211123 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg
Council Meeting
AGENDA
Tuesday, November 23, 2021
3:00 PM
Electronic Meeting
1.Call to Order
2.Closed Session (3:00 p.m.)
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT Council move into Closed Session to consider personal matters about identifiable
individuals, including municipal or local board employees, and for the purpose of educating
or training the members.
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 (3.1) 1. The meeting is held for the purpose of educating or training the
members
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 November 23, 2021, with item
15.6.1 Staff Report OPD 21-46 being dealt with following item 7.1, 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 November 8, 2021, be approved.
7.Presentations
7.1.GM BluePlan Engineering Limited Re: Kinsmen Pedestrian Bridge
Brad Walt, C.E.T., Senior Technical Specialist, and Brandon Clark, Project Designer,
GM BluePlan Engineering Limited
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT Council receives the presentation from GM BluePlan Engineering Limited
regarding the Kinsmen Pedestrian Bridge;
AND THAT this information be referred to item 15.6.1 staff report OPD 21-46, for
consideration.
8.Public Meetings
9.Planning Reports
10.Delegations
11.Deputation(s) on Committee Reports
11.1.RCP 21-29 Museum Advisory Committee Recommendation
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
Page 2 of 219
THAT Council receives the Museum Advisory Committee’s recommendation
requesting support for the creation of a dedicated, stand-alone, website for
Annandale National Historic Site, in addition to the current landing page within the
Town of Tillsonburg website, as information.
11.2.CS 21-35 Tillsonburg 150 Committee Recommendation - Terms of Reference
Amendment
Proposed Resolution #6
Moved By: ________________
Seconded By: ________________
THAT the Tillsonburg 150 Committee’s requests to amend the committee’s Terms of
Reference to allow the Committee to meet twice a month and to amend the
committee’s Terms of Reference mandate to read as: “To work in collaboration with
Town staff and community partners to plan and execute a family-friendly event to
commemorate the 150th Anniversary of the Incorporation of the Town of Tillsonburg
on July 1, 2022,” be received as information.
11.3.CS 21-36 Tillsonburg 150 Committee Recommendation - Request for Additional
Funding
Proposed Resolution #7
Moved By: ________________
Seconded By: ________________
THAT Council receives the Tillsonburg 150 Committee's request for the unspent
Cultural, Heritage and Special Awards Committee Cultural Grants Funding from
2021 in the amount of $6,000.00 to be transferred to the Recreation, Culture and
Parks reserve to be used for the Tillsonburg 150 events, as information.
12.COVID-19
13.Information Items
13.1.Municipal Property Assessment Corporation (MPAC) Re: Continued postponement
of assessment update
13.2.Long Point Region Conservation Authority Re: 30-Day Notice to Affected
Municipalities – 2022 Draft LPRCA Budget
Proposed Resolution #8
Moved By: ________________
Seconded By: ________________
THAT Council receives the correspondence from the Municipal Property
Assessment Corporation (MPAC) dated November 4, 2021, and the Long Point
Region Conservation Authority 2022 Draft LPRCA Budget, as information.
Page 3 of 219
14.Quarterly Reports
14.1.FIN 21-33 2021 Third Quarter Consolidated Financial Results
Proposed Resolution #9
Moved By: ________________
Seconded By: ________________
THAT Council receives report FIN 21-33 2021 Third Quarter Consolidated Financial
results as information.
14.2.FIN 21-34 2021 Third Quarter Finance and Corporate Services Results
14.3.EDM 21-31 2021 Third Quarter Economic Development and Marketing Results
14.4.FRS 21-09 2021 Third Quarter Fire Services Results
14.5.OPD 21-51 2021 Third Quarter Operations and Development Results
14.6.OPD 21-52 2021 Third Quarter Building, Planning, By-Law Services Results
14.7.RCP 21-32 2021 Third Quarter Recreation, Culture and Parks Results
Proposed Resolution #10
Moved By: ________________
Seconded By: ________________
THAT Council receives the 2021 Third Quarter Department Results, as information.
15.Staff Reports
15.1.Chief Administrative Officer
15.1.1.CAO 21-14 Community Strategic Plan Related Goals for 2022
Proposed Resolution #11
Moved By: ________________
Seconded By: ________________
THAT report CAO 21-14 Community Strategic Plan goals for the upcoming
year be received by Council as information;
AND THAT Council direct staff to include the identified goals in the Draft
2022 Business Plan for further consideration and approval during the 2022
budget deliberations.
15.2.Corporate Services
Page 4 of 219
15.2.1.CS 21-37 Committee of Adjustment
Proposed Resolution #12
Moved By: ________________
Seconded By: ________________
THAT all members of Tillsonburg Town Council be appointed to the
Committee of Adjustment;
AND THAT an appointment By-Law be brought forward for Council’s
consideration.
15.2.2.CS 21-38 2022 Council Meeting Calendar Revisions
Proposed Resolution #13
Moved By: ________________
Seconded By: ________________
THAT the following Council Planning meetings be re-scheduled for 2022:
Monday, April 18, 2022 be re-scheduled to Tuesday, April 19,
2022 due to Easter Monday.
1.
Monday, March 21, 2022 be re-scheduled to Tuesday, March 22,
2022 to be held on the Town’s 150 Anniversary.
2.
AND THAT the Council meeting of Monday, October 24, 2022 be cancelled
due to the 2022 Municipal Election.
15.3.Economic Development
15.4.Finance
15.5.Fire and Emergency Services
15.6.Operations and Development
15.6.1.OPD 21-46 Kinsmen Pedestrian Bridge
Proposed Resolution #14
Moved By: ________________
Seconded By: ________________
THAT report OPD 21-46 Kinsmen Pedestrian Bridge be received as
information;
AND THAT Council direct staff to implement ____:
Option 1 - Do Nothing: Initial costs $25,000 – plus average yearly costs
Page 5 of 219
over 10 years $122,000; or
Option 2 - Bridge Rehabilitation: Initial costs $4,220,000 – plus average
yearly costs over 30 years $20,000; or
Option 3 - Bridge Superstructure Reconstruction (Like-for-Like
Replacement): Initial costs $4,820,000 – plus average yearly costs over 60
years $24,666; or
Option 4 - Bridge Replacement (Prefabricated Pedestrian Bridge): Initial
costs $4,500,000 – plus average yearly costs over 80 years $16,250
15.6.2.OPD 21-54 TGO Bus Decals
Proposed Resolution #15
Moved By: ________________
Seconded By: ________________
THAT report OPD 21-54 T:GO Bus Decals report be received as
information.
15.6.3.OPD 21-55 Results for RFT 2021-012 Airport Access Way Expansion
Proposed Resolution #16
Moved By: ________________
Seconded By: ________________
THAT report OPD 21-55 Results for RFT 2021-012 Airport Access Way
Expansion be received as information;
AND THAT Council authorizes the Director of Operations and Development
to award the RFT 2021-012 Airport Access Way Expansion to Oxford Civil
Group Inc at a cost of $332,339 (net HST included), the lowest bid received
satisfying all Tender requirements;
AND THAT Council authorizes the Director of Operations and Development
to award an additional $202,661by March 30, 2022 to use the funding
provided by the Regional Air Transportation Initiative (RATI) for the
Tillsonburg Regional Airport in the amount of $535,000.
