleet will not be standardized as they provide specific functions such as those outfitted with mini cranes, watering tanks, etc. The entire fleet is maintained on a regular basis by in-house dedicated mechanics. These positions were intended to spend most, if not all, of their time servicing heavy fleet and specialized equipment, and would perform required maintenance on light fleet when it was needed. However, due to the maintenance demands of heavy and specialized equipment, as well as the direct services delivered by these pieces of equipment, requires that a majority of their time should be spent on heavy and specialized fleet. Any time not spent on repairs will allow the mechanics to complete preventative maintenance on these units, which will improve reliability for each piece of heavy and specialized equipment. In 2021, The Town was made aware of the Enterprise Corporate Fleet Lease, Maintenance, and Management Program that is part of the Association of municipalities of Ontario (AMO) - Local Authority Services (LAS) Town group buying program. The buying program helps municipalities purchase products and services that they use on a regular basis. The group buying program brings all the local providers of those goods and services together so municipalities can access high quality, competitively priced goods and services and not have to go through the procurement process because it is completed for them in advance. All companies that are part of the group buying program have undergone a formal competitive bid process that ensures compliance with all purchasing bylaws and trade agreements. The Town’s intention of transitioning the Town’s current in-house fleet management program into a formal Corporate Fleet Lease, Maintenance, and Management Program is to identify goals for fleet reliability, service delivery and stabilization of annual costs. The idea behind the Enterprise program is to analyze our fleet operations and current process to identify cost savings, lean the process of acquisition and resale, and keep the Town fleet expenses to a minimum with low fuel expenses. Enterprise has completed an initial no-cost or commitment analysis of the Town’s light duty fleet and has provided ample information surrounding the benefits of the Town making the transition to the program that they offer through AMO/LAS. The next section provides an overview of that analysis as it pertains to the Town. Page 156 of 239 OPD 21-41 Page 3 of 9 DISCUSSION The Enterprise Fleet Management program is an open ended lease program for light duty vehicles. The program would include all vehicle analysis, acquisition, outfitting, maintenance and final sale of the vehicle. Enterprise completes ongoing evaluations with a highly qualified team and utilizes analytics to pinpoint opportunities to continually improve fleet based on the Town’s needs. Impacts to the Town The Enterprise Fleet Management program has many benefits, including non-tangible items that will impact various departments throughout the Town. This type of program will allow for a reduction in time spent on internal fleet management, more reliable vehicles allowing for more productivity and greater safety for staff using them, increased fuel efficiency, vehicles tailored to each department’s needs and allows for our in-house staff to focus on increased preventative maintenance of heavy duty and specialized fleet. From a bigger picture perspective, participation in the Enterprise Fleet Management program will also allow for the Town to utilize the buying and selling power as well as expertise of a company that solely focuses on vehicles. This program also benefits the community by utilizing certified local shops for all vehicle repairs that are included as part of the lease structure. Vehicles will be able to be properly outfitted to match the Town requirements of each department and can be updated as levels of service or legislated requirements change. Currently a standard vehicle is purchased for most of our light duty fleet as they are utilized by multiple departments throughout 10 year time period to ensure that we can prolong the life of all fleet vehicles. This model is helpful, however does not allow for the vehicle to most effectively meet the needs of each department as vehicles needs to generally meet the Town’s operational needs. By switching to the Enterprise Fleet Management program vehicles can properly match the exact use of the truck and have the exact equipment necessary to allow staff to more effecti vely complete their job. Additionally, if changes are made to the function of a vehicle either due to level of service, internal or legislated change, a vehicle can be procured to meet the needs of the Town without having to wait up to 12 years for the replacement of the vehicle as experienced under the current program. Currently, each vehicle requires significant minor and major maintenance to allow the vehicles to reach its 10 year estimated lifespan. Due to the varying uses of the vehicle over its lifespan, the vehicle also deteriorates greatly over the 10 years, reducing the resale value of the vehicle to less than 10% of the original cost. The Enterprise Fleet Management program evaluates the value of the vehicle over time to determine the best point to sell the vehicle to get the optimal resale and limit risk. When a vehicle approaches certain milestones there is significant risk of major maintenance requirements and the safety of the vehicle is also reduced. This program reduces the risk and provides reliability as a beneficial side effect of reducing overall costs of vehicle maintenance by selling the vehicle prior to certain major maintenance being required. New technologies also allow for improvements to vehicles gas mileage and safety features. Improved gas mileage results in costs saving as well as a reduction in Page 157 of 239 OPD 21-41 Page 4 of 9 greenhouse gas emissions and Town vehicles will continually meet the most up to date safety features as the car industry introduces new features. Currently, in-house fleet management is the responsibility of the fleet supervisor with the assistance of the mechanics to help track vehicle usage and ensure each vehicle is transferred between departments to prolong the life of each vehicle. The fleet supervisor also works with the purchasing department and the manager of Public Works to assist all procurement requirements and deal with vehicle sales. The Manager of each department utilizing corporate fleet is also involved when vehicles are transferred between departments and when maintenance is required. All of these tasks involve staff time and would be greatly reduced under the Enterprise Fleet Management structure, especially at a management level. As well, the support and oversight completed by Enterprise would be superior to the in-house support as Enterprise staff are experts that only focus and deal with fleet programs. As part of the program the Enterprise account managing team would meet with Fleet staff and the manager of Public Works four times a year to review the program, trends in the market, vehicle maintenance and vehicle use to re -evaluate the existing lease structure of each vehicle to determine if changes to the lease structure are warranted to ensure best financial benefit to the Town. As identified, the program is an open ended lease structure which would allow for changes in the lease to occur at any time without any penalties. The vehicle maintenance included as part of the Fleet Management Program will be completed using local certified shops. This would allow the Town’s in-house mechanics to focus on heavy duty and specialized equipment, and gives work on lighter fleet back to local shops who are part of the program with Enterprise. The annual operating and routine maintenance costs are built into the lease program, therefore reducing the risk of unexpected major repairs. Evaluation of Fleet Throughout 2021 Town staff provided Enterprise with a general overview of our existing Fleet and provided specifics on the needs of the vehicle. Enterprise reviewed all available options that meet the Town’s operational needs including make of vehicle, model of vehicle, length of lease period, anticipated end of life kilometers on vehicles, average maintenance, fuel costs, specialized needs for use, and best return on investment given the use of the vehicles. As part of their Fleet Management program Enterprise reviewed 2 6 of the existing fleet vehicles that are identified as light duty and are eligible to be incorporated into their program. As part of the review they completed an evaluation of the replacement cycle and vehicle selection for each vehicle to determine the best lease structure. It is recommended that the 26 light duty vehicles be transferred over to the fleet management program over the next 4 years to allow for the full benefit of the program to be realized. Page 158 of 239 OPD 21-41 Page 5 of 9 Replacement Cycle As part of the Fleet Management program , Enterprise determines the optimal replacement for each vehicle based on the type of vehicle, use and mileage to ensure the lowest overall costs. Based on the Town fleet and the usage trends, Enterprise is suggesting that vehicles are replaced every 2 to 4 years depending on the vehicle to get the best return on investment. Enterprise has evaluated operational considerations from fuel and maintenance costs but also what the Town would get back on the resale of our existing and future vehicle. The proceeds of the resale can either be rolled into the acquisition price on the next new vehicle or be provided directly to the Town’s Fleet budget. Rolling the proceeds of the existing vehicle into the cost of the next acquisition makes the most sense from a reduction in cash outlay and results in the lowest average monthly cost, providing the highest market value and maintaining high reliability/safety of the fleet. Enterprise will evaluate the Fleet Management program annually and recommend a revised replacement cycle if there are changes in the market that would cause a revision to the program to optimize costs. This will further reduce internal fleet management of vehicles being repurposed in different departments and over different seasonal uses. Vehicle Selection Enterprise completed an assessment of each vehicle and its use patterns, to determine the best replacement option to optimize operations as well as vehicle costs, and provided an in-depth example of the top three truck replacement options for 2022 half- ton pick-up trucks. The assessment identified the preferred truck to replace the existing light duty pick-up truck to allow for the lowest cost to operate overall and greater return on investment for the Town. From the analysis, the review went into specifics regarding the intended and ongoing use of each vehicle to determine a model that would best benefit the Town, and to confirm that staying with one brand would also provide cost savings to the Town. The preferred vehicle identified by Enterprise from the lowest cost to operate overall and the greater return on investment based on the existing fleet and usage trends was the Chevrolet Silverado 1500 4x4 crew cab in a white exterior color. The Town has 4 vehicles that will be replaced with regular cab vehicles as well, as they have implements in the back that require more bed space then cab space. A similar evaluation has been completed for all light duty vehicles and would be updated on an annual basis. Staff have worked with Enterprise to include replaceme nt of vehicles that are most practical to meet the Town fleet needs. Program Evaluation Based on the fleet evaluation completed by Enterprise a financial model was created to determine the costs of switching to a lease, maintenance and management program. Page 159 of 239 OPD 21-41 Page 6 of 9 The financial evaluation is compared with the Town’s current light duty fleet costs in the Financial Impact section of this report. Based on the financial and non-tangible benefits of the Enterprise Fleet Management Program it is recommended that the Town transition to the Enterprise program should begin in 2022 as it will allow for the full benefits of the program to be realized immediately. Commencing the transition to the Enterprise Fleet Management program in 2022 will result in significant financial savings to the 2022 budget as there are six light duty vehicles identified for replacement through the capital budget deliberation process. The Town will no longer be required to provide the vehicle costs upfront through the capital budget but instead pay a monthly fee through the annual operating budget over the replacement cycle with any cost savings being incorporated into the program following the sale of each vehicle. Overall, transitioning to the Enterprise Fleet Management Program on the Town’s light duty vehicles has numerous benefits. The Town fleet would always be safe, more reliable and fuel efficient and allow more time for the Fleet Mechanics to dedicate their efforts to the maintenance of heavy duty and specialized equipment. Transitioning to a corporate leased ownership, maintenance, and management program for light duty vehicles will ensure that all vehicles are maintained according to best practices and as such will operate at a high level resulting in a greater return on investment for that costs and less capital expenditures annually. In summary, there are positive implications for all impacted parties upon entering into this agreement. The following is a summary of implications outlined above in the report:  Town in-house mechanics can focus on heavy duty and specialized equipment;  Light duty vehicle maintenance will be assumed by local certified shops that are partnered with Enterprise as part of the program;  Light duty vehicle fleet replacements will be strategically poised to take place at the most lucrative time to give us the most return on investment;  Newer fleet will allow for less downtime and focused on our fleet needs; and flexible to change with any changes in business;  Provides Town capital budget expenditure availability for other various strategic initiatives and/or asset replacement demands; and  More fuel efficient vehicles will allow for a reduction in overall fuel usage greenhouse gas emissions CONSULTATION Communication between Enterprise, the Director of Operations, and the Director of Finance has taken place to understand their Fleet Management Program a nd how it could specifically be applied to the Town’s light duty fleet. Page 160 of 239 OPD 21-41 Page 7 of 9 FINANCIAL IMPACT/FUNDING SOURCE By partnering with Enterprise Fleet Management, the Town of Tillsonburg will be able to lower the total cost of ownership on its fleet of vehicles and cycle its fleet more efficiently. Leveraging an open-end lease maximizes cash flow, providing the Town the ability to “do more with less,” and recognizes equity from vehicles sold reducing the cost of future replacements. Furthermore, Tillsonburg will leverage Enterprise Fleet Management’s ability to sell vehicles through a public process at an average of 109% above Black Book value. By shifting from reactively replacing inoperable vehicles to proactively planning vehicle purchases, the Town will be able to replace all its vehicles over the course of 4 years at or below the current estimated fleet budget. Existing Fleet Program The Town completes budgeting for the replacement and maintenance of vehicles based on historical costs and revises the evaluation based on changes in the market. For each type of light duty vehicle (half ton, ¾ ton, one ton and smaller cars/SUV) there is a general evaluation of the costs completed to understand the funding requirement for each type of vehicle over the 8 year life span with the Town. The costs for each vehicle vary slightly depending on use and variation in required maintenance however are generally reflected by the analysis. Through the current Town fleet replacement cycle an average half ton light duty fleet vehicle costs the Town $68,000 over a 10-year period. This includes the purchase and resale of the vehicle as well as all general vehicle maintenance. Costs for licensing and insurance were not included in the evaluation as they will be the same regardless of fleet management. Enterprise Fleet Management Program Enterprise has completed a fulsome review of the Town’s light duty fleet vehicles to determine the annual costs of transition to a lease, maintenance, and management program with Enterprise. The evaluation reviewed current specifications and requirements for each vehicles and provided a price per vehicle under the lease structure. The lease would include costs of purchase, maintenance, resale of each vehicle and all service provided by Enterprise. Through Enterprise’s evaluation it was determined that the annual lease costs would be $238,144 (after 2026) once all 26 vehicles are on-boarded with annual inflation taken into consideration each year after. These costs will be offset by the sale of vehicles resulting in lower costs every other year as shown in Table 1. A more detailed breakdown of the costs of the Enterprise Fleet Management Program is included in Appendix A. Page 161 of 239 OPD 21-41 Page 8 of 9 Table 1: Annual Costs for Enterprise Fleet Management Program (including estimated fuel & maintenance) To allow for the easiest transition into the program Enterprise would take responsibility for resale of all of the existing light duty fleet. The costs of the sale would be used to offset the lease costs every year. The vehicle acquisition costs are significantly lower through Enterprise than the Town is currently receiving through competitive bid. Based on the cost of recent vehicle acquisitions and the costs provided by Enterprise there is more than a $10,000 difference for the same type of light duty vehicle. The reason for this is that Enterprise has buying power through large scale acquisitions and industry connections and agreements that the Town would only have access to through this program. This is also the case for the resale of each vehicle. Enterprise provided an example that identified that they utilize not only the Ontario market for resale but other markets if necessary to ensure that the best value is received while selling vehicles. The analysis completed by Enterprise to develop the lease structure utilizes conservative numbers to ensure that it represents the worst case scenario and accounts for potential fluctuations in the market. The calculations include the vehicle resale value at 80% of black book pricing however Enterprise on average received pricing 8.5% above the black book price. Following resale of the vehicle the Town will receive the additional sale funds above the amount identified in the lease agreement. These fund can be utilized for future fleet purchases further reducing the cost of the program. The program also currently takes into account the purchase of all new specialty equipment, including storage box, back rack and light bars, each time a vehicle is purchased. Many of these pieces of equipment can be removed and reinstalled and therefore further cost reduction are anticipated. Program Comparison A comparison of the 10-year costs of each program (excluding maintenance and fuel costs) was competed to understand the long-term favourable financial impacts of transitioning to the Enterprise Fleet Management Program as identified in Table 2. Page 162 of 239 OPD 21-41 Page 9 of 9 Table 2: Approximate Costs - 10-Year Comparison The cost comparison identifies the conservative cost saving through the Enterprise Fleet Management Program over a 10-year period. As identified, there are a number of factors that could help reduce the annual costs for light duty fleet through the Enterprise program that could not be realized if the Town continues with the current replacement cycle. These costs savings along with the non-tangible benefits of the program to the Town and Community help confirm the recommendation to transition to the Enterprise program over the next 4 years. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☒ Connectivity and transportation ☐ Not Applicable Goal – Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic Direction – Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing Projects – Asset Management Plan ATTACHMENTS Appendix A - Town of Tillsonburg - Fleet Synopsis by Enterprise Year Net Cost Current Light Duty Fleet Program (Town of Tillsonburg Asset Management Plan) Net Cost Proposed Light Duty Fleet Program (Enterprise Fleet Management Program) Estimated Net Fleet Savings 2022 274,000$ 39,122$ 234,878$ 2023 246,500$ 45,042$ 201,458$ 2024 149,500$ 111,755$ 37,745$ 2025 40,500$ 90,943$ (50,443)$ 2026 35,500$ 128,778$ (93,278)$ 2027 63,500$ 130,039$ (66,539)$ 2028 235,500$ 81,338$ 154,162$ 2029 176,000$ 142,673$ 33,327$ 2030 224,000$ 155,158$ 68,842$ 2031 332,000$ 86,746$ 245,254$ 765,406$ Potential Fleet Expenditure Savings (exluding fuel/maintenance expenditures) Page 163 of 239 Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2020 Enterprise Fleet Management, Inc. 1 PREPARED FOR: FLEET CONSULTANT PHONE EMAIL Chris Lockhart 226 – 339 - 2874 christopher.lockhart@efleets.com Page 164 of 239 Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2020 Enterprise Fleet Management, Inc. 2 *This program is contractual in nature, but not term binding. Any vehicle sales proceeds above the remaining book balance at time of termination is credited to The Town of Tillsonburg FLEET SYNOPSIS | Town of Tillsonburg THE SITUATION Out of the 26 light duty vehicles analyzed, current fleet age is negatively impacting the overall budget and fleet operations • 23% of the light duty fleet is currently 10 years or older • 58% of fleet built before backup cameras became standard • 5.7 years is the current average age of the fleet • 9-10 years – the time it would take to cycle the entire fleet at current acquisition rates • Older vehicles have higher fuel costs, maintenance costs and tend to be unreliable, causing increased downtime and loss of productivity. THE OBJECTIVES Identify an effective vehicle lifecycle that maximizes potential equity at time of resale creating savings of $273,000 in 10 years • Shorten the current vehicle life cycle from 10 years to 5-2 years (depending on vehicle type, application, and equipment) • Provide a lower sustainable fleet cost that is predictable year over year • Significantly reduce Maintenance spend cycling ½ ton pick-up trucks every 10,000km on average • Reduce the overall fuel spend with more fuel-efficient vehicles • Leverage an open-ended lease to maximize cash flow and recognize equity at the time of vehicle disposal Increase employee safety with newer vehicles • Currently: o 6 vehicles predate Electronic Stability Control standardization (2012) ▪ ESC is the most significant safety invention since the seatbelt o 15 vehicles predate standardization of back up camera (2018) Utilize the Sourcewell / LAS awarded RFP #060618-EFM that addresses the following: • Access to all fleet management services as applicable to the needs of the town • Supports the town’s need for fleet evaluation on a quarterly basis assessing costs and reviewing best practices THE RESULTS By partnering with Enterprise Fleet Management, the Town of Tillsonburg will be able to lower the total cost of ownership on its fleet of vehicles and cycle its fleet more efficiently. Leveraging an open-end lease maximizes cash flow, providing the city the ability to “do more with less,” and recognizes equity from vehicles sold reducing the cost of future replacements. Furthermore, Tillsonburg will leverage Enterprise Fleet Management’s ability to sell vehicles through a public process at an average of 109% above Black Book value. By shifting from reactively replacing inoperable vehicles to proactively planning vehicle purchases, Tillsonburg will be able to replace all its vehicles over the course of 5 years at or below the current estimated fleet budget. Total estimated savings over a 10- year time frame is estimated at $273,000. Page 165 of 239 Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2020 Enterprise Fleet Management, Inc. 3 FLEET STATISTICS | Town of Tillsonburg FLEET PLANNING ANALYSIS | Town of Tillsonburg Page 166 of 239 Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2020 Enterprise Fleet Management, Inc. 4 Enterprise included $4,000 in aftermarket to this vehicle to get a good understanding when to cycle even if it were to be fully depreciated. All of Enterprise’s municipal partners reuse aftermarket (back racks, 2-way radio, etc) and for the most part is cycled into new vehicles. Even if the town were not to reuse aftermarket, It is recommended to cycle a 2021 Chevrolet Silverado 1500 LT Double Cab every 2 years. There is not financial gain to hold it past 2 years. 10 YEAR ANALYSIS – Town of Tillsonburg Enterprise conducted a proof of concept 10-year analysis across all 26 light duty vehicles in fleet and is estimating $273,000 in projected savings. Page 167 of 239 Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2020 Enterprise Fleet Management, Inc. 5 CLIENT TESTIMONIAL Page 168 of 239 Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2020 Enterprise Fleet Management, Inc. 6 PROGRAM RESOURCES | Town of Tillsonburg SAFETY • 25% of all vehicles are older than 10 years of age and may not contain the most up to date safety features, such as electronic stability control, airbag standardization and anti-lock brake control. ACCOUNT MANAGEMENT The Town of Tillsonburg will have a dedicated, local account team to proactively manage and develop the fleet plan while delivering the highest level of customer service to facilitate your day-to-day needs. • Your dedicated Account Manager meets with you 3-4 times a year for both financial and strategic planning. • Your Account Manager will provide on-going analysis – this will include analyzing the most cost-effective vehicle makes/models, cents per km, total cost of ownership, and replacement analysis TECHNOLOGY Enterprise Fleet Management’s website provides vehicle tracking and reporting. Our website can be customized to view a wide range of data so that you have a comprehensive and detailed look at all aspects of your fleet and the services provided. Our Mobile App gives drivers the convenience and functionality they need to locate repair facilities and enter odometer readings. • Consolidated Invoices - Includes lease, maintenance, and any additional ancillaries • Maintenance Utilization - Review the life-to-date maintenance per vehicle • Recall Information - See which units have open recalls • License & Registration - See which plate renewals are being processed by Enterprise and view status • Alerts - Set customizable alerts for oil changes, lease renewals, license renewals, and billing data • Lifecycle Analysis - See data regarding all transactions for the lifecycle of the entire fleet, with drill-down capability to any specific lease or transaction Page 169 of 239 Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2020 Enterprise Fleet Management, Inc. 7 REFERENCES | Town of Tillsonburg REFERENCES: Below is a list of at least two (3) client references including company name, contact person, and telephone number. 1. City: Municipality of North Grenville Business Phone #: (613) 258-9569 ext. 111 Contact Person: Brad Brookman, Director of Finance 2. City: Algonquin Forestry Authority Business Phone #: (613) 635-0173 ext. 226 Contact Person: Jeff Leavey, General Manager 3. City: Township of Clearview Business Phone #: (705) 428 - 6230 ext. 230 Contact Person: Dan Perreault, Deputy Director of Public Works COOPERATIVES: • LAS & AMO BUSINESS SERVICES • SOURCEWELL • TIPS/TAPS USA Page 170 of 239 Page 1 of 2 Subject: T:GO Christmas Bus Report Number: OPD 21-42 Department: Operations and Development Department Submitted by: Ashley Taylor, Transit Coordinator Meeting Type: Council Meeting Meeting Date: Monday, September 27, 2021 RECOMMENDATION THAT report OPD 21-42 T:GO Christmas Bus be received as information; AND THAT Council authorizes the T:GO In-Town bus to operate on Saturday November 27th, December 4th, 11th and 18th, 2021; AND THAT Sponsorship opportunities be made available to offset the associated 2021 budgeted operating cost. BACKGROUND The T:GO In-Town transit service operates Monday to Friday from 6:00am to 6:00pm. In 2019 and 2020, service was provided on the four Saturdays prior to Christmas to promote shopping opportunities within Tillsonburg with the support from the BIA to assist in providing the service. In 2019, this T:GO Christmas Bus service provided 142 additional trips and in 2020, this service provided 36 additional trips on the T:GO service. DISCUSSION The service agreement with the contractor provides pricing to operate the bus on Saturdays. The T:GO Christmas Bus Sponsorship Opportunity Form (Appendix A) will be circulated to businesses within the BIA to offer additional business promotion opportunities and seek additional financial support for this service. Page 171 of 239 OPD 21-42 Page 2 of 2 CONSULTATION Staff have contacted the BIA and Voyago about this opportunity. Both are interested in sponsoring this service for 2021. Once the Christmas bus has been approved, staff will reach out to local businesses for sponsorship as well. The Tillsonburg Transit Advisory Committee supports this recommendation. FINANCIAL IMPACT/FUNDING SOURCE The cost to operate the Saturday transit service is $848.76 plus HST per 12 hour day. Voyago has offered to donate one of the Saturdays at no cost to the Town of Tillsonburg, bringing the total cost of the Saturday Christmas service to $2,546.28 plus HST. This cost has been included within the 2021 Transit Services operating budget. Any additional sponsorships will be used to further offset the cost to the Town. The advertising of this service will be done through existing m arketing contracts at no additional cost to the Town. Regular fares will be charged for this service. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☒ Connectivity and transportation ☐ Not Applicable Goal – Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic Direction – Provide alternatives to automobile travel through active transportation and public transit. Priority Project – Not Applicable ATTACHMENTS Appendix A – T:GO Christmas Bus Sponsorship Page 172 of 239 T:GO Christmas Bus Sponsorship The Town will be offering a Christmas bus on Saturdays November 27th, December 4th, 11th and 18th to promote Christmas Shopping in the Downtown. The following sponsorship opportunities are available: Selection Level Costs Details Gold $800 Large company logo displayed with all of the Towns Advertising and Promotions of this service Silver $600 Small company logo displayed with all of the Towns Advertising and Promotions of this service Frankincense $450 Company name in text displayed with all of the Towns Advertising and Promotions of this service Promotions include the Town’s website, Town’s newsletters Page, T:GO Facebook Page, Posters distributed throughout the Town. Completed forms need to be submitted to the Town of Tillsonburg office by October 15th. The promotions campaign will start after Remembrance Day. Please provide the following information: Company Name: Company Address for Invoicing: Date: Phone Number and/or email address Signature: If your sponsorship level includes your company logo, a high resolution PNG image format will need to be supplied to transit@tillsonburg.ca. Page 173 of 239 Page 1 of 4 The Corporation of the Town of Tillsonburg Memorial Park Revitalization Committee September 15, 2021 5:30 p.m. Hybrid MINUTES Present: Mel Getty, Mike Cerna, Jane Ann McLean, Joan Weston, Rosemary Dean, Kim Sage Absent with Regrets: Ken Patterson, Terry Smith, Scott Vitias Also Present: Christopher Baird, Chris Rosehart, Margaret Puhr 1. Call to Order The meeting was called to order at 5:32 p.m. 2. Adoption of Agenda Resolution #1 Moved by: Joan Weston Seconded by: Mike Cerna THAT the Agenda as prepared for the Memorial Park Revitalization Committee meeting of September 15, 2021, be adopted. Carried 3. Minutes of the Previous Meeting 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. Page 174 of 239 Page 2 of 4 5. General Business and Reports 5.1. Staff update - Lots of things happening in the department, some of the major accomplishments this spring and summer were: old hydro poles around the track at Sam Lamb field were removed by THI which visually improved the area; staff planted about 40 trees in park this season, many around Sam Lamb field; Courtland Gardens donated 20 trees for their 20th anniversary, these were planted along McLaughlin trail, Mayor participated; the planting will continue; Fairboard did work on the horse barn; directional signage project is ongoing with partnership of the Economic Development department, should be finished in early next year; another donation was by Empire Sealing and Paving who donated pathway paving near tennis court; the Rotary Club may donate to more paved pathways in that area of the park; the parking lot on East side of community centre was expanded; 5.2. ICIP Grant for aquatic improvements – overview - This was awarded in May and announced in July, in the amount of $5M. The project will include replacing tile around the pool, barrier free washrooms added, mechanical system filtration replacement, energy efficiency, new lighting, current turbines will provide heat, roof rehabilitation, new pool admin offices, ramp and storage areas, zero entry to pool, some work to the Zamboni area as well as new splash pad next to the water park. This project was separated into two, splash pad first over winter and spring with plan that it can be opened in spring 2022, followed by work on the indoor pool. Maintenance of the splash pad has been built into planning and budgeting. Care was taken to provide swimming facility for lessons and programming for as much of the time as possible. Staff are working with architectural consultants A+Link on schedule which will allow to keep staff in their roles during the construction and the programs running. There is an administrative team made up of staff working with the architects on design and specs for this project. Indoor pool will be closed for approximately 8 months starting late spring with final facility ready for May/June of 2023 ribbon cutting. The need for sauna/gym was brought up – the need for the sauna is questionable due to usage, but Council will make final decision on whether it will Page 175 of 239 Page 3 of 4 be included in the project scope. Health club has been difficult to manage during the pandemic, at this time is not slated for any changes within this plan/grant. Councillor Rosehart suggested it could be repurposed for alternative staff offices or as additional change rooms for hockey or swim teams. For future consideration of Council and Committee. 5.3. Dog Park Committee proposal for expansion - Mel was contacted by Wayne Beard, Chair of the Dog Park Committee and they met at the dog park. The DP committee would like to expand the dog park were asked to contact Memorial Park committee as this committee’s mandate covers Memorial Park development. The DP is asking to extend the small dog end by 20 meters NW toward the Kiwanis diamond. Mel indicated that Memorial Park committee wouldn’t be making any recommendations until at least spring. All associated costs for expanded fencing and site preparation should be included in a priority list and subject to annual funding. Mel will be requesting a formal delegation or request in form of resolution. Margaret will distribute the proposed expansion map. There was discussion about concerns regarding kennel cough - we are having signs made about the potential risk and will be posted at the dog park. Some other request heard from public were that users would like more tables, more mulch, more trees – these should be directed to the Dog Park committee who can then respond and prioritize with staff . There is a bulletin board with committee member information at the dog park. Staff will include annual funding in the budget for improvements for the dog park. 5.4. Master Plan report card – next steps - Mel stated that this committee has many things going on and there were many things accomplished, two main items that haven’t been addressed are flowers/flowerbeds and Fairboard requests. Suggested that the next projects for the committee focus on these areas. Chris put forward that a list be made of accomplishments and inventory to get a better idea of what has been done and what the next bigger priorities for next 5-10 years be determined and be put in the budget for council consideration. The update can be done in-house by staff with assistance of engineering department and presented to the committee over the winter. Chair feels that a status report Page 176 of 239 Page 4 of 4 should be prepared and presented to Council with recommendations for future planning and budgeting, as well as to inform the community of all the work and accomplishments. Additional work on the Bandshell was brought up - Chris would like to contact the company who built the Bandshell and find out how some walls can be installed and the cost. Currently there some funds in the carry forward budget, which may not be sufficient. It was discussed that right now the shell looks unappealing and half -finished, particularly the ramp still gravel. Some site improvements could be made this fall or next spring using remaining funds in the Memorial Park project lines. Additional items in 2021 budget were discussed: 25,000 for parking – that was completed, playground near tennis courts was also completed with consultation to the residents for colour choice, dog park was expanded with irrigation and water taps, mulch, trees and some concrete work still to be done, signage will carry over, some parking lot money will hopefully be redirected to sports fields which will carry forward for dugout improvements next year. 6. Next Meeting November 17th at 5:30 p.m. 7. Adjournment Resolution #2 Moved by: Jane Ann McLean Seconded by: Rosemary Dean THAT the September 15, 2021 Memorial Park Revitalization Committee meeting be adjourned at 6:34 p.m. Carried Page 177 of 239 Page 1 of 3 The Corporation of the Town of Tillsonburg Tillsonburg Dog Park Committee September 14, 2021 7:30p.m. Dog Park MINUTES Present: Wayne Beard, Kelly Luciani, Karen Clipson, Marcie W alters-Turcotte, Katie Benko Absent with Regrets: Roseanne Fillion, Steve Cluett, Connie Porter Also Present: Pete Luciani, Dave Drobitch, Margaret Puhr 1. Call to Order The meeting was called to order at 7:30 p.m. 2. Adoption of Agenda Resolution #1 Moved by: W ayne Beard Seconded by: Pete Luciani THAT the Agenda as prepared for the Tillsonburg Dog Park Committee meeting of September 14, 2021, be adopted. Carried 3. Minutes of the Previous Meeting 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. Page 178 of 239 Page 2 of 3 5. General Business and Reports 5.1. Concrete installation update – Dave contacted two concrete companies and has not received any call backs, they are quite busy right now. Katie offered to contact a few more. The suggestion is to focus on the entrance area since the funds are low, additionally, concrete for pavilion will require specific criteria. 