15.7.Recreation, Culture and Parks
15.7.1.RCP 21-30 New Splash Pad Funding Opportunities
Proposed Resolution #17
Moved By: ________________
Seconded By: ________________
THAT report RCP 21-30 New Splash Pad Funding Opportunities, be
Page 6 of 219
received as information;
AND THAT Staff be authorized to approach the community for various
fundraising opportunities and facility naming rights.
15.7.2.RCP 21-31 Dog Park Shelter
Proposed Resolution #18
Moved By: ________________
Seconded By: ________________
THAT staff report RCP 21-31 Dog Park Shelter, be received as information;
AND THAT Council direct staff to procure the structure and install in the
Dog Park with funding contained in the approved 2021 budget.
16.New Business
17.Consideration of Committee Minutes
17.1.Committee Minutes
Proposed Resolution #19
Moved By: ________________
Seconded By: ________________
THAT Council receives the Affordable and Attainable Housing committee minutes
dated October 27, 2021, the Physician Recruitment and Retention committee
minutes dated November 2, 2021, the Economic Development committee minutes
dated November 9, 2021 and the Recreation and Sports committee minutes dated
November 10, 2021, as information.
18.Motions/Notice of Motions
19.Resolutions/Resolutions Resulting from Closed Session
20.By-Laws
20.1.A By-Law to appoint a Committee of Adjustment
20.2.A By-Law to amend By-Law 2021-013 being a by-law to provide for the licensing,
regulation, and control of animals within the Town of Tillsonburg
20.3.A By-Law to authorize an agreement with the Toronto-Dominion Bank for the
provision of banking services
Proposed Resolution #20
Moved By: ________________
Page 7 of 219
Seconded By: ________________
THAT A By-Law to appoint a Committee of Adjustment; and
A By-Law to amend By-Law 2021-013 being a by-law to provide for the licensing,
regulation, and control of animals within the Town of Tillsonburg; and
A By-Law to authorize an agreement with the Toronto-Dominion Bank for the
provision of banking services, be read for a first, second, third and final reading and
that the Mayor and the Clerk be and are hereby authorized to sign the same, and
place the corporate seal thereunto.
21.Confirm Proceedings By-law
Proposed Resolution #21
Moved By: ________________
Seconded By: ________________
THAT By-Law 2021-116, to Confirm the Proceedings of the Council meeting held on
November 23, 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.
22.Items of Public Interest
23.Adjournment
Proposed Resolution #22
Moved By: ________________
Seconded By: ________________
THAT the Council meeting of November 23, 2021 be adjourned at ___ p.m.
Page 8 of 219
1
The Corporation of the Town of Tillsonburg
Council Meeting
MINUTES
Monday, November 8, 2021
5:00 PM
Electronic Meeting
ATTENDANCE: Mayor Molnar
Deputy Mayor Beres
Councillor Esseltine
Councillor Luciani
Councillor Parker
Councillor Rosehart
Regrets: Councillor Gilvesy
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
Renato Pullia, Interim Director of Finance/Treasurer
_____________________________________________________________________
1. Call to Order
2. Closed Session (5:00 p.m.)
Resolution # 2021-478
Page 9 of 219
2
Moved By: Councillor Rosehart
Seconded By: Councillor Parker
THAT Council move into Closed Session to consider two matters of a proposed
or pending acquisition or disposition of land by the municipality or local board.
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) (c) a proposed or pending acquisition or disposition of
land by the municipality or local board;
2.4.2 239 (2) (c) a proposed or pending acquisition or disposition of
land by the municipality or local board;
2.5 Back to Open Session
3. Adoption of Agenda (6:00 p.m.)
Resolution # 2021-479
Moved By: Councillor Rosehart
Seconded By: Councillor Parker
THAT the Agenda as prepared for the Council meeting of November 8, 2021,
with item 14.7.2 Staff Report RCP 21-25 being dealt with following item 10.1, be
approved.
Carried
4. Moment of Silence
Mayor Molnar called upon Deputy Mayor Beres to recite the Act of
Remembrance. Remembrance Day ceremonies will be held in Tillsonburg on
Thursday, November 11, 2021. The Silent Walk will depart from Veteran's
Walkway at Rolph Street beginning at 10:30 a.m. Members of the public are
invited to participate.
5. Disclosures of Pecuniary Interest and the General Nature Thereof
Page 10 of 219
3
No disclosures of pecuniary interest were declared.
6. Adoption of Council Minutes of Previous Meeting
Resolution # 2021-480
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT the minutes of the Council meeting held on October 25, 2021, be
approved.
Carried
7. Presentations
7.1 A+LiNK Architecture Inc. Re: Splash Pad
Alicia Lesniak, A+LiNK Architecture Inc., appeared before Council to
provide an overview of a proposed splash pad design.
Opportunity was presented for comments and questions from Council.
There was discussion regarding the design.
It was confirmed that the existing playground at this location will remain.
Staff noted that the proposed size of the splash pad was based on the
project budget as approved two years ago.
The tender will be released as soon as detailed design specifications are
compiled.
Resolution # 2021-481
Moved By: Councillor Esseltine
Seconded By: Deputy Mayor Beres
THAT Council receives the presentation from Alicia Lesniak of A+LiNK
Architecture Inc. regarding the splash pad, as information.
Carried
8. Public Meetings
Resolution # 2021-482
Page 11 of 219
4
Moved By: Councillor Luciani
Seconded By: Councillor Parker
THAT Council move into the Committee of Adjustment to hear applications for
Minor Variance at 6:39 p.m.
Carried
8.1 Application for Minor Variance A 22-21 (McLaughlin)
Eric Gilbert, Senior Planner, Oxford County, appeared before Council to
provide an overview of the application. Staff recommend approval of the
application.
Opportunity was provided for comments and questions from Council.
The applicant, Maureen McLaughlin, was present to provide support for
the application.
No members of the public appeared before Council either in support or
opposition to the application.
Resolution # 2021-483
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT the Committee of Adjustment approve Application File A22-21,
submitted by Edwin and Maureen McLaughlin, for lands described as Part
Lots 3, 4 & 5, Concession 5, North Talbot Road, Part 7 41R-10104,
municipally known as 1701 Highway 3, Town of Tillsonburg, as it relates
to:
1. Permission to construct two residential accessory buildings, being
125.4 m2 (1,350 ft2) and 117 m2 (1,259.4 ft2) in size, and a covered
patio, 76.37 m2 (822.12 ft2) in size;
Subject to the following conditions:
1. A building permit for the proposed accessory structures shall be issued
within one year of the date of the Committee's decision;
2. That the proposed structures shall be located in a manner in-keeping
with that illustrated on Plate 3 of Staff Report CP 2021-381.
Carried
Page 12 of 219
5
Resolution # 2021-484
Moved By: Councillor Rosehart
Seconded By: Councillor Luciani
THAT Council move out of the Committee of Adjustment and move back
into regular Council session at 6:46 p.m.
Carried
9. Planning Reports
10. Delegations
10.1 Tillsonburg BIA Re: 2022 BIA Memorandum of Understanding
Mark Renaud, Executive Director, Tillsonburg Business Improvement
Area, appeared before Council to provide support for the memorandum of
understanding as presented under agenda item 14.7.2 staff report RCP
21-25.
Opportunity was provided for comments and questions from Council.
There was discussion regarding collaboration between the Tillsonburg BIA
and the Town.
Rationale for the levy increase was requested. Mr. Renaud noted that
there is increased demand for services such as garbage removal due to
increased traffic in downtown and maintenance of garden's/plants due to
warmer summers.
Resolution # 2021-485
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council receive the delegation from Mark Renaud, Executive
Director, Tillsonburg Business Improvement Area, regarding the
Memorandum of Understanding with the Town, as information;
AND THAT this information be referred to item 14.7.2 staff report RCP 21-
25, for consideration.
Carried
Item 14.7.2. was dealt with next.
Page 13 of 219
6
10.2 South Central Ontario Region Economic Development Corporation
Re: Annual Partner Update
Kim Earls, Executive Director, SCOR EDC, appeared before Council to
provide an update from the corporation.
Opportunity was provided for comments and questions from Council.
Resolution # 2021-487
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT Council receive the delegation from Kim Earls, Executive Director,
SCOR EDC, regarding the South Central Ontario Region Economic
Development Corporation Annual Partner Update, as information.
Carried
11. Deputation(s) on Committee Reports
12. COVID-19
13. Information Items
13.1 Solicitor General Re: Community Safety and Well-being (CSWB) Plan
Resolution # 2021-488
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives the correspondence from the Solicitor General
dated October 26, 2021, as information.
Carried
14. Staff Reports
14.1 Chief Administrative Officer
14.2 Corporate Services
14.2.1 CS 21-25 Human Resource Policies
There was discussion regarding the policies.
Page 14 of 219
7
Staff will be bringing a report forward near the end of the hybrid
work pilot project for Council's consideration.
Resolution # 2021-489
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT the following policies be received for information:
• Vacation Time and Pay Policy
• Hours of Work and Overtime
• Dress Code Policy
• Workplace Anti-Violence Policy
• Requested Educational Assistance Policy
Carried
14.2.2 CS 21-32 Service provider for the 2022 Municipal Election
Staff confirmed that monies have been budgeted annually but that
the full amount will be considered during the 2022 budget
deliberations.
Resolution # 2021-490
Moved By: Councillor Rosehart
Seconded By: Councillor Parker
THAT report CS 21-32 regarding the service provider for the 2022
Municipal Election be received for information.
Carried
14.2.3 CS 21-33 Communications Strategy
Staff noted that the purpose of this document is to formalize what
the Town is already doing and to identify areas to be evaluated in
order to maximize resources and enhance communications.
Resolution # 2021-491
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
Page 15 of 219
8
THAT the Communications Strategy be adopted.
Carried
14.2.4 CS 21-34 Ontario Heritage Act Processes
There was discussion regarding the process of adding non-
designated properties to the municipal heritage register and the
process to designate a heritage conservation district.
Concerns were noted about the processes.
Resolution # 2021-492
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT Council receives report CS 21-34 Ontario Heritage Act
Processes, as information;
AND THAT Council support staff continuing with the next steps in
the process of listing Broadway Street between Venison Street and
Concession Street as a Heritage Conservation District including
provision of advance notice to effected property owners.
Defeated
Resolution # 2021-493
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives report CS 21-34 Ontario Heritage Act
Processes, as information.
Carried
14.3 Economic Development
14.4 Finance
14.4.1 FIN 21-30 Commercial Banking Services
Staff were asked to explain the annualized financial savings and
what the net savings would be in 2022.
Page 16 of 219
9
Resolution # 2021-494
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives report FIN 21-30 Commercial Banking
Services;
AND THAT the purchasing process be foregone pursuant to the
Town’s Purchasing Policy 5-006, section 6. b);
AND THAT Council approves TD Commercial Banking as the
Town’s supplier of commercial banking services;
AND THAT a By-Law authorizing an agreement between The
Corporation of the Town of Tillsonburg and the Toronto-Dominion
Bank for the provision of banking services be brought forward for
Council consideration at the next regularly scheduled Council
meeting.
Carried
14.4.2 FIN 21-31 HST Audit Refund Proceeds
Staff were asked to explain how the HST audit refund proceeds are
determined and what the external consultant fee was.
Resolution # 2021-495
Moved By: Councillor Luciani
Seconded By: Councillor Parker
THAT Council receives report FIN 21-31 HST Audit Refund
Proceeds as information;
AND THAT the Town portion of the HST audit refund proceeds
totaling $76,345.72 be contributed to the Tax Rate Stabilization
Reserve in the amount of $50,849.62 and the Asset Management
Funding Reserve in the amount of $25,496.09.
Carried
14.5 Fire and Emergency Services
14.6 Operations and Development
14.7 Recreation, Culture and Parks
Page 17 of 219
10
14.7.1 RCP 21-28 Rogers Home Town Hockey Event
The event will run from November 20 to 22, 2021. There will be a
parade downtown on November 20 starting at 11:00 a.m.
Resolution # 2021-496
Moved By: Deputy Mayor Beres
Seconded By: Councillor Esseltine
THAT report RCP 21-28 Rogers Home Town Hockey Event –
November 20-22, 2021, be received as information;
AND THAT Council authorize the use of existing 2021 funding in
the RCP Operating Budget - Community Events, for the intended
purpose of supporting the Home Town Hockey Event requirements
as outlined within the Rogers Letter of Agreement (LOA);
AND THAT the Mayor and Clerk be authorized to execute the LOA
with Rogers Media.
Carried
14.7.2 RCP 21-25 Downtown Tillsonburg BIA – 2022 Memorandum of
Understanding
Staff confirmed this line item can be addressed during 2022 budget
deliberations prior to year end.
Resolution # 2021-486
Moved By: Councillor Parker
Seconded By: Councillor Rosehart
THAT report RCP 21-25 Downtown Tillsonburg BIA - 2022
Memorandum of Understanding be received as information; and
AND THAT Council approve the proposed 2022 BIA Memorandum
of Understanding (MOU) as outlined within this report; and
AND THAT the amount requested for the 2022 MOU be deferred to
the 2022 budget deliberations; and
AND THAT the Mayor and Clerk be authorized to execute the
Agreement on behalf of the Corporation upon final budget approval.
Carried
Page 18 of 219
11
Item 10.2. was dealt with next.
15. New Business
16. Consideration of Committee Minutes
16.1 Committee Minutes
Resolution # 2021-497
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council receives the Physician Recruitment and Retention Advisory
Committee minutes dated September 7, 2021, the Cultural, Heritage and
Special Awards Advisory Committee minutes dated September 8, 2021,
and the Boundary Adjustment Advisory Committee minutes dated October
19, 2021, the Museum Advisory Committee minutes dated October 28,
2021, the Recreation and Sports Advisory Committee minutes dated
October 29, 2021, the Tillsonburg 150 Advisory Committee minutes dated
November 2, 2021, the Tillsonburg Dog Park Advisory Committee minutes
dated November 2, 2021, the Tillsonburg Transit Advisory Committee
minutes dated November 2, 2021, and the Tillsonburg Airport Advisory
Committee minutes dated October 21, 2021, as information.
Carried
16.2 Long Point Region Conservation Authority Board of Director Minutes
Resolution # 2021-498
Moved By: Councillor Parker
Seconded By: Councillor Rosehart
THAT Council receives the Long Point Region Conservation Authority
Board of Director minutes dated October 6, 2021, as information.