5.2. Shelter – pricing and delivery – Yardistry offered a 12’x14’ shelter for $1340.00, which is 50% less than at Costco or lumber yard, however that does not include delivery from Mt. Forrest. Ultimately, considering the proposed extension at the small dog end of the park, only the pavilion in the large dog area should be going ahead, the second will wait until it is determined whether the extension can happen. Additionally, there isn’t enough money for the second pavilion in this year’s budget. 5.3. Perimeter path – this project will wait until 2022 due to budgetary constraints. 5.4. Location of additional trees – W ayne would like to see more trees planted, this will also likely happen in 2022 due to budgetary constraints. 5.5. Memorial tree update – there is no update at this time, the RCP department is looking at options and will provide an update when a decision has been made. 5.6. Directional signage update – this project has no update, still in the hands of Economic Development design team. 5.7. Additional lighting update – the park is dark with just the couple of lights at the entrance, as a long term goal the committee would like more lighting added. 5.8. Pooch Plunge – this event is back this year at the water park on September 27th. Information on event is difficult to find – Margaret will discuss with marketing team and provide links to the members. 5.9. Park extension – W ayne met with Mel Getty, Chair of the Memorial Park Revitalization committee to discuss the proposed extension of the area. There are plans fro park development on the East side and some for next to the Kiwanis diamond, therefore only the W est end is a possibility, a smaller section than hoped. The small dog area is not well used. The MPRC will meet later this week, but the indication is that this is a long term project as the committee has Page 179 of 239 Page 3 of 3 some other priorities to determine. An update will be provided as it is communicated. 6. Next Meeting October 12th at 7:30 p.m., location TBD 7. Adjournment Resolution #2 Moved by: W ayne Beard Seconded by: Marcie W alters-Turcotte THAT the June 1, 2021 Tillsonburg Dog Park Committee meeting be adjourned at 8:00 p.m. Carried Page 180 of 239 Page 1 of 3 The Corporation of the Town of Tillsonburg Tillsonburg Transit Advisory Committee September 21, 2021 10:00 a.m. Hybrid Meeting MINUTES Present: Cindy Allen, Sherry Hamilton, Kathryn Leatherhead, Lynn Temoin, Rick Martin and Councillor Luciani Absent with Regrets: Stephanie Ellens-Clark Also Present: Ashley Taylor, Transit Coordinator Carlos Reyes, Director of Operations and Development John Samuel, Onexbus 1. Call to Order The meeting was called to order at 10:03 a.m. 2. Adoption of Agenda Resolution #1 Moved by: Cindy Allen Seconded by: Rick Martin THAT the Agenda as prepared for the Tillsonburg Transit Advisory Committee meeting of September 21 2021, be adopted. Carried 3. Minutes of the Previous Meeting 4. Disclosures of Pecuniary Interest and the General Nature Thereof Page 181 of 239 Page 2 of 3 No disclosure of pecuniary interest were declared. 5. Presentation – Onexbus - John Samuel –Director of Operations John Samuel provided an overview of his new bus service Onexbus. 6. General Business and Reports 6.1. In Town Transit Update 6.1.1. Statistics Staff provided an overview of the In-Town Statistics. 6.1.2. New Bus Route There was discussion regarding the changes to the new proposed bus route. It was requested that a map link to the new proposed route be sent to committee members after the meeting. 6.1.3. Sidewalk Connectivity Project 6.1.4. Sobeys Future Planning There was discussion regarding accessibility at the proposed Sobeys bus stop location. 6.1.5. Bus Stop Shelter Funding Application There was discussion on how many bus shelters are necessary. 6.2. Inter-community Transit Update 6.2.1. Statistics Staff provided an overview of the Inter-Community Statistics. 6.3. Advertising 6.3.1. Town Mall Sign There was discussion on the mall sign placement. Outdoor mall signage was also discussed. It was suggested that outdoor signage at the Town Centre Mall could be in the form of a bus shelter. 6.3.2. Electricity Bill 6.3.3. Bus Signage There was discussion regarding the location and visibility of the signage on the bus. Advertising on the bus was also discussed. 6.4. Railway Crossings Page 182 of 239 Page 3 of 3 6.5. Ticket Update It was suggested to offer vendors brochure holders for both size brochures. 6.6. Winter Maintenance 6.7. Christmas Bus The hours the Christmas bus is offered was discussed, as well as the idea of a Christmas lights tour on the bus. Advertising for the Christmas bus was also discussed. 7. Next Meeting November 16, 2021 at 10:00 a.m. 8. Adjournment Resolution #2 Moved by: Rick Martin Seconded by: Pete Luciani THAT the September 21, 2021 Tillsonburg Transit Advisory Committee meeting be adjourned at 11:35 p.m. Carried Page 183 of 239 Page 1 of 3 The Corporation of the Town of Tillsonburg Recreation & Sports Advisory Committee September 22, 2021 5:30 p.m. Hybrid MINUTES Present: Christian Devlin, Jeff Van Rybroeck, Susie W ray, Kim Sage Absent with Regrets: Dace Zvanitajs, Carrie Lewis Also Present: Chris Parker, Andrea Greenway, Margaret Puhr 1. Call to Order The meeting was called to order at 5:35 p.m. 2. Adoption of Agenda Resolution #1 Moved by: Jeff Van Rybroeck Seconded by: Chris Parker THAT the Agenda as prepared for the Recreation & Sports Advisory Committee meeting of September 22, 2021, be adopted. Carried 3. Minutes of the Previous Meeting 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. Page 184 of 239 Page 2 of 3 5. General Business and Reports 5.1. Introduction of new member – Christian Devlin 5.2. Election of new Chair – deferred to next meeting, awaiting potential new members 5.3. Staff update – the department received ICIP funding for aquatic centre refurbishment and new splash pad. Currently working with a design company for the new design which will go for approval. Currently reviewing staff recommendation and space needs for the aquatic centre renovation. Proposed new street level entrance, family change rooms, new tile, zero entry to the pool and more. Minimizing closure of the pool is very important and has been communicated to the design team. The anticipated opening for the splash pad is spring 2022, aquatic centre no timeline right now; The water slide was opened in August and is working great; Right now the community centre is working on implementing the proof of vaccination for attendees and participants, the first day was okay. The team has been adjusting to the protocols as they come every couple/few weeks, the marketing team and staff are working on getting the message out to everyone. Children under 16 can use health card as form of ID, digital copy is acceptable. There are marshals at the entrance with contact tracing and proof of vaccination requirements. There is security hired for evenings and weekends, as well as additional staff and security at the W est pool entrance. The OPP is also increased their patrolling around the centre. The emphasis is on protecting staff from harassment. It was noted that the communication to the public has been very good and the staff has done a great job with updating the policies and dealing with public pushback. The new registration software has been implemented and is working well, the online registration is easier than the previous software, summer camp registration went well this summer. The mini rink online booking will be active this week, the regular ice is still being discussed, as the ice is fairly booked up. 5.4. General discussion – C. Parker commented that the paving of the Trans Canada Trail was a great addition to the town and the staff has done a great job with this. Page 185 of 239 Page 3 of 3 Healthy Communities Initiatives Grant - still waiting to hear. Memorial ice will be ready next week. It was brought up that the use of the outdoor ice rink should be addressed ahead of the ice season – some of the issues last year were due to provincial COVID restrictions which have been lifted this year. Monitoring the outdoor rink takes a lot of resources and it was meant to be self-managed facility. Since the indoor ice is available for this fall, it will hopefully alleviate some of the last year ’s issues. The schedule has been made and will be posted. Facility rentals are available as of September with restrictions for occupancy. 6. Next Meeting October 13th at 5:30p.m., hybrid format 7. Adjournment Resolution #2 Moved by: Christ Parker Seconded by: Christian Devlin THAT the September 22, 2021 Recreation & Sports Advisory Committee meeting be adjourned at 6:20 p.m. Carried Page 186 of 239 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW to authorize a collective agreement between the Power Workers’ Union CUPE Local 1000 and the Corporation of the Town of Tillsonburg. WHEREAS The Town of Tillsonburg is desirous of entering into the collective agreement with the Power Workers’ Union CUPE Local 1000; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That the collective agreement attached hereto as Schedule "A" forms part of this By-Law; 2. That the Chief Administrative Officer be hereby authorized to execute the attached agreement marked as Schedule "A" on behalf of the Corporation of the Town of Tillsonburg; 3. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 27th day of SEPTEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of SEPTEMBER, 2021. ___________________________ MAYOR – Stephen Molnar _____________________________ CLERK – Michelle Smibert Page 187 of 239 Page 1 of 21 COLLECTIVE AGREEMENT BETWEEN CORPORATION OF THE TOWN OF TILLSONBURG (HEREINAFTER CALLED “THE TOWN”) AND POWER WORKERS’ UNION CUPE LOCAL 1000 (HEREINAFTER CALLED “THE UNION”) APRIL 1, 2021– MARCH 31, 2024 Page 188 of 239 Page 2 of 21 Contents PREAMBLE: ................................................................................................................. 4 ARTICLE 1: RECOGNITION ........................................................................................ 4 ARTICLE 2: MANAGEMENT’S RIGHTS ..................................................................... 4 ARTICLE 3: UNION SECURITY AND CHECK-OFF OF DUES ................................... 4 ARTICLE 4: SENIORITY .............................................................................................. 5 ARTICLE 5: EMPLOYEE CATEGORIES ..................................................................... 6 ARTICLE 6: STRIKES AND LOCKOUTS .................................................................... 7 ARTICLE 7: GRIEVANCE PROCEDURE .................................................................... 7 ARTICLE 8: ARBITRATION......................................................................................... 8 ARTICLE 9: HOURS OF WORK AND OVERTIME ...................................................... 9 ARTICLE 10: RECOGNIZED HOLIDAYS .................................................................. 11 AR TICLE 11: VACATION .......................................................................................... 11 ARTICLE 12: PERSONAL EMERGENCY DAYS ...................................................... 12 ARTICLE 13: HEALTH PLAN .................................................................................... 12 ARTICLE 14: PENSION AND INSURANCE .............................................................. 13 ARTICLE 15: JOB POSTING ..................................................................................... 13 ARTICLE 16: LAY-OFF & RECALL ........................................................................... 13 ARTICLE 17: LEAVE OF ABSENCE ......................................................................... 14 ARTICLE 18: SICK LEAVE AND SHORT-TERM DISABILITY LEAVE .................... 15 ARTICLE 19: ALLOWANCES .................................................................................... 15 Page 189 of 239 Page 3 of 21 ARTICLE 20: GENERAL ............................................................................................ 16 ARTICLE 21: WAGE RATES AND PROGRESSION SCHEDULES .......................... 16 ARTICLE 22: HEALTH AND SAFETY ....................................................................... 16 ARTICLE 23: MID-TERM AGREEMENTS ................................................................. 16 ARTICLE 24: DURATION .......................................................................................... 17 SCHEDULE A – APRIL 1, 2018 WAGE SCHEDULE: ............................................... 18 SCHEDULE A – APRIL 1, 2019 WAGE SCHEDULE: ............................................... 19 SCHEDULE A – APRIL 1, 2020 WAGE SCHEDULE: ............................................... 20 LETTER OF UNDERSTANDING #1 ........................................................................... 21 Page 190 of 239 Page 4 of 21 PREAMBLE: The parties agree that the Town must be efficient, profitable and competitive and develop relations based on mutual respect and ensure a healthy, safe and productive workplace. This will promote the viability and prosperity of the organization and quality services to our customers. ARTICLE 1: RECOGNITION 1.01 The Town recognizes the Union as the sole and exclusive bargaining agent of all employees of Town of the Town of Tillsonburg who work within the hydro operations department, save and except for Utility Revenue Coordinators, Billing Support Clerks, Managers, persons above the rank of Manager, and students employed during the school vacation period. Students will not be used to displace employees. ARTICLE 2: MANAGEMENT’S RIGHTS 2.01 The Union recognizes and acknowledges that the management of the Town’s operation and the direction of the working forces are fixed exclusively in the Town and shall remain with the Employer except as specifically limited by the provisions of this Collective Agreement. For greater certainty and without restricting the generality of the foregoing, the Union acknowledges that the Town’s exclusive right to manage and direct its operations and working forces includes but not limited to: (a) maintain standards, order, discipline and efficiency; (b) hire; assign; direct; schedule; promote; demote; classify; transfer; lay-off; recall; suspend, discharge or otherwise discipline employees for just cause; (c) determine the nature and kind of business conducted by the Town, the control of materials and goods, the methods and techniques of work, the schedules of work, number of personnel to be employed; make studies of and institute changes in jobs and job assignments; discontinue, reorganize, limit, combine, substitute any operation or part thereof; (d) make and enforce and alter from time to time rules, regulations, and policies and procedures to be observed by employees; (e) discipline or discharge a probationary employee for any reason satisfactory to the Town. 2.02 The Town’s exercise of these exclusive rights in one manner or another, or the non- exercise of such rights, in no way circumscribes the exercise of such rights in future. 2.03 The Town agrees that these functions shall be executed in a manner consistent with the general purpose and intent of this Agreement and subject to the right of the Union to file a grievance as set forth herein. ARTICLE 3: UNION SECURITY AND CHECK-OFF OF DUES 3.01 All employees covered by this Collective Agreement who are now members or become members of the Union shall as a condition of employment maintain such membership. Those employees within the unit as covered in clause 1.01 who are Union members will pay the regular monthly Union dues. 3.02 New employees covered by this Collective Agreement shall, as a condition of employment upon hire, become members of the Union. Page 191 of 239 Page 5 of 21 3.03 The Town agrees, as required by section 47 of the Ontario Labour Relations Act, 1995, to deduct from the wages of each employee covered by this Agreement, a specified uniform amount equivalent to the regular monthly dues designated by the Union. 3.04 Such deductions shall be made from the wages owing to each employee in the bargaining unit on each pay. 3.05 The Union shall notify the Town in writing of any changes to the regular monthly dues and such notification shall be the Town’s conclusive authority to make the deductions specified. Such changes shall be implemented in the second month following notification. 3.06 The Corporation will supply a current list of all bargaining unit members including their start date and job classification/occupation code as well as home contact information (address, phone number and email address (when available) electronically on a yearly basis, with member authorization to release requested information. 