Carried
17. Motions/Notice of Motions
Councillor Esseltine asked that the below motion not be dealt with at this time.
Resolution # 21
Moved By: Councillor Esseltine
Page 19 of 219
12
THAT the Culture, Heritage and Special Awards Committee recommends to
Council that the tree-lined Broadway street entrance to downtown Tillsonburg
from Concession Street in the North to Venison Street in the south, bordered by
stately, heritage homes and age-old trees, be listed as a Heritage Conservation
District in the town’s Municipal Register of Heritage Properties. The mid
Broadway stretch of unique century homes and surrounding trees continues to
welcome residents and visitors to both our town and our downtown in a grand
way.
AND FURTHER that once this motion is approved, staff be directed to
communicate this information to owners of homes whose addresses are included
in this listing, as well as to residents of the Town of Tillsonburg, as a new
initiative to recognize and promote heritage properties in our town. This is a
timely initiative to which the Heritage, Culture and Special Awards Committee
has committed, as we approach the 150th Anniversary of the incorporation of the
town.
18. Resolutions/Resolutions Resulting from Closed Session
19. By-Laws
20. Confirm Proceedings By-law
Resolution # 2021-499
Moved By: Councillor Rosehart
Seconded By: Councillor Luciani
THAT By-Law 2021-115, to Confirm the Proceedings of the Council meeting held
on November 8, 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
21. Items of Public Interest
The Town's Traffic Bylaw prohibits overnight parking on all streets from
November 15 to March 31, between 2:00 a.m. and 6:00 a.m.
Remembrance Day ceremonies will be held in Tillsonburg on Thursday,
November 11, 2021.
The Council Planning meeting scheduled for November 15, 2021 is cancelled as
there are no items requiring review.
Page 20 of 219
13
The next regular Council meeting will be held on Tuesday, November 23, 2021 at
6:00 p.m.
22. Adjournment
Resolution # 2021-500
Moved By: Councillor Luciani
Seconded By: Councillor Parker
THAT the Council meeting of November 8, 2021 be adjourned at 8:50 p.m.
Carried
Page 21 of 219
Town of Tillsonburg
Kinsmen Pedestrian Bridge
Preliminary Design Report
This presentation will cover:
•A review of background information and existing conditions
•Rehabilitation and replacement options
•Deck and pedestrian barrier options
•Construction cost estimates
Page 22 of 219
Existing Bridge Condition
Wood Decking
Wood Deck ties
Wing wallBearing seat
Abutment wallMasonry pier
Lateral bracing
Diaphragms
Steel pier
Steel pier
bracing
Page 23 of 219
•Detailed “hands-on” condition assessment was completed by G. Douglas Valley Limited in 2019
•The follow major deficiencies were identified:
•Severe corrosion and section loss of steel columns, diaphragms, bracing, bearings and connections
•Deterioration of existing timber decking that also becomes slippery in cold and wet weather
•The existing chain link fence does not meet loading standards outlined in the Canadian Highway Bridge Design Code (CHBDC)
•GM BluePlan recently completed a visual OSIM inspection of the structure to confirm the 2019 inspection results and record any further deterioration.
Existing Bridge Condition Page 24 of 219
Pedestrian Barrier Options
•High
•Medium
•Low
Page 25 of 219
Deck Replacement Options Page 26 of 219
Bridge Rehabilitation and Replacement Options
1.Do Nothing
2.Bridge Rehabilitation
3.Bridge Superstructure Reconstruction (like-for -like replacement)
4.Bridge Replacement (prefabricated pedestrian bridge)
Page 27 of 219
Option 1 -Do Nothing
•Close the bridge to the public
•Barricades, Fencing
•Remove the existing structure including abutments and piers within 10
years
PRO CON
-Lowest cost solution of $1,245,000 -Removal of a key pedestrian access
point to the downtown core
-Promotes usage of public
transportation
-Removal of a noticeable feature
within the Town of Tillsonburg
-Promotes active transportation -Does not address need for updated
pedestrian barrier within 10 year
lifespan
-No Schedule EA required
Page 28 of 219
Option 2 -Bridge Rehabilitation
Structure Rehabilitation work:
•Removal and replacement of approach asphalt
•Removal and replacement of timber deck boards
•Removal and replacement of timber deck ties
•Removal and replacement of chain link fencing
•Supply and install approved pedestrian barrier
•Temporary bridge jacking to facilitate abutment bearing
replacement
•Abutment bearing replacement
•Removal and replacement of steel diaphragms
•Removal and replacement of steel bracing beneath timber deck ties
•Removal and replacement of steel lattice on horizontal members
between piers
•Removal and replacement of steel lattice on pier columns
•Removal and replacement of structural connections (PROVISIONAL)
•Concrete and masonry repairs on abutments and piers
•Installation of erosion control measures around wingwalls and in
front of each abutment
Coating Rehabilitation Items:
•Cleaning and painting of the existing structure’s remaining steel
components
•Steel girders
•Steel pier columns
•Steel bracing between pier columns (horizontal and diagonal)
•Steel pier cap strapping
•Structural connections
•Seal structural steel joints and connections with epoxy sealer
PRO CON
-Key pedestrian access point to
the downtown core is maintained
-Cost of $4,820,000
-Noticeable feature within the
Town of Tillsonburg is
maintained to current look
-Schedule C Environmental
Assessment required
(Depending on Heritage Impact
Assessment, HIA)
-Addresses need for updated
pedestrian barrier
-Estimated service life of 25-30
years.
-Equating to $160,667.00 per
year (Total cost over service life)
Page 29 of 219
Option 3 -Bridge Superstructure Reconstruction
(like-for -like replacement)
Structure Rehabilitation work:
•Removal and replacement of approach asphalt
•Removal and replacement of timber deck boards
•Removal and replacement of timber deck ties
•Removal and replacement of chain link fencing
•Supply and install approved pedestrian barrier
•Removal and replacement of steel girders, diaphragms and bracing,
complete
•Removal and replacement of steel pier columns
•Removal and replacement of horizontal and diagonal bracing
between steel pier columns
•Removal and replacement of structural connections
•Removal and replacement of steel strapping on each pier cap
•Removal and replacement pier and abutment bearings
•Concrete and masonry repairs on abutments and piers
•Installation of erosion control measures around wingwalls and in
front of each abutment
PRO CON
-Key pedestrian access point to
the downtown core is maintained
-Cost of $6,120,000
-New structure that mimics current
look
-Schedule C Environmental
Assessment required (Depending
on HIA)
-Addresses need for updated
pedestrian barrier
-Estimated service life of 50-60
years if concrete piers left.
-Equating to $102,000 per year
(Total cost over service life)
Page 30 of 219
Option 4 -Bridge Replacement
(prefabricated pedestrian bridge)
PRO CON
-Key pedestrian access point to the
downtown core is maintained
-Cost of $5,800,000
-New Structure designed to current
needs
-Schedule C Environmental
Assessment required (Depending on
HIA)
-Addresses need for updated
pedestrian barrier
-Estimated service life of 75-80 years
-Potential for new park like features -Equating to $72,500 per year (Total
cost over service life)
Page 31 of 219
Estimated Construction Costs and Service life
Page 32 of 219
Page 33 of 219
RCP 21-29
Subject: Museum Advisory Committee Recommendation
Report Number: RCP 21-29
Department: Recreation, Culture and Parks Department
Submitted by: Patricia Phelps, Culture & Heritage Manger/Curator
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT Council receives the Museum Advisory Committee’s recommendation requesting
support for the creation of a dedicated, stand-alone, website for Annandale National
Historic Site, in addition to the current landing page within the Town of Tillsonburg
website, as information.
DISCUSSION
The Museum Advisory Committee at its October meeting reviewed and discussed the
Marketing and Promotion Delivery Strategy 2021 prepared by MJW Community
Heritage Services. This document had been received as information by Council in April
2021, however, the mandatory cessation of in-person meetings resulted in the Museum
Advisory Committee only reviewing the report once hybrid meetings in the Council
Chambers were permitted.
As a result of this review, the Committee passed the following resolution at their
meeting held on October 28, 2021:
Resolution #2
Moved By: Sherry Hamilton
Seconded By: Donna Scanlan
THAT the Museum Advisory Committee would like to request the support of Council for
the creation of a dedicated, stand-alone, website for Annandale National Historic Site, in
addition to the current landing page within the Town of Tillsonburg’s website.
Page 34 of 219
RCP 21-29
FINANCIAL IMPACT/FUNDING SOURCE
Staff would need time to investigate with both the Communications Department and
County IT to determine any additional associated costs related to creating and hosting a
new website on the county server.
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 – 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 35 of 219
Page 1 of 3
Subject: Tillsonburg 150 Committee Recommendation – Terms of Reference
Report Number: CS 21-35
Department: Corporate Services Department
Submitted by: Ann Wright, Records & Legislative Coordinator
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT the Tillsonburg 150 Committee’s requests to amend the committee’s Terms of
Reference to allow the Committee to meet twice a month and to amend the committee’s
Terms of Reference mandate to read as: “To work in collaboration with Town staff and
community partners to plan and execute a family-friendly event to commemorate the
150th Anniversary of the Incorporation of the Town of Tillsonburg on July 1, 2022,” be
received as information.
BACKGROUND
As per the terms of reference, at the first meeting of the Tillsonburg 150 Committee on
September 21, 2021 the date and time of the regular meetings were established. The
Committee felt it necessary to meet twice a month.
At their regular meeting on October 19, 2021 the Committee came to the consensus that
the Tillsonburg 150 events should be held on July 1st, 2022 in conjunction with the Canada
Day Celebrations. In response to decisions made by the Committee, o n November 2,
2021 the Tillsonburg 150 Committee reviewed their terms of Reference and passed the
following resolution:
Moved by: Joan Weston
Seconded by: Rosemary Dean
Page 36 of 219
CS 21-35
Page 2 of 3
THAT the Tillsonburg 150 Committee requests that Council approve an
amendment to section 3.1 of the Tillsonburg 150 Ad Hoc Committee Terms of
Reference to allow the Committee to meet twice a month;
AND FURTHER THAT the Tillsonburg 150 Committee requests that Council
approve an amendment the Tillsonburg 150 Ad Hoc Committee Terms of
Reference Mandate and that the Mandate read as follows:
“To work in collaboration with Town staff and community partners to plan and
execute a family-friendly event to commemorate the 150th Anniversary of the
Incorporation of the Town of Tillsonburg on July 1, 2022.”
Carried
Christine Wade, the Tillsonburg 150 Committee chair, attended the Cultural Heritage and
Special Awards Committee meeting on November 3 , 2021 and provided updates and
rational for the requested amendments to the Terms of Reference. The Cultural Heritage
and Special Awards Committee discussed these requests and supported the resolution
from the Tillsonburg 150 Committee as presented.
DISCUSSION
A red line version of the proposed amended Terms of Reference is attached for
Council’s review.
The rationale behind the requested amendments to the Tillsonburg 150 Committee
Terms of Reference are as follows:
Section 3.1 Meetings:
With the 150th Anniversary of the Incorporation of the Town coming up in March of 2022
the Tillsonburg 150 Committee has a big task to complete the planning, budgeting,
booking and implementation of the events and deemed it necessary to have regular
scheduled meetings twice a month on the first and third Tuesday’s of every month at 5:00
p.m.
Terms of Reference Mandate:
After much discussion regarding the best timing of the event, the Committee agreed that
combining the celebrations of the 150th Anniversary of Tillsonburg’s incorporation with the
Canada Day Celebrations on Friday, July 1st would be advantageous. The rational was
Page 37 of 219
CS 21-35
Page 3 of 3
that in cooperation and collaboration with the Canada Day events and budgeting the one
day event could be a more extravagant and fun filled family fun day, with events from
morning to night. The full day’s events have not been finalized at this time but plans,
bookings and sponsorship opportunities are already being tentatively booked pending
Council’s approval of the amendment to the Terms of Reference from September to July
1st, 2022.
CONSULTATION
In consultation with the Cultural Heritage and Special Awards Committee.
FINANCIAL IMPACT/FUNDING SOURCE
The Records and Legislative Coordinator and the Culture and Heritage
Manager/Curator are staff liaisons for the Tillsonburg 150 Committee. If the Committee
meets twice a month additional staff time will be required to support those meetings.
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 Directions – Increase opportunities to enjoy culture, events and leisure
activities in Tillsonburg.
Priority Project – Not applicable.
ATTACHMENTS
Appendix A – Redline Version of the Tillsonburg 150 Terms of Reference
Page 38 of 219
Tillsonburg 150 Ad Hoc Committee
Terms of Reference
Mandate:
To work in collaboration with Town staff and community partners to plan and
execute a family-friendly event to commemorate the 150th Anniversary of the
Incorporation of the Town of Tillsonburg in September of 2022 on July 1, 2022.
1.0 Role of the Tillsonburg 150 Committee:
1.1. To plan and execute a family-friendly event to celebrate Tillsonburg's 150th
Birthday.
1.2. To develop and present to the Culture, Heritage and Special Awards
Committee a budget for the event and to work within said budget for the event.
1.3. To seek out, if needed, additional funding to meeting budget.
1.4. To work with the Town's Communication Department to promote the
celebration to all Town citizens.
1.5. To develop working relationships with community groups and organizations
for assistance to plan and execute the event.
1.6. To present a final report on the event to the Culture, Heritage and Special
Awards Committee at their November 2022 meeting.
2.0 Organization of the Committee
The Committee should be comprised of a cross section of individuals with relevant
technical and professional expertise, as well as strong advocacy, communication
and organizational skills.
2.1 Vacancies for citizen appointments will be advertised in the local newspaper
as per the Town's procedures for Committees of Council.
2.2 Committee members will be appointed by Council.
2.3 The Committee shall include one Council representative, three members of
the Culture, Heritage and Special Awards Committee, and four members of
the public including one representative from the Historical Society.
2.4 The term of a Committee member will conclude when the ad -hoc committee
is abolished after meeting their outlined mandate.
2.5 One member will be appointed by vote of the committee at the first meeting to
chair the meetings for the term. At this time, they will select a vice -chair.
2.6 Municipal staff shall act in an advisory manner to the committee and the role
of staff liaison shall be fulfilled by the Executive Assistant and
Curator/Manager of Culture and Heritage.
3.0 Meetings
3.1 The Committee will meet once a month twice monthly.
Page 39 of 219
3.2 The date and time of the regular meetings will be established at the first
meeting of the group.