3.07 Amounts deducted hereunder shall be paid by cheque payable to the Union, and remitted by mail to the office specified by the Union in writing, on or before the sixteenth (16th) day of the month following the month in which the dues have been deducted. 3.08 The Union shall indemnify and save harmless the Town, including its agents, and employees, from any and all claims or actions, arising out of or in any way related to the deductions made in accordance with this Article. ARTICLE 4: SENIORITY 4.01 Seniority shall be defined as the length of continuous service a regular employee has established with the Town in this bargaining unit, and shall accrue in all cases from the date the regular employee last entered the employ of the Town. 4.02 Temporary and probationary employees shall not accumulate seniority except that a regular employee shall be granted seniority for the period served as either a temporary and/or probationary employee in accordance with the provisions in Article 5. 4.03 An employee shall lose seniority and the employee’s name shall be removed from the records and employment with the Corporation shall cease if the employee: (a) is discharged and not reinstated through the grievance procedure; (b) is laid off for a period exceeding twelve (12) consecutive calendar months; (c) has been laid off and fails to return within ten (10) working days after he has been notified to do so by the Corporation through registered mail addressed to the last address on record with the Corporation. Note: It is the employee’s responsibility at all times to keep the Corporation and the Union informed of his correct home address and telephone number. (d) retires. 4.04 Management will compile a seniority list annually, in February of each year, and a copy will be forwarded to the Principal Steward as well as each employee. Page 192 of 239 Page 6 of 21 4.05 Seniority will not increase during each lay-off and each leave of absence without pay of over one (1) month with the exception of statutory leaves under the Employment Standards Act, 2000. 4.06 (a) Regular full time employees promoted outside of the bargaining unit shall accumulate seniority for a period of twelve (12) months. (b) Employees returning to the bargaining unit after twelve (12) months shall retain their seniority previously accumulated in the bargaining unit. ARTICLE 5: EMPLOYEE CATEGORIES 5.01 Temporary Employees are persons hired to work for periods of limited duration of up to six (6) months in positions and are not likely to become part of the Corporation’s continuing organization. Temporary employees who are hired to replace employees on statutory leaves of absence will work for periods of up to eighteen (18) months. A six (6) month extension may be granted with the consent of the Principal Steward. Temporary employees shall not accumulate Corporation service, nor shall they be entitled to any of the rights or privileges accruing to regular employees unless otherwise indicated in a specific article, nor shall they have recourse to the grievance procedure. 5.02 Probationary Employees are persons hired on trial to determine their suitability for continuing employment in regular positions. An employee shall be considered probationary for up to six (6) calendar months. At the end of their probationary period, their date of hiring will be established as their date of commencement. During this probationary period they shall not be considered as having regular status and shall not be entitled to any of the rights and privileges accruing to regular employees unless otherwise indicated in a specific clause, nor shall they have recourse to the grievance procedure. On the date of hire with the Town coverage under the current Extended Health Care Plan or equivalent, and the current Dental Plan, or equivalent, will begin. The Corporation will pay one hundred percent (100%) of the premium cost of the plan. The Corporation will pay the premium cost of the Corporation’s group life insurance plan, or its equivalent. On the date of hire with the Town the employee will be entitled to the recognized holidays as specified in Article 10. 5.03 Regular Employees are those who have successfully served a probationary period. In case a temporary employee is accepted for a regular position, the time served since the last hiring date will be considered part of the probationary period provided the temporary employee’s experience has been in the same regular position the temporary employee has been hired to fill. 5.04 Co-op Students are persons hired to work for periods of limited duration of up to six (6) months in positions and are not likely to become part of the Corporation’s continuing organization. Co-op Students shall not accumulate Corporation service, nor shall they be entitled to any of the rights or privileges accruing to regular employees unless otherwise indicated in a specific article, nor shall they have recourse to the grievance procedure. Page 193 of 239 Page 7 of 21 ARTICLE 6: STRIKES AND LOCKOUTS 6.01 There shall be no strikes or lockouts as long as this Collective Agreement continues to operate. ARTICLE 7: GRIEVANCE PROCEDURE 7.01 Any employee, who has been subjected to unfair treatment under the provisions of this Agreement, shall receive the right to seek redress according to Article 7, Grievance Procedure. 7.02 For purposes of this Collective Agreement, a grievance is defined as a difference arising between the parties relating to the interpretation, application, administration or alleged violation of the Agreement including any question as to whether a matter is abatable. 7.03 STEP 1 It is the mutual desire of the parties hereto that complaints of employees shall be addressed as quickly as possible. It is understood that an employee has no grievance until the employee or the employee and their Union representative, has to first given the immediate Management the opportunity of resolving the complaint. If an employee has a complaint, they shall, along with their Union Representative, if requested, discuss it with the immediate Manager within ten (10) days after the circumstances giving rise to the complaint have occurred or have or ought to have reasonably come to the attention of the employee. The Manager shall provide a response to the complaint within ten (10) days and, failing settlement, or failing a response, it may then be taken up as a grievance within ten (10) days following advice of the immediate manager’s decision in the following manner and sequence: STEP 2 Failing settlement above, within ten (10) days after the date of the decision in Step #1 is given or due, the Principal Steward or designate will submit a written grievance notice to the General Manager or designate. The General Manager or designate will discuss the matter with the Principal Steward or designate and deliver his/her decision in writing within ten (10) days following the presentation of the grievance. STEP 3 Failing settlement above, within ten (10) days after the date of the decision in Step #2 is given or due, the Principal Steward and/or Union Staff Officer will submit a written grievance notice to the Chief Administrative Officer or designate. The Chief Administrative Officer or designate will discuss the matter with the Principal Steward and/or Union Staff Officer and deliver the decision in writing within ten (10) days following the presentation of the grievance. Failure by the grieving party to file or advance a grievance in accordance with the timeframes set out in the Agreement shall result in the grievances being deemed to have been abandoned. Failure by the responding party respond in accordance with the timeframes set out in the Agreement shall result in the grievance moving to the next step in the grievance or arbitration process. All timeframes can be adjusted by mutual agreement of the parties. 7.04 It is agreed that a grievance arising directly between the Town and the Union can be raised by either party provided it is raised within ten (10) days from the time the circumstances giving rise to the grievance have occurred or ought to have reasonably Page 194 of 239 Page 8 of 21 come to the attention of the party grieving. Such grievance shall be commenced at Step #2 and time limits set out with respect to that step shall appropriately apply. It is understood, however, that the provisions of this section may not be used with respect to a grievance directly affecting an employee or employees and that the regular grievance procedure shall not be thereby bypassed. 7.05 A claim by a regular employee that has been unjustly suspended shall be treated as a grievance if a written statement of such grievance is filed with the Town at Step #2 of the grievance procedure within ten (10) days after the date the suspension is effective. 7.06 A claim by a regular employee that has been unjustly discharged shall be treated as a grievance if a written statement of such grievance is filed with the Town at Step #3 of the grievance procedure if a written statement of such grievance is filed within ten (10) days after the date the discharge is effective. 7.07 A representative of Power Workers’ Union CUPE Local 1000 may be present at any or all steps of the grievance or arbitration procedures to assist the local union. ARTICLE 8: ARBITRATION 8.01 It is agreed that all differences of opinion relating to the interpretation, application or administration of this Collective Agreement, which cannot be settled after exhausting the grievance procedure, will be settled by arbitration as set out in this Article. Either party will notify in writing within thirty (30) days after a Step # 3 decision. 8.02 When either party requests that any matter may be submitted to arbitration as provided in the foregoing Article, it shall make such request in writing addressed to the other party to this Agreement, and at the same time shall suggest possible arbitrators. If the parties are unable to agree upon an arbitrator within a period of thirty (30) days, either of them may request the Minister of Labour for the Province of Ontario appoint an impartial arbitrator. 8.03 No person may be appointed as an arbitrator who has been involved in an attempt to negotiate or settle the grievance, without the consent of the parties. 8.04 The arbitrator shall not alter, modify, add to or amend any part of this Agreement. 8.05 Each of the parties hereto equally bears the expenses of the arbitrator. 8.06 Unless otherwise agreed to, after a letter(s) of reprimand has been on an employee`s file for a maximum of two (2) years, and there have been no further occurrences, then the letter(s) of reprimand will be removed from all files. Notwithstanding this provision, all letters of reprimand where the discipline relates to workplace violence, harassment and discrimination, which includes but is not limited to, sexual harassment, bullying, physical violence, and threats thereof, shall be removed after a period of four (4) years if there have been no further occurrences. 8.07 As an alternative to Article 8.0 the parties may, by mutual agreement, agree to refer a grievance after Step 3 to a Mediator/Arbitrator as a means of settlement. The Mediator/Arbitrator shall be mutually agreed to by the parties and each party shall pay one half (1/2) of the expenses and remuneration of the Mediator/Arbitrator. Page 195 of 239 Page 9 of 21 ARTICLE 9: HOURS OF WORK AND OVERTIME HOURS OF WORK 9.01 Subject to operating requirements, the normal work week for operations employees shall be forty (40) hours consisting of five (5) days of eight (8) hours each Monday through Friday, commencing not earlier than 07:00 hours and ending not later than 16:30 hours with one-half (1/2) hour for lunch. An employee may refuse a change of hours where less than three (3) days’ notice of the change is given. 9.02 Flex time agreements based on the company’s current policy can be utilized with mutual agreement between the Town and the employee. 9.03 An Employee, with approval from the Town, may choose one (1) of the following lunch periods: (i) A one (1) hour lunch period (ii) A half (1/2) hour lunch period 9.04 Employees will be granted a rest period during each half shift at a location made available by the Town. 9.05 If an employee works between the hours of 22:30 – 07:30, they will be entitled to an eight (8) hour rest period from their last call out ending. Employees who are initially called for overtime within two (2) hours preceding their next scheduled shift shall not be entitled to a rest period. If an employee elects to not return to work after their rest period, he/she may utilize paid hours for time off at the end of the rest period. There will be no loss of wages for any or all portions of the rest period that fall into their next scheduled shift. If the rest period above extends into the employee’s normal scheduled hours of work, he/she shall be paid at straight time rates for the portion of the rest period which extends into the normal scheduled hours. Should the employee be required to continue working during normal scheduled hours, the employee shall be paid at two times his/her normal basic rate until the rest period is granted. OVERTIME 9.06 The Union recognizes that it will be necessary for employees to perform work beyond and in addition to the normal scheduled hours. 9.07 Overtime will be paid for all authorized work to be performed outside normal hours at two (2) times the normal hourly rate. 9.08 The Company will make every effort to distribute Overtime equitably. Page 196 of 239 Page 10 of 21 9.09 Employees will have the option to take time off in lieu of overtime payment and may maintain a bank up to a maximum forty (40) hours. ON CALL 9.10 On-call is defined as that duty performed by qualified employees who are required by the Town to be readily available for emergency service at other than normal working hours. 9.11 9.12 Employees designated for on-call duty who are unable to perform such duties because of illness or injury shall notify Management immediately. 9.13 An employee on on-call duty shall: (a) keep Management informed of the telephone number at which he may be contacted when not available at his residence telephone; and (b) to be able to arrive on site to respond to any such call within sixty (60) minutes barring unforeseen circumstances. CALL OUT 9.14 An employee called out to work outside of normal working hours shall be paid a minimum call-out time of two (2) hours at the appropriate premium rate or for the time worked at the appropriate premium rate, whichever is the greater. 9.15 Should an additional call-out(s) follow within two (2) hours of the first call-out, only one (1) minimum payment will apply and time will be considered continuous from the beginning of the first call-out. 9.16 Minimum call-out payment will not be paid where the work is a continuation of the normal work hours. Such work shall be paid for increments of one-half (1/2) hour at applicable overtime rates. 9.17 A premium of seventeen dollars ($17.00) will be paid to all employees who are required to work two (2) overtime hours past their regular working hours and every four (4) overtime hours thereafter or two (2) unscheduled overtime hour or more prior to their regular start time. The same premium will be paid to all employees, who are called out to work, after the first four (4) overtime hours and every four (4) overtime hours thereafter. Effective date of Ratification (per day) April 1, 2022 (per day) April 1, 2023 (per day) Monday-Friday $25.00 $28.00 $30.00 Saturday and Sunday and Statutory Holidays $50.00 $50.00 $50.00 Page 197 of 239 Page 11 of 21 ARTICLE 10: RECOGNIZED HOLIDAYS 10.01 Employees of the Corporation will be entitled to payment of regular rate of pay for the following holidays: New Year’s Day Family day Easter Monday Good Friday Victoria Day Canada Day 1st Monday in August Labour Day Thanksgiving Day Christmas Day Boxing Day Part-time employees are not eligible to receive a holiday with public holiday pay on Easter Monday or the 1st Monday in August holiday. Employees with Indigenous/First Nations status, as defined by the relevant federal statute, will be eligible for and will not be unreasonably denied time off for June 21 (National Indigenous Peoples’ Day) when this day falls on a regularly scheduled workday. 10.02 To be eligible for public holiday pay, employees must work all of their last regularly scheduled day of work before the holiday and all of his or her first regularly scheduled day of work after the holiday, unless the employee had reasonable cause for not so working. 10.03 In addition to the public holidays noted above, the afternoon prior to Christmas Day and the afternoon prior to New Year's Day shall constitute additional paid holidays, provided, however, that Christmas and New Year's half day public holidays will be observed on the working days preceding the respective holidays except when Christmas Day and New Year's Day falls on Saturday, Sunday, or Monday in which case the half-holiday will be observed on the preceding Friday afternoon. The exact dates to be taken off shall be at the discretion of the Chief Administrative Officer. 10.04 If an employee is required to work on a public holiday, the Town shall pay to the employee holiday pay for the day plus two (2) times the employee's regular straight time rate of pay for each hour worked on the public holiday. ARTICLE 11: VACATION 11.01 All vacation and vacation pay shall be based on the employee’s anniversary date, and, generally, must be earned in advance. Full-time employees shall be eligible for vacation and vacation pay in accordance with the following: Years of Complete Eligible Service Paid Vacation Time Upon initial eligibility (12 mos.) Two (2) Weeks 4 Years Three (3) Weeks 10 Years Four (4) Weeks 16 years Five (5) Weeks 25 Years Six (6) Weeks In addition, Full-time employees shall be entitled to a single floating vacation day, with pay at the employee’s regular straight time rate of pay, in each Page 198 of 239 Page 12 of 21 calendar year. This day will be prorated in the initial calendar year that the employee was hired in. 11.02 Vacation must be taken as time off. No cash payment in lieu of vacation will be made unless agreed to by employee and the Town, such as in special circumstances (i.e. an employee returning from long term disability.) The Town will notify the employee by October 1st regarding any unused vacation time. 11.03 Vacation of up to one (1) week may be carried over into the employee's next vacation year, if approved by the respective Director or Chief Administrative Officer. In special circumstances, the Town may permit an employee to carry over more than one (1) week of vacation. 