3.3 Meetings will have a formal agenda.
3.4 Agendas and information packages (including previous meeting minutes) will
be sent electronically to Members prior to each meeting.
3.5 A majority of Council appointed Committee Members will constitute quorum
for the transaction of business.
4.0 Role of the Chair
The Chair is responsible for ensuring the smooth and effective operation of the
Committee and its' roles. This will include responsibility for:
4.1 Calling the meetings to order.
4.2 Encouraging an informal atmosphere to encourage the exchange of ideas.
4.3 Creating an agenda in consultation with the Secretary.
4.4 Chairing the meetings to ensure business is carried out efficiently and
effectively.
4.5 Acting as spokesperson.
4.6 Representing the Committee at Town Council.
4.7 The Chair shall conduct meetings in accordance with the Town's Procedural
By-Law.
4.8 In the absence of the Chair, these responsibilities will be undertaken by the
Vice-Chair.
5.0 Role of the Secretary
The Secretary is responsible for ensuring a complete up to date record for the
Committee.
5.1 In liaison with the Chair, arrange date, time and venue for meetings.
5.2 In liaison with the Chair, set agendas and circulate agendas to the members
two business days prior to the meeting.
5.3 Circulate draft minutes to the members.
5.4 Keep a complete up to date record of the minutes.
6.0 Role of Members
Membership on the Committee is a position of responsibility and requires a strong
commitment to the Terms of Reference. Members are required to:
6.1 Attend all regularly scheduled meetings. Members shall notify the Chair or
Staff Liaison if they are unable to attend a meeting.
6.2 Adhere to the provisions set out in the Policy for Boards and Committees of
Council. If a member has an unexplained absence of three or more
Page 40 of 219
consecutive meetings then their seat on the Committee shall be declared
vacant.
6.3 Review all information supplied to them.
6.4 Prepare information for use in the development of materials for the
Committee.
6.5 6.5 Promote the role of the Committee and its' decisions made.
6.6 6.6 Offer input to Committee reports to Council.
6.7 Attend training as required to effectively perform their roles as a Committee
Member.
6.8 Committee Members are subject to the Municipal Conflict of Interest Act
R.S.O. 1990, c. M50 and must disclose any direct or indirect pecuniary
interest. The disclosure must be recorded in the minutes of the meeting.
7.0 Role of Municipal Staff
The Town of Tillsonburg, by its nature and purpose, affects and is affected by
many different Municipal departments. Assistance will be provided on an as
required basis from various departments. Municipal staff will be responsible for
carrying out the following functions with respect to the Committee:
7.1 Act as information resource.
7.2 Orientation of Committee members at their first meeting after Council
appointment.
7.3 Assist the Committee in its reporting to Council.
7.4 Provide correspondence to the Committee.
7.5 Responsible for maintaining accurate and up-to-date committee records and
providing minutes to Council.
8.0 Reports to Council
The Committee may advise and make recommendations to Council in accordance
with its' role. Reports may be submitted as follows:
8.1 Verbally by a Council representative
8.2 Written Report from staff liaison and/or presented by the Chair or the
designated representative to Council.
Page 41 of 219
Page 1 of 3
Subject: Tillsonburg 150 Committee Recommendation – Request for Additional
Funding
Report Number: CS 21-36
Department: Corporate Services Department
Submitted by: Ann Wright, Records & Legislative Coordinator
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT Council receives the Tillsonburg 150 Committee's request for the unspent Cultural,
Heritage and Special Awards Committee Cultural Grants Funding from 2021 in the amount
of $6,000.00 to be transferred to the Recreation, Culture and Parks reserve to be used for
the Tillsonburg 150 events, as information.
BACKGROUND
In the year 2022, the Town of Tillsonburg will be celebrating the 150th anniversary of
incorporation. On February 23, 1872, the Province of Ontario held the third and final
reading of the Bill to incorporate the Town of Tillsonburg. The Bill passed and Royal
Assent was given by the Lieutenant Governor of Ontario on March 2, 1872 establishing
the Incorporated Town of Tillsonburg. This incorporation allowed for the election of
Tillsonburg’s first Mayor and Council. The first Council Meeting was held on March 22,
1872. In recognition of this historical and significant event, the Tillsonburg 150 Committee
is busy fulfilling their mandate; planning and implementing a full day family friendly event
to celebrate Tillsonburg’s 150th Birthday.
On January 11, 2021 Council approved that the unused Cultural Grants f unds from 2020
in the amount of $6000.00 be transferred to reserve to be used for the Tillsonburg 150
events. These funds that were allocated to Cultural Grants were unspent due to the fact
that no events where held as a result of the COVID-19 pandemic.
Page 42 of 219
CS 21-36
Page 2 of 3
DISCUSSION
2021 has been another year affected by the COVID 19 pandemic and again no Cultural
Grants were applied for or granted and so the full amount of funds allocated for 2021
Cultural grants have not been spent. The Tillsonburg 150 is very optimistic that the
Tillsonburg 150 celebrations will go ahead in 2022 and so have been busy planning and
budgeting to make this event a great success and therefore is now seeking additional
funding to support the events.
The Tillsonburg 150 Committee met on November 2, 2021 and discussed funding and
sponsorship opportunities and decided that at this time it would seem appropriate to
seek Council’s approval in having any unspent money from the Cultural Heritage and
Special Awards Committee 2021 Cultural Grant dollars transferred and put into reserves
for the Tillsonburg 150 events and so passed the following resolution:
Moved by: Joan Weston
Seconded by: Courtney Booth
THAT the Tillsonburg 150 Committee requests that the unspent monies from the
Cultural Heritage and Special Awards Committee 2021 Cultural Grant Dollars be
transferred to the budget for the Tillsonburg 150 events on July 1, 2022.
Carried
On November 3, 2021, Tillsonburg 150 Committee Chair, Christine Wade, attended the
Cultural Heritage and Special Awards Committee meeting seeking their support and
endorsement in this request to Council. The Cultural Heritage and Special Awards
Committee passed the following resolution at their November 3, 2021 Committee
meeting:
Moved by: Carrie Lewis
Seconded by: Rosemary Dean
THAT the Cultural, Heritage and Special awards Committee supports the request
from the Tillsonburg 150 Committee requesting that the unspent monies from the
Cultural Heritage and Special Awards Committee 2021 Cultural Grant Doll ars be
transferred to the budget for the Tillsonburg 150 events on July 1, 2022.
Carried
Now that the 150 Committee has received support from the Cultural Heritage Committee,
the Committee is asking that Council approve the request to transfer the funds so that the
Tillsonburg 150 Committee can move forward with finalizing plans and budgeting for this
historical and significant event of Tillsonburg’s 150 anniversary celebrations.
Page 43 of 219
CS 21-36
Page 3 of 3
CONSULTATION
In consultation with the Cultural, Heritage and Special Awards Committee.
FINANCIAL IMPACT/FUNDING SOURCE
The Cultural, Heritage and Special Awards Committee was allocated $6,000 in the 2021
budget to be used for Cultural Grants, due to the COVID-19 pandemic, there have not
been events taking place that warrant the need for a cultural grant, therefore, the full
$6,000 remains unused in the budget. With support from the Cultural, Heritage and
Special Awards Committee the Tillsonburg 150 Committee, who has been tasked to plan
and implement a full day of events to commemorate this once in a life time celebration of
Tillsonburg’s 150 anniversary, is requesting that these unused funds be placed into
reserves to be set aside for use in the year 2021 and 2022 for the planning and preparation
(including deposits for vendors) in holding a successful 150th celebration for Tillsonburg.
Should the future expenditures come in less or the pandemic continue and impact the
execution of the 150 event, it is recommended that any residual earmarked funds within
the reserve be used to offset the annual grant request in future year(s), until depleted.
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.
Priority Project – Not applicable.
ATTACHMENTS
None
Page 44 of 219
Good afternoon Mayor Molnar,
Today, as part of the Ontario Economic Outlook and Fiscal Review: Build Ontario the government
announced the continued postponement of the province-wide assessment update.
This means that property taxes for the 2022 and 2023 taxation years will continue to be based on the
January 1, 2016 valuation date. Property assessments will remain the same as they were for the 2021 tax
year, unless there have been changes to the property.
This announcement does not change the work we do to maintain the assessment roll, including the
addition of new assessment. We understand the importance of revenue generated from ongoing
construction and renovation projects, and we will continue to capture the value of these changes
throughout the year.
We will also continue our work to provide you with market analysis and insights to support you in
managing your assessment base and planning for the future.
In addition to the postponement, other relevant highlights from today’s Fall Economic Statement include:
Temporary suspension of the five per cent cap on the payments in lieu of property tax (PILT) to
municipalities until passenger volumes return to pre-pandemic levels for each airport.
Simplifying the legislative requirements with respect to the assessment of pipeline properties,
including the designation of pipelines by owners.
Several farm property-related measures: Changes to small-scale on-farm business subclass,
extending the farm property tax treatment that currently applies to the processing of maple sap to
include all edible tree saps and increasing the current limit on the property tax exemption for farm
woodlots from 20 to a proposed 30 acres.
Streamlining and simplifying application processes for the Farm Property Class Tax Rate
Program.
Our work to develop an annual performance report beginning in 2022, which will contain many
elements from our Service Level Agreement and is one of the ways we will demonstrate
accountability and transparency in our work.
Over the coming weeks we will be meeting with our municipal partners to talk about how we will continue
to work in partnership with you to support efforts to modernize the sector, and ensu re we are in the best
possible position to deliver the next assessment update.
We thank you for your partnership and we are here to continue to support you. If you have any questions
or concerns, please feel free to reach out to your local account manager.
Sincerely,
Nicole
Nicole McNeill
President and Chief Administrative Officer
Page 45 of 219
Municipal Property Assessment Corporation (MPAC)
1340 Pickering Parkway, Suite 101
Pickering, ON L1V 0C4
Page 46 of 219
Long Point Region Conservation Authority
4 Elm St., Tillsonburg, Ontario N4G 0C4
519-842-4242 or 1-888-231-5408 ˖ Fax 519-842-7123
Email: conservation@lprca.on.ca ˖ www.lprca.on.ca
November 12, 2021 File:1.4.5.1
Kyle Pratt, CAO
kpratt@tillsonburg.ca
Re: 30-Day Notice to Affected Municipalities – 2022 Draft LPRCA Budget
Dear Mr. Pratt,
The Board of Directors budget meeting was held on Wednesday, November 10th, the Draft 2022
LPRCA Operating and Capital Budgets were recommended to be circulated to member municipalities
for review and comment. The proposed overall increase for the municipal levy is $44,015 or 2.13%
versus last year’s increase of 1.51%. The overall municipal support requested for the 2022 operating
budget of $4,797,561 is $1,724,259 representing a change in the general levy of 2.2% or $37,315.
The overall municipal support requested for the 2022 capital budget of $511,250 is $381,700
representing a change in the general levy of 1.79% or $6,700. Specifics for each municipality can be
found in attachment 4.
Ontario Regulation 139/96 calls for a 30-day notice to affected municipal partners in order for them to
consider and provide comment regarding the draft budget. The Regulation also requires that the
notice be accompanied by the financial information used to determine that levy. As such, please find
attached the following information on LPRCA’s budgets for its member municipalities:
1. 2022 Draft Consolidated Budget Summary
2. 2022 Statement of Operations
3. LPRCA Draft 2022 Municipal Levy - Consolidated
4. Five Year Summary by Municipality of Levy Apportioned by CVA %
LPRCA is requesting any comment regarding the Draft 2022 Budget to be forwarded to this office no
later than noon Wednesday, December 15th, 2021.
The weighted vote for the Final 2022 LPRCA Budget will take place the evening of Wednesday,
January 5th, 2022 as part of the regular meeting of the LPRCA Board of Directors.
If your officials request a presentation of the Draft 2022 budget, we would be pleased to present at
your Councils earliest convenience on behalf of the LPRCA Board of Directors. If you have any
questions or need further information, please contact Aaron LeDuc, Manager of Corporate Services at
aleduc@lprca.on.ca or 519-842-4242, ext. 224.
Sincerely,
Judy Maxwell
General Manager
cc. Sheena Pawliwec, Director of Finance/Treasurer
Michelle Smibert, Director of Corporate Services/Clerk
Page 47 of 219
2019 2020 2021 2021 2022
Actual Actual Sept 30 YTD Budget Draft Budget
$$$$$$%
Total Operating Expenditures 4,738,517 3,867,829 3,255,325 4,421,734 4,797,561 375,827 8.5%90.4%
Total Capital Expenditures *269,000 349,326 206,521 615,000 511,250 (103,750) (16.9%)9.6%
Total Expenditures 5,007,517 4,217,155 3,461,846 5,036,734 5,308,811 272,077 5.40%100.0%
SOURCES OF REVENUE
Municipal Levy - Operating 1,607,452 1,644,960 1,265,208 1,686,943 1,724,259 37,315 2.21%32.5%
Municipal Levy - Capital 269,000 349,326 368,550 375,000 381,700 6,700 1.79%7.2%
Municipal Levy - Total 1,876,452 1,994,286 1,633,758 2,061,943 2,105,959 44,015 2.13%39.67%
Municipal Levy - Special Norfolk 225,000 - (225,000) -100.00%0.0%
Total Municipal Levy 1,876,452 1,994,286 1,633,758 2,286,943 2,105,959 (180,985) -7.91%39.7%
Provincial Funding 522,587 222,984 34,060 23,225 29,160 5,935 25.6%0.5%
MNR Grant 35,229 35,229 35,229 35,229 35,229 - 0.0%0.7%
MNR WECI & Municipal Funding 47,196 39,785 - 10,000 - (10,000) (100.0%)0.0%
Federal Funding 129,461 108,445 14,430 11,046 11,866 820 7.4%0.2%
User Fees 2,146,258 1,548,587 2,542,536 2,404,084 2,747,137 343,053 14.3%51.7%
Community Support 493,356 347,668 187,218 252,041 250,967 (1,074) (0.4%)4.7%
Interest on Investments 23,965 24,444 - - - - 0.0%0.0%
Land Donation - 325,000 - - - - 0.0%0.0%
Gain on Sale of Assets 643,574 131,446 18,626 - - - 0.0%0.0%
Deferred Revenue/Reallocation 5,000 - (5,000) 0.0%
Contribution from(to) Reserves (910,560) (560,719) - 9,165 128,492 119,327 1,302.0%2.4%
TOTAL REVENUE 5,007,517 4,217,155 4,465,857 5,036,734 5,308,811 272,077 5.40%100.0%
* The Capital Expenditures in the 2021 Draft Budget are proposed to be funded by Municipal Levy of $381,700 and $60,000 Strategic Reserve and $69,550 Capital
Levy Reserve.