11.04 Generally, vacation days may not be taken in advance of being credited. If an employee requires vacation days prior to being credited with sufficient days, that employee may request in writing to their manager and, at the discretion of the Town, may be granted the vacation days requested up to a maximum of five (5) days. 11.05 Accrued vacation pay shall be paid to the employee on the regular pay date occurring during the period of the vacation, unless the employee and the Town agree otherwise. 11.06 When a public holiday occurs during an employee's vacation, the Town shall substitute another day that would ordinarily be a working day for the employee to take off work for which the employee will be paid public holiday pay as if the substituted day were a public holiday. 11.07 Annual vacations will be taken at times determined by Management consistent with the efficient operation of the business. Every effort will be made to arrange such vacations for the convenience of the employees. Seniority will be the basis for allocation of conflicting choices between two (2) or more employees. 11.08 An employee’s earned and unused vacation credit will be credited to the employee in the event of termination of employment. ARTICLE 12: PERSONAL EMERGENCY DAYS 12.01 All full-time employees will receive ten (10) paid personal days per calendar year and are eligible to request paid personal emergency leave that may require the employee to be absent from work for personal illness, or due to the illness, injury, medical emergency or other urgent matter concerning the employee’s spouse or common-law spouse, a parent, step-parent or foster parent of the employee or the employee’s spouse or common law spouse, a child, step-child or foster child of the employee or the employee’s spouse or common-law spouse, a grandparent, step-grandparent, grandchild or step- grandchild of the employee or of the employee’s spouse or common-law spouse, the spouse of a child of the employee, the employee’s brother or sister or any other relative of the employee who is dependent on the employee for care or assistance. Personal time with regard to appointments can pre-booked in a minimum of two (2) hour increments ARTICLE 13: HEALTH PLAN 13.01 The Town will pay one hundred percent (100%) of the premium cost for the Ontario Employer Health Tax for each employee and eligible dependents. Page 199 of 239 Page 13 of 21 13.02 The Town will retain coverage under the current Health Care Plan or equivalent, and the current Dental Plan, or equivalent, based on current O.D.A. fee schedules. 13.03 If the Employer contemplates a change in Carriers of any of the above plans during the life of this Agreement, the Employer agrees to give notice and provide the Union with a copy of the proposed carrier’s plan(s) so that the Union will be assured of equivalent coverage prior to the implementation of the proposed carrier’s plan. ARTICLE 14: PENSION AND INSURANCE 14.01 The Corporation will pay the premium cost of the Corporation’s group life insurance plan, or its equivalent. 14.02 The Corporation will pay fifty percent (50%) of the premium cost of the OMERS Basic Pension Plan. ARTICLE 15: JOB POSTING 15.01 Where the Town decides a full-time new or vacant position exists it shall post notice of such vacancy on the bulletin board with its rate of pay, for a period of ten (10) working days, to give present employees an opportunity to apply for the position before a new employee is hired. In the case of a new position, the Union will be notified of the position ten (10) working days before the posting. Employees bidding on such vacancy must make application to the Human Resources Department in writing no later than the tenth day. 15.02 Such employees shall be considered for the position on the basis of their qualifications. If the Town, is satisfied that qualifications of employees to perform the job, without training, are equal, then the most senior employee shall be selected. 15.03 This Article will not apply where the Town does not expect the vacancy to exceed ninety (90) calendar days or where the vacancy is caused by illness, accident, vacations or leaves of absence including pregnancy/parental leave, or where the Town determines that such position will be eliminated. Such vacancies may be filled at the sole discretion of the Town. 15.04 For the purposes of the Collective Agreement “qualifications” shall be defined as a employee’s skill, ability, education, and experience. 15.05 Nothing within this Article limits the Town’s right to assign or transfer employees within the bargaining unit. ARTICLE 16: LAY-OFF & RECALL 16.01 A regular employee shall not be laid off or demoted as a result of the contracting out of work normally performed by members of the bargaining unit. 16.02 If the Town decides to decrease the full-time workforce then employees will be laid off from work within their classification in reverse order of their seniority, provided the Town is satisfied the remaining employees can meet the normal requirements of the remaining jobs. Page 200 of 239 Page 14 of 21 16.03 If the Town decides to increase its full-time workforce it shall first consider regular full- time employees who are on layoff and shall recall the most senior employee provided the Town is satisfied he/she has the qualifications to perform the work available without training. ARTICLE 17: LEAVE OF ABSENCE 17.01 Bereavement Leave: A regular employee will be allowed up to five (5) consecutive working days leave of absence without loss of pay in the event of the death of their spouse (including common-law and same sex partner), parent, stepmother, stepfather, child, step-child, or parent, step-mother, step-father, child, stepchild, or parent, stepmother, stepfather of the employees current spouse (including common-law and same sex partner) and grandchild. Such leave of absence shall be for the purpose of making arrangements for and/or attending the funeral. Bereavement Leave: A regular employee will be allowed up to three (3) consecutive working days leave of absence without loss of pay in the event of the death of their grandparent, brother, stepbrother, sister, stepsister, or sister, stepsister, brother, stepbrother or grandparent of the employee’s current spouse (including common-law spouse or same sex partner). Such leave of absence shall be for the purpose of making arrangements for and/or attending the funeral. 17.02 Regular employees will be allowed one (1) working day’s leave of absence without loss of pay in the event of the death of a brother-in-law, sister-in-law, aunt, uncle, niece, nephew, or close friend or serving as pallbearer, for the purpose of attending the funeral. Note: Where an employee requests, the above time off may be extended by management. 17.03 The Town will recognize a negotiating committee of not more than two (2) employees to represent the Union in negotiation meetings with the Town. The Town will maintain the employee’s wages and invoice the Union for the employee’s regular rate of pay plus burden. The Town agrees that there shall be no loss of base wages for time spent by employees when required to attend grievance meetings with management. 17.04 Employees will be granted a leave of absence without loss of regular straight time pay during the period which the employee subpoenaed for Jury Duty, Coroner’s Inquest, or Crown Witness, and actually attends a court for that purpose. Payment of wages by the Court will be reimbursed to the Town and such reimbursement will exclude the payment of travel and meal allowances. 17.05 If the Union requires an employee to be released to represent the membership at Union functions and/or training, the Town may, due to operational needs, refuse to release the employee from work. The Union will compensate the Town at the employee’s regular rate of pay plus burden. The Town will maintain the employees’ wages and invoice the Union their share of the cost. Subject to operational needs, normally absence for the Principal Steward will not exceed twenty (20) days per year, for the Steward ten (10) days per year and for employees five (5) days per year. Whenever possible, a request for a leave set out above shall be provided two (2) weeks prior to the scheduled event. Page 201 of 239 Page 15 of 21 ARTICLE 18: SICK LEAVE AND SHORT-TERM DISABILITY LEAVE A short-term disability leave may be granted to employees who are required to be absent from work due to sickness or injury unrelated to work. In order to qualify for short -term disability leave, employees are required to notify their immediate supervisor of their absence from work due to sickness or disability. An employee must be absent from work for more than five (5) consecutive working days prior to being eligible for short term disability. Employees can utilize vacation, personal emergency days, or unpaid time during the five (5) consecutive sick days to bridge the waiting period. Applications for short term disability are adjudicated by a third party, and therefore the Town is not privy to the employee’s confidential medical information. Once the employee is approved for short-term disability the Corporation will reimburse the employee for the use of any of the bridge options above. Employees will be eligible for a maximum of twenty-six (26) weeks’ of wages per single disabling event or related disabling events, on the condition that the employee continues to provide the employer and/or adjudicator with updated medical documentation as requested. Within the first nine (9) years of employment, this benefit shall be applied as per the chart below: Benefit Weeks Length of Service 100% of Salary 75% of Salary Less than one (1) year 1 25 One (1) year but less than two (2) years 2 24 Two (2) years but less than three (3) years 4 22 Three (3) years but less than four (4) years 6 20 Four (4) years but less than five (5) years 8 18 Five (5) years but less than six (6) years 11 15 Six (6) years but less than seven (7) years 14 12 Seven (7) years but less than eight (8) years 17 9 Eight (8) years but less than nine (9) years 21 5 Over nine (9) years 26 0 If an employee is approved by the Town for short term disability leave, the Town shall continue to pay the Town’s normal share of the premiums for the group insurance that that employee would otherwise be entitled for a maximum of twenty-six (26) weeks from the date of the first absence caused by the sickness or disability. The Town will start the LTD process prior to the elimination process, as prescribed by the benefit carrier, to ensure a continuation of pay. Should the claim be denied, the employee is expected to return to work immediately. ARTICLE 19: ALLOWANCES 19.01 In the event an injury is covered by payments from the Workers’ Safety & Insurance Board an employee shall receive WSIB payments in accordance with current WSIB legislation. The Corporation shall maintain the employees’ wages while waiting for the WSIB claim to process. Page 202 of 239 Page 16 of 21 19.02 The Town will provide safety glasses, rubber boots, rainwear, hard hats, leather gloves, rubber gloves, hand tools, cover-up rubber articles and FR clothing, for the protection of the employee. The Corporation will maintain a supply of FR clothing (4 work pants, 4 t- shirts, 2 sweatshirts, 2 long sleeve shirts, 1 insulated coveralls, 1 uninsulated coveralls, 1 insulated winter coat, 1 uninsulated coat). Employees must return soiled or worn out clothing to receive a replacement. 19.03 The Town will continue to provide an allowance for boots, when required, upon receipt, for the purchase of C.S.A. approved safety boots for employees required to wear them. 19.04 When a crew consists of three (3) workers or more, a qualified Lead Hand will be designated on a rotational basis. ARTICLE 20: GENERAL 20.01 Management will provide bulletin boards for posting of Union material only. 20.02 When in the opinion of Management, normal work of a non-emergency nature cannot be continued during regular working hours by reason of unduly adverse weather conditions, all reasonable steps will be taken to provide alternate work. 20.03 The Parties desire every employee to be familiar with the provisions of this Collective Agreement and their rights and duties under it. For this reason the Corporation will print sufficient copies of the Collective Agreement for distribution to its employees through the Union Principal Steward. The Corporation shall have printed, sufficient copies of the Agreement, in booklet form, within sixty (60) days of signing. The Company will cover the cost of printing. ARTICLE 21: WAGE RATES AND PROGRESSION SCHEDULES 21.01 Job classification(s) and wage rates(s) shall be as they appear in "Schedule A'' which constitutes part of this agreement. 21.02 In classifications where a progression system applies, each year’s progression shall not be automatic, but shall be based on skill, ability, qualifications and the successful completion of applicable courses and training. If the progression is withheld, management shall notify the employee and give reason for it being withheld. 21.03 An employee relieving their supervisor will be paid ten percent (10%) above their regular rate of pay for the full period. ARTICLE 22: HEALTH AND SAFETY 22.01The parties agree and support the requirements of the Occupational Health and Safety Act and other applicable legislation. ARTICLE 23: MID-TERM AGREEMENTS *A Mid-term Agreement is a modification of the Collective Agreement executed by the parties in the following format during the term of the Collective Agreement. Page 203 of 239 Page 17 of 21 Mid-Term Agreement Title: Number: Date: It is jointly agreed that the following Mid-Term shall form part of the Collective Agreement between the parties: (text) THE CORPORATION OF THE TOWN OF TILLSONBURG: UNION: ARTICLE 24: DURATION 24.01 This Agreement shall come into effect on the first (1st) day of April 2021 and shall remain in effect until the thirty-first (31st) day of March 2024 and thereafter from year to year, unless either party gives notice of a desire to revise this Agreement; and the reply to such notice must include a written presentation of any proposed revisions. 24.02 Nothing in the Collective Agreement shall be retroactive prior to the date of ratification except as specifically indicated herein. Signed at Tillsonburg, Ontario this day of For the Employer For the Union Kyle Pratt, Chief Administrative Officer Tom Chessell, Vice President Sector 3 Page 204 of 239 Page 18 of 21 SCHEDULE A – APRIL 1, 2018 WAGE SCHEDULE: 15% below the Step 4 rate 10% below the Step 4 rate 5% below the Step 4 rate Position Step 1 Step 2 Step 3 Step 4 85% 90% 95% 100% Hydro Operations Technologist $32.77 $34.70 $36.63 $38.56 Instrumentation Technologist/ GIS Technologist $32.77 $34.70 $36.63 $38.56 Operations Regulatory Affairs Officer $30.39 $32.18 $33.96 $35.75 Hydro Operations Coordinator $24.75 $26.20 $27.66 $29.11 Customer Service Technician* $21.88 $23.17 $24.46 $25.75 Light Equipment Operator $16.70 $17.68 $18.66 $19.64 Position Start Year 1 Apprentice Year 2 Apprentice Year 3 Apprentice Power Line Linesperson Lead Hand Line Foreperson Line Foreperson 110% $40.16 Lead Hand 107% $39.07 Journeyperson/Linesperson 60% 73% 82% 90% 100% $21.91 $26.65 $29.94 $32.86 $36.51 *Position to be eliminated upon attrition. NOTE: Wage rates to be retroactive to April 1, 2018. All other provisions of collective agreement effective upon ratification. Effective on April 1st, 2019, a special increase of fifty cents ($.50) will be added to the Linesperson rate prior to the general wage increase. Effective on April 1st, 2020, a special increase of one dollar fifty cents ($1.50) will be added to the Linesperson rate prior to the general wage increase. Page 205 of 239 Page 19 of 21 SCHEDULE A – APRIL 1, 2019 WAGE SCHEDULE: 15% below the 10% below the 5% below the Step 4 rate Step 4 rate Step 4 rate Position Step 1 Step 2 Step 3 Step 4 85% 90% 95% 100% Hydro Operations Technologist $33.43 $35.39 $37.36 $39.33 Instrumentation Technologist/ GIS Technologist $33.43 $35.39 $37.36 $39.33 Operations Regulatory Affairs Officer $31.00 $32.82 $34.64 $36.47 Hydro Operations Coordinator $25.25 $26.72 $28.21 $29.69 Customer Service Technician* $22.32 $23.63 $24.95 $26.27 Light Equipment Operator $17.03 $18.03 $19.03 $20.03 Position Start Year 1 Apprentice Year 2 Apprentice Year 3 Apprentice Power Line Linesperson Lead Hand Line Foreperson Line Foreperson 110% $41.53 Lead Hand 107% $40.39 Journeyperson/Linesperson 60% 73% 82% 90% 100% $22.65 $27.56 $30.96 $33.98 $37.75 Page 206 of 239 Page 20 of 21 SCHEDULE A – APRIL 1, 2020 WAGE SCHEDULE: 15% below the 10% below the 5% below the Step 4 rate Step 4 rate Step 4 rate Position Step 1 Step 2 Step 3 Step 4 85% 90% 95% 100% Hydro Operations Technologist $34.10 $36.10 $38.11 $40.12 Instrumentation Technologist/ GIS Technologist $34.10 $36.10 $38.11 $40.12 Operations Regulatory Affairs Officer $31.62 $33.48 $35.33 $37.20 Hydro Operations Coordinator $25.76 $27.25 $28.77 $30.28 Customer Service Technician* $22.77 $24.10 $25.45 $26.80 Light Equipment Operator $17.37 $18.39 $19.41 $20.43 Position Start Year 1 Apprentice Year 2 Apprentice Year 3 Apprentice Power Line Linesperson Lead Hand Line Foreperson Line Foreperson 110% $44.04 Lead Hand 107% $42.84 Journeyperson/Linesperson 60% 73% 82% 90% 100% $24.02 $29.23 $32.83 $36.04 $40.04 Page 207 of 239 Page 21 of 21 LETTER OF UNDERSTANDING #1 CORPORATION OF THE TOWN OF TILLSONBURG (THE “TOWN”) AND POWER WORKERS' UNION, CANADIAN UNION OF PUBLIC EMPLOYEES, LOCAL 1000 – CLC (THE “UNION”) It is agreed between the Town and the Union that Lee Ann Thompson shall maintain her service credit and seniority as per her agreement with the Corporation of the Town of Tillsonburg. The Town The Union Date Date Page 208 of 239 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW to authorize a collective agreement between the Tillsonburg Dispatchers Firefighters' Association and the Corporation of the Town of Tillsonburg. WHEREAS The Town of Tillsonburg is desirous of entering into the collective agreement with the Tillsonburg Dispatchers Firefighters' Association; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That the collective agreement attached hereto as Schedule "A" forms part of this By-Law; 2. That the Chief Administrative Officer be hereby authorized to execute the attached agreement marked as Schedule "A" on behalf of the Corporation of the Town of Tillsonburg; 3. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 27th day of SEPTEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of SEPTEMBER, 2021. ___________________________ MAYOR – Stephen Molnar _____________________________ CLERK – Michelle Smibert Page 209 of 239 Page 1 of 28 COLLECTIVE AGREEMENT, made pursuant to the terms of the Fire Protection and Prevention Act, 1997 Between: The Corporation of the Town of Tillsonburg, Fire Services Department (the “Employer”) AND Tillsonburg Dispatchers Firefighters' Association (the “Association”) Effective: April 1, 2021 to March 31, 2024 Page 210 of 239 Page 2 of 28 Contents ARTICLE 1 GENERAL PURPOSE ................................................................................. 2 ARTICLE 2 ASSOCIATION RECOGNITION .................................................................. 3 ARTICLE 3 MANAGEMENT RIGHTS ............................................................................. 5 ARTICLE 4 NO STRIKE OR LOCK OUT ........................................................................ 5 ARTICLE 5 ASSOCIATION MEMBERSHIP .................................................................... 6 ARTICLE 6 CORRESPONDENCE.................................................................................. 6 ARTICLE 7 LABOUR MANAGEMENT COMMITTEE ..................................................... 6 ARTICLE 8 GRIEVANCE PROCEDURE ........................................................................ 7 ARTICLE 9 ARBITRATION ............................................................................................. 9 ARTICLE 10 DISCHARGE, SUSPENSION AND OTHER DISCIPLINE........................ 10 ARTICLE 12 JOB POSTINGS ....................................................................................... 12 ARTICLE 13 LAY OFF .................................................................................................. 12 ARTICLE 14 HOURS OF WORK .................................................................................. 13 ARTICLE 15 OVERTIME .............................................................................................. 15 ARTICLE 16 PUBLIC HOLIDAYS AND PUBLIC HOLIDAY PAY .................................. 16 ARTICLE 17 VACATIONS AND VACATION PAY......................................................... 17 ARTICLE 18 LEAVE OF ABSENCE.............................................................................. 18 ARTICLE 19 PROFESSIONAL DEVELOPMENT ......................................................... 21 ARTICLE 20 WAGES AND ALLOWANCES ................................................................. 22 ARTICLE 21 GROUP INSURANCE BENEFITS ........................................................... 23 ARTICLE 22 GENERAL CONDITIONS ......................................................................... 23 ARTICLE 23 COPIES OF COLLECTIVE AGREEMENT ............................................... 24 ARTICLE 24 TERM OF COLLECTIVE AGREEMENT .................................................. 24 ARTICLE 25 HEALTH AND SAFETY............................................................................ 25 ARTICLE 26 UNIFORMS .............................................................................................. 25 APPENDIX "A" - REGULAR HOURLY WAGE RATES ................................................. 28 APPENDIX “B” – SHIFT SCHEDULES ......................................................................... 28 ARTICLE 1 GENERAL PURPOSE 1.1 The general purpose of this Collective Agreement between the Employer and the Association is to develop relations based on mutual respect and ensure a healthy, safe Page 211 of 239 Page 3 of 28 and productive workplace. This will promote the viability and prosperity of the organization and quality services to our customers. 1.2 Whenever the singular, masculine or feminine is used in this Collective Agreement it shall be considered as if the plural, feminine or masculine has been used provided the context so requires. 1.3 This Collective Agreement constitutes the entire agreement between the Employer and the Association and supersedes and replaces any and all obligations and/or agreements, whether written or oral or expressed or implied between or concerning the employees or the Association and the Employer. Any amendment, modification or addition to this Collective Agreement must be reduced to writing and duly executed by the Employer and the Association to be effective. 1.4 "Employee" shall refer to an employee employed in the bargaining unit and covered by the terms of this Collective Agreement. ARTICLE 2 ASSOCIATION RECOGNITION 2.1 The Employer recognizes the Association as the sole and exclusive bargaining agent for all firefighters employed in the Fire Communications Division, as defined in Part IX of the Fire Protection and Prevention Act, 1997, employed by the Corporation of the Town of Tillsonburg, Fire Services Department, save and except Deputy Chief, supervisors and persons above the rank of supervisor. 2.2 No employee shall be required or permitted to make a written or verbal agreement with the Employer which conflicts with the terms of this Collective Agreement. 2.3 No employee or volunteer excluded from the bargaining unit shall perform work normally and exclusively performed by an employee in the bargaining unit if, as a result, any employee is laid off or loses regularly scheduled hours of work, and excepting the cases of: a) training; b) testing; c) experimentation; d) emergency; or, Page 212 of 239 Page 4 of 28 e) the unavailability of an employee in the bargaining unit to perform the work. 2.4 The Association's Executive Committee shall be comprised of two elected officers of the Association. The names of the members of the Association's Executive Committee shall be supplied in writing b y the Association to the Employer and, in the event of any change, the Employer shall be notified in writing. a) It is agreed that such members of the Association's Executive Committee have their regular duties to perform on behalf of the Employer and that, to the extent reasonably possible, such members will deal with grievances arising under this Collective Agreement outside of working hours. In the case that it becomes necessary for a member of the Association's Executive Committee to deal with such a gr ievance during his/her working hours, he/she will not leave his/her regular duties without first receiving permission from the supervisor on duty, which permission will not be unreasonably withheld. b) In accordance with this understanding, and where such members first receive the permission of the supervisor on duty, they shall not suffer a loss of regular straight time pay for time spent dealing with grievances, Labour Management, and Health and Safety Meetings under this Collective Agreement, up to a maximum of 5 hours per month, as between all members of the Association Officers and Committee Members. 2.5 No more than one (1) members of the Association's Executive Committee shall meet with the Employer to deal with grievances, unless otherwise mutually a greed. In addition to the two members of the Association's Executive Committee, the Association may be represented at such meetings by an agent. The Association may also be represented at collective bargaining by an agent. It is understood and agreed, howe ver, that the scheduling of meetings to deal with grievances shall not be delayed by reason of the unavailability of the Association's agent. 2.6 A Bargaining Committee shall be appointed by the Association to consist of not more than two (2) individuals. The Association will advise the Employer of the names of the appointees to its Bargaining Committee. The Employer will advise the Association of the members of its Bargaining Committee. 2.7 The members of the Association's Bargaining Committee who are active employees of the Employer shall not suffer a loss of regular pay as a result of meeting Page 213 of 239 Page 5 of 28 with the Employer for purposes of collective bargaining and conciliation, up to a maximum of 36 hours per employee. All time lost as a result of collective bargainin g and conciliation shall be without loss of seniority. 2.8 All new hires are able to vote on association matters when the probation period has been completed. ARTICLE 3 MANAGEMENT RIGHTS 3.1 The Association acknowledges that it is the right and function of the Employer's management to: a) hire, discharge, classify, transfer, promote, demote or discipline employees, provided that a claim that an employee who has acquired seniority and completed his/her probationary period has been discharged or disciplined in a manner that is not consistent with this Collective Agreement, may be the subject of a grievance and dealt with as provided in this Collective Agreement; and b) otherwise manage, direct and control its business and workforce. 3.2 The Association acknowledges that the Employer may make, enforce and alter from time to time, rules and regulations to be observed by all employees. Employees shall be provided with advance notice of any new or altered rule or regulation before being required to observe any such new or altered rule or regulation. 3.3 The Employer agrees that these management rights shall be exercised in a manner consistent with the expressed provisions of this Collective Agreement. 3.4 The Employer shall present all new S0Gs and directives to each employee for sign off. Employees are required to sign such S0Gs and directives acknowledging receipt of same. If an employee refuses to sign such S0Gs or directives when they are presented, they shall be deemed to have signed. The Employer shall keep copies of all S0Gs and directives on its network and/or the CAD and in a binder where employees may access them. ARTICLE 4 NO STRIKE OR LOCK OUT 4.1 In consideration of the orderly procedure established by the Collective Agreement and the Fire Protection and Prevention Act for the settling of disputes and the handling of grievances, the Association agrees that during the operation of the Page 214 of 239 Page 6 of 28 Collective Agreement there will be no strike, picketing, slowdown or stoppage of work either complete or partial, and the Employer agrees that there will be no lock out. ARTICLE 5 ASSOCIATION MEMBERSHIP 5.1 Within one week of the signing of this Collective Agreement, employees shall become members of the Association, according to the constitution and by-laws of the Association. All new employees shall also become members of the Association within 30 days of their first day worked. 5.2 The Employer agrees to advise new employees of the fact that this Collective Agreement is in effect and shall provide to such new emp loyee a copy of this Collective Agreement. 5.3 Contract employees will be recognized by the Association, but will not be able to vote or sit on any Committees until hired by the employer. ARTICLE 6 CORRESPONDENCE 7.1 Unless otherwise specified in this Collective Agreement, all correspondence between the parties shall pass to and from the Employer and the President or Designate of the Association, with a copy to the President of the Association. 7.2 A copy of any correspondence between the Employer and the Association that is intended to address issues of interpretation, administration or application of any part of this Collective Agreement shall be as between the Deputy Fire Chief and Manager of Human Resources and/or his or her designate on the part of the Town, and the Recording Secretary on the part of the Association. ARTICLE 7 LABOUR MANAGEMENT COMMITTEE 8.1 A Labour Management Committee shall be established consisting of not more than two (2) members of the Association who are actively employed in the bargaining unit and not more than two (2) representatives of the Employer, made up of one (1) representative of the Fire Services and one (1) representative of the Corporate Office. The Labour Management Committee shall enjoy the full support of both parties in the interests of improved labour relations and service to the public. Page 215 of 239 Page 7 of 28 8.2 The Labour Management Committee shall concern itself with the following general matters: a) addressing conditions causing grievances and misunderstandings. 8.3 The Labour Management Committee shall meet upon request of either party, but no more than four (4) times per year. 8.4 A representative of the Employer and a member of the Association shall be designated as joint chairpersons and shall alternate in presiding over meetings. 8.5 For greater clarity to the other provisions of this Collective Agreement, the Labour Management Committee shall not have jurisdiction over wages, or any matter of collective bargaining, including the administration of this Collective Agreemen t. 8.6 The Labour Management Committee shall not supersede the activities of any other committee of the Association or of the Employer and does not have the power to bind either the Association or its members or the Employer to any decisions or conclusions reached in its discussions. The Labour Management Committee shall have the power to make recommendations to the Association and the Employer with respect to its discussions and conclusions. ARTICLE 8 GRIEVANCE PROCEDURE 9.1 A grievance shall be defined as any difference arising out of the interpretation, application, administration, or alleged violation of the Collective Agreement. A grievance which is required to be reduced to writing under the terms of this Article shall describe the material facts associated with the grievance and describe the provision or provisions of the Collective Agreement which are alleged to have been violated and the manner in which the violation is said to have occurred. The grievance shall also describe the remedy sought. 9.2 An earnest effort shall be made to settle grievances fairly and promptly in the following manner: Step 1 The aggrieved employee(s) will address the issue of concern with the Deputy Chief, or his designate. Step 2 Page 216 of 239 Page 8 of 28 Failing satisfactory settlement at Step 1, the aggrieved employee will submit the grievance to the Association’s Executive Board. If the Executive Board considers the grievance to be justified, a written grievance will be submitted to the Fire Chief, or his designate, with a copy to the Manager of Human Resources, within five (5) days of the incident giving rise to the grievance. The Fire Chief, or his designate, shall respond to the grievance in writing within ten (10) days after the grievance was submitted. Step 3 Failing satisfactory settlement within two (2) days after the response at Step 2, the Association will submit the grievance to the Chief Administrative Officer, or his designate. The Chief Administrative Officer, or his designate, shall convene a meeting with the Association and the greivor within five (5) days after receipt of such grievance. The Chief Administrative Officer, or his designate, shall render his decision within ten (10) days following such meeting. Step 4 Failing satisfactory settlement, the Association has the right to refer the grievance to arbitration pursuant to Article 10 of the Collective Agreement. 9.3 Policy Grievance: Where a dispute involving a question of general application or interpretation occurs, or where a group of employees or the Association has a grievance, Step 1 of the Grievance Procedure may be by-passed. 9.4 The Association and its representatives shall have the right to originate a grievance on behalf of an employee, or group of employees and to seek adjustment with the Employer in the manner provided in the Grievance Procedure. 9.5 Replies to grievances stating reasons shall be in writing at all stages and shall be directed to the Association. 9.6 The Employer shall supply the necessary facilities for the grievance meetings between the Employer and the Association. 9.7 The time limits specified in the Grievance and Arbitration Procedures may be altered upon mutual agreement of the parties to this Collective Agreement in writing and, otherwise, are mandatory. Page 217 of 239 Page 9 of 28 9.8 The Employer shall have the right to file a grievance alleging a violation of the Collective Agreement at Step No. 3 of the grievance procedure by presenting the grievance directly to the Association and shall have the right to submit that grievance to arbitration under this Collective Agreement. 9.9 Any mutually agreed changes to this Collective Agreement, which are recorded in a Memorandum of Agreement that is signed by the Employer and the Association, shall form part of the Collective Agreement and may be subject to the grievance and arbitration procedures. ARTICLE 9 ARBITRATION 10.1 After exhausting the Grievance Procedure established by this Collective Agreement, the affected party may notify the other in writing of its desire to submit the grievance to arbitration in accordance with the terms of the Fire Protection and Prevention Act. The notice shall be delivered to the other within thirty (30) days after the reply under Step 3 of the Grievance Procedure. If notice is not received within the time specified, the grievance shall be cons idered abandoned and shall not be arbitrable in accordance with the terms of this Collective Agreement. 10.2 The arbitrator will be selected by the parties. If the two parties fail to agree upon a sole arbitrator within 15 days of the original notice to arbitrate, then either party may within a further seven (7) day period request the Minister of Labour to designate an arbitrator. The arbitrator shall hear and determine the difference or allegation and shall issue a decision. The decision shall be final and binding upon the parties and upon any employee affected by it. 10.3 Fees and expenses of the arbitrator shall be shared equally by the parties. 10.4 At any stage of the grievance or arbitration procedures, the parties may have the assistance of the employee or employees involved. 10.5 a) The arbitrator shall not have the jurisdiction to alter or amend any of the provisions of this Collective Agreement or to substitute any provisions in lieu thereof, nor to give any decision inconsistent with the terms and provisions of this Collective Page 218 of 239 Page 10 of 28 Agreement, or to deal with any matter not covered by this Collective Agreement unless authorized by statute to do so. b) Where an arbitrator determines that an employee has been discharged or otherwise disciplined by the Employer for just cause and this Collective Agreement does not contain a specific penalty for the infraction that is the subject -matter of the arbitration, the arbitrator may substitute such other penalty for the discharge or discipline as the arbitrator seems just and reasonable in all the circumstances. 10.6 "Days ", for purposes of Articles 9 and 10 of the Collective Agreement, shall be considered calendar days, but shall exclude Saturdays, Sundays and the public holidays prescribed by the Employment Standards Act. ARTICLE 10 DISCHARGE, SUSPENSION AND OTHER DISCIPLINE 11.1 An employee who has completed his or her probationary period may be dismissed or disciplined, but only for just cause. 11.2 An employee considered by the Association to be discharged or disciplined in a manner that is not consistent with this Collective Agreement shall be entitled to a meeting under Step 3 of the Grievance Procedure. Step 1 and 2 of the Grievance Procedure shall be omitted in such cases. 11.3 No written or verbal disciplinary notice shall be relied on by the Employer as the basis for the imposition of progressive discipline 1) where the written or verbal disciplinary notice was issued more than 18 months in the past and 2) subject to the further condition that the employee has not received any other discipline within 18 months of the issuance of the most recent discipline. 11.4 Employees shall have the right to require the presence of a representative of the Association at a meeting held by the Employer at which the employee is to receive discipline, provided that a representative of the Association is available to attend such meeting. ARTICLE 11 SENIORITY 12.1 Seniority shall be based on the most recent date of hire within the Town of Tillsonburg, Fire Services Department and shall be acquired by an employee o n the successful completion of the probationary period described in this Collective Agreement. Page 219 of 239 Page 11 of 28 12.2 If employees start their employment on the same calendar day, seniority will be determined based on the last three digits of the employee’s Social Insuran ce Number. 12.3 The Employer shall maintain a seniority list for all employees showing the name of each employee and their seniority date, sorted by seniority date. An up -to-date seniority list shall be sent to the Association, and a copy shall be posted o n the bulletin board, in January of each year. The seniority list shall be deemed to be correct unless a written objection is delivered to the Employer within twenty-one (21) days of posting. The seniority list so posted shall be used when considering seniority rights under this agreement. 12.4 Probationary employees shall not acquire seniority and shall be considered on probation for the first twelve (12) months worked for the Employer. An employee may be discharged during his probationary period for any reason, including unsuitability, and such discharge shall not constitute a difference between the parties and shall not be subject to the grievance procedure. For greater clarity, the probationary period cannot be satisfied through period(s) of inactive employment including, without limitation, vacation, holidays, or leave of absence of any kind. 12.5 Seniority shall be lost, seniority rights shall cease, and employment will end, for any employee who: a) voluntarily resigns his employment with the Employer; b) is discharged and is not reinstated through the grievance and arbitration procedures of this Collective Agreement; c) is laid off for a period of more than twelve (12) consecutive months; d) is absent for three (3) consecutive days without satisfactory reasons; e) fails to notify the Employer of any absence, in advance of the absence, without satisfactory reasons; f) fails to return to work within three (3) days after being recalled from lay-off through notice by either registered mail or courier, unless the employee notifies the Employer of the reason that he cannot return to work within three (3) days after being recalled from lay-off and the Employer agrees to extend such three (3) day period; Page 220 of 239 Page 12 of 28 g) fails to return to work on the day after the expiry of a leave of absence without reasons satisfactory to the Employer; h) is working for another employer while on a leave of absence or otherwise misuses or abuses a leave of absence; i) retires; j) is determined by the Employer to have made an untruthful statement on his application for employment; this sub-article U) shall only be applicable to employees hired on or after the date the Collective Agreement is ratified; k) intentionally presents false, altered or untruthful documentation and/or information in response to inquiries or requests from the Employer; and I) performs no work for the Employer for a period of two years subject to the obligation of the Employer under the Human Rights Code to accommodate employees under a disability. ARTICLE 12 JOB POSTINGS 13.1 When a vacancy occurs within the bargaining unit, which the Employer intends to fill, the Employer shall supply the Association with a copy of the job posting and , in addition, the Employer will post such job vacancy on the bulletin board for a period of fourteen (14) days. 13.2 The Employer and the Association recognize that job opportunity should increase in proportion to seniority. Therefore, in the case that applicants to a job posted i have the necessary skill, ability and qualifications to perform the work of the job, the more senior applicant will be awarded the job. 13.3 The employer shall notify the Association, by email, of the name of the successful applicant to a job posting, if any, within seven (7) days of the Employer's decision to award the job. ARTICLE 13 LAY OFF 14.1 A layoff shall be understood to occur when the Employer: a) reduces the number of employees in the workforce; or, Page 221 of 239 Page 13 of 28 b) does not require a full-time employee to work on a day when that full-time employee was scheduled to work and that full-time employee was otherwise available and willing to work. 14.2 A layoff shall be implemented by laying off part-time employees first, in reverse order of seniority, and then full-time employees, in reverse order of their seniority, all provided that the employees that remain have the necessary skill, ability and qualifications to perform the available work. 14.3 Employees shall be recalled in the reverse order of their lay-off provided they have the necessary skill, ability and qualifications to perform the available work. 14.4 New employees will not be hired until those laid-off, and who have maintained their seniority rights, have been recalled. ARTICLE 14 HOURS OF WORK 15.1 Unless otherwise specified, the following sections and paragraphs are intended to define the normal hours of work for full-time employees employed in a communications capacity and shall not be construed as a guarantee of hours of work per day or per week, or of days of work per week. 15.2 The regular work week averaged in a two week period for a full time employee shall be 39.48 hours for Schedule A or 40.36 hours for Schedule B. Please see Appendix B for the Shift Schedules. 15.3 a. If unable to take regularly scheduled eating periods and other breaks, employees who complete a regular shift shall be paid, in addition to the regular hourly rate for the hours worked, a meal premium at their regular hourly rate as outlined below. i. 5 hours or more: 1/2 hour ii. 8 hours or more: 1 hour iii. 12 hours or more: 1.95 hours iv. +12 hours: every 5 hours additional 1/2 hour Such hours shall not be considered time worked. 15.4 Employees who are at work shall be required to remain on the Em ployer's premises at all times unless approved otherwise and shall be available for emergency activation at all times. Page 222 of 239 Page 14 of 28 15.5 The Employer shall post the work schedule for employees by the first day of the month preceding the month to which the work schedule relates. Changes to the work schedule posted in accordance with this Article shall only be made with the mutual consent of the affected employees and the Employer. In cases where employees desire to "trade shifts” with each other, they shall be entitled to do so, provided that a written request to trade shifts is made in advance and the approval of the employee's supervisor is received by the employee in advance. Such approval shall not be unreasonably withheld. In no case, will employees be permitted to trade shifts where such trade results in overtime becoming payable by the Employer. a) It is understood and agreed that this shall not apply in the case that an employee returns to active employment after a period of leave of absence or some other period of inactive employment. b) Scheduled hours of work for part-time employees shall be provided on an equitable basis unless otherwise agreed upon between employee and management. 15.6 In the event that hours become available over the hours posted on t he schedule, the following call-in procedures shall apply: a. First, eligible part-time employees shall be offered the opportunity to work the available hours on the basis of their seniority. Once all eligible part¬ time employees have been offered the opportunity to work the available hours (full shift), the hours would then again be offered to all eligible part time employees as a split shift by seniority. b. Once all eligible part-time employees have been offered the opportunity to work the available hours, full time employees shall be offered the opportunity to work the available hours on the basis of their seniority; c. In the event that no employee accepts the opportunity to work the available hours, the least senior eligible part-time employee, if any, may be assigned by the Employer to work the available hours. If there is no eligible part -time employee, then the least senior employee may be assigned by the Employer to work the available hours. d. "Eligible part-time employee" for purposes of this article means: Page 223 of 239 Page 15 of 28 i. A part-time employee who is not scheduled to work 40 hours or more in the week; ii. A part-time employee who would not receive premium pay if they were to work the entirety of the available hours covered by the call- in; and, iii. A part-time employee who is not scheduled to work on the same day as the available hours covered by the call-in and not on a shift adjacent to the available hours covered by the call-in. e. The call-in procedures shall not apply in, the case of any scheduling situation that has arisen without at least six (6) hours notification of available hours. For these shifts the first four (4) hours will be paid at time and a half. f. Notification of available hours or on call if less than six (6) hours must be made by phone call. If a message is left it must clearly define the time of call and the hours or on call available. If a notification is offered by e-mail it must be over twenty four (24) hours notification, and it must clearly define the available hours being offere d. ARTICLE 15 OVERTIME 16.1 Full time employees - All hours worked by employees in excess of the weekly averaged hours shall be considered overtime and employees will be paid one and one - half (1.5) times their regular wage rate for such hours. Part time employees - All hours worked by employees in excess of forty(40) hours in a week shall be considered overtime, and employees will be paid one and one -half (1.5) times their regular wage rate for such hours. 16.2 Full Time Employees - by mutual agreement between the Employer and the employee, employees may elect to be compensated for overtime hours worked by receiving one and one-half hours of paid time off work for each hour of overtime worked. Such time off shall be taken at a mutually convenient time within six (6) months of the work week in which the overtime was worked. In the event the time off cannot be taken in the six (6) month period the Employer will pay the employee for such time owing. Upon the termination of employment the Employer will pay the employee for any such time owing. Page 224 of 239 Page 16 of 28 16.3 Available overtime opportunities shall be offered in accordance with Article 15.07. However, and given the nature of the Employer's services, in the event that there are not sufficient volunteers to meet the Employer's requirements for overtime or in the event of an emergency, the Employer may assign and require the overtime to be worked by the least senior employee(s) or the employee on shift if such situation occurs within the last two (2) hours of the scheduled shift. 16.4 A minimum of six (6) hours must be accumulated before you can request the time off so as to not make any shift less than six (6) hours in length of the part time employees. If within six (6) months of the actual overtime being accrued, if the employee has not accumulated six (6) hours, the hours must be paid out. 16.5 At any time a Chief to the bellroom has been initiated, and a non -- Association member will be attending the bellroom they must initiate a call-in within one (1) hour if the situation requires further assistance, and remain in the bellroom until the Association member arrives. ARTICLE 16 PUBLIC HOLIDAYS AND PUBLIC HOLIDAY PAY 17.1 Each calendar year, full-time employees shall be entitled to public holiday pay, which shall be equal to their regular wage rate for a regular work day, in respect of each of the following public holidays: New Year’s Day Family Day Good Friday Easter Monday Victoria Day Canada Day Civic Holiday Labour Day Thanksgiving Day Christmas Day Boxing Day Floating Holiday This also includes all future regulated statutory holidays Page 225 of 239 Page 17 of 28 Public Holidays shall be observed on the day that the public holidays naturally occurs. 17.2 Employees required to work on any of the above described public holidays shall receive one and one half times (1.5) their regular wage rate for all hours worked on such public holiday. 17.3 In order to qualify for public holiday pay full-time employees must have worked their full regularly scheduled shift before and after the public holiday, unless excused by the Employer for being absent on such qualifying days. 17.4 Full time employees not required to work on one of the public holidays listed above shall receive the first shift following the public holiday off in lieu. 17.5 The payment of public holiday pay and the entitlement to public holidays for part - time employees will be in accordance with the provisions of the Employment Standards Act, as if it such provisions applied to such employees. ARTICLE 17 VACATIONS AND VACATION PAY 18.1 The calendar year will be from January to December, and all employees vacation time will be calculated to reflect this timeframe. 18.2 Full-time employees shall receive vacation and vacation pay based on length of continuous service with the Employer as of the employee's anniversary date of employment with the Employer on the following basis: a) Employees with between one (1) and less than 4 years of continuous service shall be entitled to a vacation of two (2) weeks with vacation pay. b) Employees with between four (4) and less than ten (10) years of continuous service shall be entitled to a vacation of three (3) weeks with vacation pay. c) Employees with between ten (10) years and less than eighteen (18) years of continuous service shall be entitled to a vacation of four (4) weeks with vacation pay. d) Employees with between eighteen (18) years and less than twenty-five (25) years of continuous service shall be entitled to a vacation of five (5) weeks with vacation pay. e) Employees with twenty-five years or more of continuous service shall be entitled to a vacation of six (6) weeks with vacation pay. 18.3 "Vacation pay" for purposes of this Article shall be the employee’s regular wage rate for a regular work week. Page 226 of 239 Page 18 of 28 18.4 Part time employees will be entitled to vacation pay calculated in accordance with the terms of the Employment Standards Act. Vacation pay will be paid to employees on the pay relating to the pay period in which the vacation pay is earned. In the case that a part-time employee becomes a full-time employee, the employee will in accordance with the Employment Standards Act, be entitled only to two weeks’ vacation without vacation pay during the first twelve (12) months of employment as a full- time employee. Thereafter, the employee will be entitled to vacation and vacation pay, in accordance with this Article 18.5 Employees making requests for vacation must submit their request to management in writing by October 1 of the current year for the upcoming year. Requests for vacation will be granted, giving consideration to seniority and subject to operational considerations and, otherwise, to the Employer being able to maintain efficient operations and proper staffing levels without consideration of overtime. Vacation requests made after October 1s t shall be granted on a first-come-first-served basis and shall, similarly, be subject to operational considerations and, otherwise, to the Employer being able to maintain efficient operations and proper staffing levels without consideration of overtime. 18.6 Should a public holiday, for which an employee is entitled to public holiday pay, fall during on an employee's approved vacation period she will receive an additional vacation day with pay. 18.7 Part-time employees will not be scheduled on a night shift prior to a day that has been approved as vacation. ARTICLE 18 LEAVE OF ABSENCE 19.1 Leave of Absences will be granted in accordance with the provisions of the Employment Standards Act. 19.2 Upon request in writing to management at least ten (10) days in advance, the Employer may, in its discretion, grant a request for a leave of absence for legitimate personal reasons. In the event of a situation that does not permit the employee the opportunity to provide ten (10) days written notice, such as personal illness, injury or medical emergency of the employee, or the illness, medical emergency, or urgent Page 227 of 239 Page 19 of 28 matter relating to family members in accordance with the Employment Standards Act, 2000 (ESA) , no approval is required. At the discretion of the Employer, leaves of absence may be approved for a period of up to 30 days (90 days in the case the employee wishes to extend a pregnancy, parental or family medical leave). The Employer may require the employee to provide evidence reasonable in the circumstance to support the reasons for the request for a leave of absence. a) Full-time employees shall be entitled to ten (10) personal emergency leave days per calendar year without loss of regular straight time pay per calendar year. b) Part-time employees shall be entitled to two (2) personal emergency leave days per calendar year without loss of regular straight time pay and eight (8) unpaid personal emergency leave days per calendar year. 19.3 All leaves of absence will be without pay and without benefits except as may be specifically provided in this Collective Agreement, or except where benefits continuation is required by law. 19.4 An employee who has been granted an extended leave of absence in accordance with the Employment Standards Act as approved , may continue to participate in the Employer's group health and welfare insurance plans for the period of the approved leave of absence (up to a maximum of 90 days from the date the approved leave of absence commenced) , and further provided that: a) the employee was eligible and participated in the group health and welfare insurance plan at the time the approved leave of absence is granted and retains eligibility under the terms of the group health and welfare insurance plan for the duration of the approved leave of absence; b) An employee on an Employment Standards Act approved leave shall continue to pay the employee related premium cost for the group health and welfare insurance plan, for the duration of the period of leave of absence, in advance of the commencement of the approved leave of absence, either in full or by postdated monthly payments. 19.4 A bereavement leave of absence, without loss of regular straight time pay, shall be granted for employees grieving the loss of, and attending the funeral of, a family member in accordance with the following: Page 228 of 239 Page 20 of 28 a) The first seven (7) days immediately following the death of a spouse, common - law spouse, same sex partner, parent, stepmother, stepfather, child, stepchild of employee or their current spouse, common -law spouse, same sex partner, grandchild, grandparent, brother, stepbrother, sister, stepsister of employee or their current spouse, common-law spouse or same sex partner. b) One (1) day to attend the funeral of an aunt or uncle, a close friend or to serve as a pallbearer. Bereavement leave and pay under this Article shall be subject to the employee providing the Employer, at the request of the Employer, documentation which supports the employee's entitlement to claim the benefit of this Article. c) For greater clarity, it is understood that bereavement leave of absence under this Article is to be without loss of regular straight time pay such that an employee will be paid his/her regular straight time rate only for the hours that employee is scheduled to work during the days permitted to be absent from work on account of bereavement leave under this Article. (Example: in the event of the death of the stepfather of the employee's current spouse, and the employee was scheduled to work 16 hours in the four (4) days immediately following such death, the employee would be eligible to receive 16 hours pay at the employee's regular straight time rate). 19.5 a) A full-time employee who is required to serve and reports for jury duty or is subpoenaed to give evidence as a Crown Witness and attends the Court in answer to the subpoena will not suffer a loss of any regular straight time pay for the required absence from work during the employee's regularly scheduled working days subject to the condition that the employee will pay to the Employer all monies received for said jury duty or as a Crown Witness, exclusive of traveling and meal allowance. The employee shall present proof to the Employer of attendance as a Crown witness or jury duty and the amount of pay received as a result. b) An employee who is subpoenaed and attends a Coroner's Inquest in a matter related to the Employer's work, will not suffer a loss of any regular straight time pay for the required absence from work during the employee's scheduled working days subject to the condition that the employee will pay to the Employer all monies Page 229 of 239 Page 21 of 28 received for said Coroner's Witness, exclusive of traveling and meal allowance. The employee shall present proof to the Employer of attendance at the Coroner's inquest and the amount of pay received as a result. 19.6 If, due directly to their work schedules, an employee is unable to vote in a federal, provincial or municipal election outside of their scheduled working hours, the Employer shall grant up to four hours off work, or such lesser time as may be necessary, without loss of regular straight time pay for the purpose of permitting an employee the opportunity to vote. Such time off must be requested at least two days in advance of the election. 19.7 Employees are entitled to Family Medical Leave in accordance with the terms of the Employment Standards Act. ARTICLE 19 PROFESSIONAL DEVELOPMENT 20.1 The Employer shall maintain a membership, in its own name and for the benefit of employees, in the Ontario Professional Dispatchers’ Association. 20.2 The Employer may provide tuition assistance to employees who have successfully completed their probationary period and who remain in active employment through to the completion of the educational program in respect of which the employee is requesting tuition assistance. a) In order to be eligible for tuition assistance, an employee must acquire all t he details regarding the educational program in respect of which the employee is requesting tuition assistance (including the educational institution through which the program is offered, the full program description, the cost of the program, the broader program through which the course is offered, and the relevance and application of the program to the employee's employment with the Employer) and provide all such details to the Employer together with the request for tuition assistance. b) An employee's request for tuition assistance will be assessed by the Employer and a decision will be made as to whether the educational program qualifies for tuition assistance. The Employer retains the right to, at its discretion, provide tuition assistance to any (or no) amount of the tuition-related costs of the educational program. c) All approvals for tuition assistance must be received by the employee prior to the employee commencing the educational program in respect of which the tuition Page 230 of 239 Page 22 of 28 assistance is sought and will be subject to the further condition that the employee achieves a final grade of at least 60%, or equivalent, (in cases where the educational program is graded in that manner) or present a certificate of completion in cases where only a certificate of completion is presented to successful participants. d) Participation in any educational programs, or provision of tuition assistance, does not constitute a representation by the Employer that the employee will be entitled to advancement or pay increases under this Collective Agreement. 20.3 The Employer shall provide training to employees in defibrillation, CPR and First Aid equivalent to the training provided to CSRs employed by the Employer. ARTICLE 20 WAGES AND ALLOWANCES 21.1 Wages shall be paid in accordance with Appendix "A” to this Collective Agreement which sets out the wages and certain rules for the payment of wages which have been agreed to by the Employer and the Association. A part-time employee shall continue to accumulate service credit toward wages during pregnancy/parental leave. Service credit will be calculated using the average monthly hours for the previous twelve (12) months of active service, up to a maximum of 151 hours per month. 21.2 The Employer shall pay employees at bi-weekly intervals in accordance with Schedule "A" attached hereto. On each pay day, each employee shall be provided with an itemized statement setting out the wages, overtime, supplementary pay and deductions relating to the current pay period. 21.3 The Employer agrees to pay each employee The Town of Tillsonburg's rate per kilometre for each kilometre driven in the employee's own automobile on the Employer's business on the conditions that such business and the use of the Employer's own automobile is authorized in advanced by the Employer. 21.4 Employees shall be entitled to an Adult Membership in the Employer's Community Centre and Health Club. The fee for such membership shall by waived by the Employer. Such membership shall be for the personal use of the em ployee and shall not be transferred. Page 231 of 239 Page 23 of 28 ARTICLE 21 GROUP INSURANCE BENEFITS 22.1 The Employer agrees to continue to remit 100% of the cost of the premiums for group health and welfare insurance benefits, except for the cost of the premiums for LTD, which shall be paid by the full-time employee. a) For greater clarity, it is understood and agreed that the Employer's obligation is in respect of the payment of the premium(s) for insurance only and that all decisions respecting eligibility and approval / denial of claims are to be made exclusively by the insurer. b) The Employer may, at its option, obtain group health and welfare insurance from another insurer, provided that such insurance is at least equal in the aggregate to the insurance that is offered through the Benefit Carrier as of the date of ratification of this Collective Agreement. 22.2 Employees eligible to participate in OMERS in accordance with the OMERS Act and its regulations, shall be offered the opportunity to participate in OMERS, or required to participate in OMERS, as the case may be, subject to the limitations and restrictions of the OMERS Act and its regulations. 22.3 Full-time employees who have completed their probationary period are eligible to claim short-term disability on the event of an illness or non-work related injury that requires the employee to be absent from work for four (4) consecutive days or more in accordance with the Town of Tillsonburg’s Short Term Disability Policy. ARTICLE 22 GENERAL CONDITIONS 23.1 The Employer shall provide one bulletin board in the fire station and upon which the Association shall have the right to post notices of meetings and such other notices as may be of interest to the employees provided that such notices are in furtherance of the legitimate business of the Association and are not contrary to good order or decency and are not disparaging to the Employer. 23.2 The Employer shall provide the Association with space for a locked filing cabinet in a secure location, if the Association requires it. Page 232 of 239 Page 24 of 28 The Employer shall make available, free of charge, the use of the Meeting Room at mutually agreeable dates and times for the purpose of conducting meetings of the Association's membership and meetings of the Association’s Executive Committee. 23.3 The Employer will permit the Association to use the employee mail boxes and workplace e-mail addresses (employee@tillsonburg.ca) for the purpose of distributing information to its members only, provided that such information is in furtherance of the legitimate business of the Association and it is not contrary to good order or decency and it is not disparaging to the Employer. 23.4 The Employer may only install reasonable surveillance in the building that will not include restrooms, lunch rooms, meeting rooms that the Association will be holding meetings in and in the Communications Room. 23.5 The Employer will provide employees who advise the Employer that they have been involved in a critical incident with a Critical Incident Stress Debriefing. The Employer will provide such debriefing though its internal resources. If an employee who is involved in such critical incident is determined, through medical certification, to require further professional or third party assistance, the Employer and the employe e will cooperate with one another so that the employee has reasonable access to such assistance . 23.6 An employee shall have the right to review their personnel record provided reasonable notice is given to the Manager of Human Resources or their designate. Such personnel records will be kept in a secure location. ARTICLE 23 COPIES OF COLLECTIVE AGREEMENT 24.1 The Association and the Employer require every employee to be familiar with the provisions of this Collective Agreement and her rights and obligations under it. For this reason, the Employer shall print, at its own costs, sufficient copies of the Collective Agreement within thirty (30) days of signing of the Collective Agreement and distribute a copy to each employee. ARTICLE 24 TERM OF COLLECTIVE AGREEMENT 25.1 This Agreement shall be binding and remain in effect from April 1, 2021 to March 31, 2024 and shall continue from year to year thereafter unless either party gives to the other party notice in writing that it desires its revise or amend the Collective Agreement. Page 233 of 239 Page 25 of 28 25.2 Any changes deemed necessary to this Collective Agreement may be made in writing by mutual agreement at any time during the existence of this agreement. 25.3 Either party desiring to propose changes to this Collective Agreement shall, within the ninety (90) days prior to the termination date, give notice in writing to the other party of its desire to revise or amend the Agreement. 25.4 Where notice to amend the Collective Agreement is given, the provisions of this Agreement shall continue in force until a new Agreement is signed. ARTICLE 25 HEALTH AND SAFETY 26.1 The Joint Health and Safety Committee which includes tone (1) representatives of the Association and a representative of the Employer. ARTICLE 26 UNIFORMS 27.1 All employees after the completion of their one (1) year probation will be supplied with the following approved uniform clothing: a) 1 pair of pants b) 1 shirt c) 1 clip on tie d) 1 set of epaulets e) 1 belt (This will be considered year one (1) of the clothing allowance) 27.2 All employees will be given an allowance, for the required footwear of eighty (80) dollars every twenty-four (24) months. 27.3 Starting in year two (2) of this agreement, every twelve (12) months each employee will be given a clothing allowance of one hundred (100) dollars. This will be a request submitted to their supervisor to obtain additional approved uniform items. This cannot be accrued from year to year. 27.4 Issued clothing is to be worn by all Communicators as per operating guidelines. 27.5 All issued clothing must be returned if employment ceases for any reason. ARTICLE 27 ON CALL For the period covered by the existing Collective Agreement, this procedure would be put in place at the discretion of the Employer when no back up would be available at Page 234 of 239 Page 26 of 28 any time during a work week. This would not replace the necessity of up staffing due to certain times of year or weather conditions at the Employer's discretion. Should a standby be required: a) Eligible part time employees shall be offered the opportunity to work the On Call on a seniority basis. b) Once all eligible part time employees have been offered the opportunity to work the available On Call, full time employees shall be offered the opportunity to the work the available On Call on a seniority basis. c) In the event no employee accepts the opportunity to work the On Call, the least senior eligible part time employee shall be assigned by the employer to work the On Call. If there is no eligible part time employee, then the least senior full time employee shall be assigned by the Employer to work the available On Call. d) The On Call duty period would be no longer than 24 hours in length for a single shift. e) The On Call is paid on a 24 hour shift basis in the amount of $50 with an additional $12 on any statutory holiday. However the actual coverage time (the time the On Call is required to respond) may be shorter and is at the discretion of the Employer. f) If an employee is called into work during On Call duty, th ey work a minimum of 3 hours at their regular rate of pay unless overtime is applicable. g) An On Call employee would be required to carry a pager and report to work within 10 minutes unless otherwise directed by management. * Eligible is as defined in the Collective Agreement. [Signing page follows] Page 235 of 239 Page 27 of 28 All of which is acknowledged and agreed at the Town of Tillsonburg, this ____ day of, ________________, 2021. FOR THE EMPLOYER FOR THE ASSOCIATION __________________________ _____________________________ Kyle Pratt, Chief Administrative Officer __________________________ _____________________________ __________________________ _____________________________ Page 236 of 239 Page 28 of 28 APPENDIX "A" - REGULAR HOURLY WAGE RATES Fire Communicators: Employment in Classification 01/04/2021 01/04/2022 01/04/2023 0-12 Months (2028 hours) $25.86 $ 12-18 months (2029-3042 hours) $27.15 $ 18-24 months (3043-4056 hours) $28.90 $ 24 months+ (4057+hours) $30.73 $ For 2021 & 2022 employees will receive $0.10 in addition to the hourly rate adjusted based on the approved Town of Tillsonburg budget percentage. For 2023, the hourly rate will be adjusted based on the approved Town of Tillsonburg budget percentage. APPENDIX “B” – SHIFT SCHEDULES Page 237 of 239 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW to amend Schedule A of By-Law 4247, to define the mandate and membership for committees established by The Corporation of the Town of Tillsonburg. WHEREAS it is deemed necessary and expedient to amend Schedule A of By-Law 4247. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That Schedule A of By-Law 4247 be amended to include Scott Gooding and Taylor Campbell as members of the Recreation and Sports Advisory Committee. 2. That Schedule A of By-Law 4247 be amended to include Nisha Khan-Dunn as a member of the Cultural, Heritage and Special Awards Advisory Committee . 3. That Schedule A of By-Law 4247 be amended to remove Don Baxter as a member of the Recreation and Sports Advisory Committee and to remove Vern Fleming as a member of the Cultural, Heritage and Special Awards Advisory Committee. 4. That these amendments to Schedule A of By-Law 4247 are hereby declared to be part of that By-Law as if written therein. 5. That this By-law shall come into full force and effect upon passing. READ A FIRST AND SECOND TIME THIS 27th day of SEPTEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of SEPTEMBER, 2021. ___________________________ MAYOR – Stephen Molnar ______________________________ CLERK – Michelle Smibert Page 238 of 239 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-102 A BY-LAW to confirm the proceedings of Council at its meeting held on September 27, 2021. 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 September 27, 2021, 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. That this By-Law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 27th DAY OF SEPTEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 27th DAY OF SEPTEMBER, 2021. ________________________________ MAYOR – Stephen Molnar _______________________________ CLERK – Michelle Smibert Page 239 of 239