Long Point Region Conservation Authority
2022 DRAFT Consolidated Budget Summary
2022 Change from
2021 Budget
% of
Approved
Budget
Attachment 1
Page 48 of 219
2019 2020 2021 2021 2022
Actual Actual Sept 30 YTD Budget Draft Budget
$$$$$%
Program:
Watershed Planning and Technical Services 652,933 498,869 271,076 389,750 406,674 16,924 4.3%- (3,326)
Watershed Flood Control Services 226,314 270,129 185,255 212,874 204,611 (8,263) (3.9%)- (8,263)
Healthy Watershed Services 327,092 234,247 130,837 146,975 136,144 (10,831) (7.4%)- (5,127)
Conservation Authority Lands 355,686 302,847 283,334 411,690 472,575 60,885 14.8%
Communication and Marketing Services 77,094 71,047 61,011 102,494 107,219 4,724 4.6%- 3,724
Backus Heritage and Education Services 287,391 145,375 93,602 245,990 250,224 4,234 1.7%- 2,821
Conservation Parks Management Services 1,093,810 769,014 916,640 1,215,113 1,345,310 130,198 10.7%(447,592) No levy
Public Forest Land Management Services 242,535 189,954 249,613 229,263 244,641 15,378 6.7%(73,359) No levy
Private Forest Land Management Services 165,595 105,809 118,406 132,022 154,812 22,790 17.3%(1,058) No levy
Maintenance OperationsServices 340,531 369,032 232,002 338,393 371,813 33,419 9.9%- 11,644
Corporate Services 969,538 911,506 713,551 997,167 1,103,538 106,370 10.7%520,951 (23,013)
Total Program Expenditures 4,738,517 3,867,829 3,255,325 4,421,734 4,797,561 375,827 8.5%(1,058) (21,540)
Objects of Expenses:
Staff Expenses 2,663,574 2,217,051 1,988,954 2,952,243 3,049,737 97,495 3.3%
Staff Related Expenses 41,312 24,127 28,625 50,675 57,990 7,315 14.4%
Materials and Supplies 282,573 195,634 235,974 284,362 326,901 42,539 15.0%
Purchased Services 1,477,746 1,127,053 971,148 1,035,908 1,249,165 213,257 20.6%
Equipment 31,338 28,691 39,692 31,800 47,300 15,500 48.7%
Other 62,012 54,091 50,385 66,746 66,467 (279) (0.4%)
Amortization 179,962 221,181 - - - -
Total Expenditures 4,738,517 3,867,829 3,314,778 4,421,734 4,797,561 375,827 8.5%
Sources of Revenue:0.00
Municipal Levy - Operating 1,607,452 1,644,960 1,265,208 1,686,943 1,724,259 37,315 2.212%
Provincial Funding 522,587 222,984 34,060 23,225 29,160 5,935 25.6%
MNR Grant 35,229 35,229 35,229 35,229 35,229 - 0.0%
MNR WECI & Municipal Funding 47,196 39,785 - - - - 0.0%
Federal Funding 129,461 108,445 14,430 11,046 11,866 820 7.4%
User Fees 2,146,258 1,548,587 2,542,536 2,404,084 2,747,137 343,053 14.3%
Community Support 493,356 347,668 187,218 252,041 250,967 (1,074) (0.4%)
Interest on Investments 23,965 24,444 - - - - 0.0%
Land Donation - 325,000 - - - - 0.0%
Gain on Sale of Assets 643,574 131,446 18,626 - - - 0.0%
Contribution from (to) Reserves (910,560) (560,719) - 9,165 (1,058) (10,223) 0.0%
Total Revenue 4,738,517 3,867,829 4,097,307 4,421,734 4,797,561 375,827 8.5%
Long Point Region Conservation Authority
2022 Statement of Operations
2022 Change from
2021 Budget
Contribution
(to) from
Reserves $
Increase to
Levy $
Attachment 2
Page 49 of 219
PER CAPITA PER CAPITA
OPERATING CAPITAL TOTAL (Watershed) (Municipality)
Haldimand County $245,330 $54,309 $299,638 $21.13 $7.39
Norfolk County $901,067 $199,470 $1,100,537 $21.74 $20.66
Norwich Twp.$120,037 $26,573 $146,610 $23.46 $17.36
South-West Oxford Twp.$38,933 $8,619 $47,552 $26.94 $8.08
Tillsonburg $209,338 $46,341 $255,680 $19.28 $19.28
Total Oxford County $368,308 $81,533 $449,841
Brant County $119,089 $26,363 $145,452 $27.67 $4.73
Bayham Municipality $77,927 $17,251 $95,177 $17.82 $17.82
Malahide Township $12,538 $2,775 $15,313 $22.82 $2.28
$1,724,259 $381,700 $2,105,959 $21.63 $12.83
Increase over 2021 $37,315.19 $6,700 $44,015
Per Capita Increase over 2021 $0.38 $0.07 $0.45
MUNICIPALITY
LEVY AMOUNTS
LPRCA 2022 MUNICIPAL LEVY - CONSOLIDATED - DRAFT
Attachment 3
Page 50 of 219
LPRCA
Draft Budget Operating Levy Draft Budget Capital Levy Draft Budget Total Levy
1,724,259$ $381,700 $2,105,959
Municipality Year
Haldimand
County 2018 $218,044 14.03%$10,919 5.27%$51,723 14.03%$2,238 4.52%$269,767 14.03%$13,157 5.13%
2019 $226,963 14.12%$8,919 4.09%$54,734 14.12%$3,011 5.82%$281,697 14.14%$11,930 4.42%
2020 $232,601 14.14%$5,637 2.48%$54,631 14.14%($103)-0.19%$287,231 14.14%$5,534 1.96%
2021 $240,090 14.23%$7,489 3.22%$53,371 14.23%($1,260)-2.31%$293,461 14.23%$6,230 2.17%
2022 $245,330 14.23%$5,239 2.25%$54,309 14.23%$938 1.72%$299,638 14.23%$6,177 2.15%
Norfolk
County 2018 $822,699 53.09%$46,506 5.99%$195,154 53.09%$9,709 5.24%$1,017,853 53.09%$56,215 5.85%
2019 $845,974 52.63%$23,275 2.83%$204,014 52.63%$8,860 4.54%$1,049,988 52.63%$32,135 3.16%
2020 $865,971 52.64%$19,996 2.36%$203,390 52.64%($624)-0.31%$1,069,361 52.64%$19,373 1.85%
2021 $882,185 52.29%$16,214 1.87%$196,106 52.29%($7,284)-3.58%$1,078,290 52.29%$8,930 0.84%
2022 $901,067 52.26%$18,883 2.18%$199,470 52.26%$3,364 1.65%$1,100,537 52.26%$22,247 2.08%
Oxford
County*2018 $333,558 21.48%$19,474 6.20%$79,124 21.48%$4,084 5.44%$412,682 21.48%$23,558 6.05%
2019 $344,257 21.42%$10,699 3.21%$83,020 21.42%$3,896 4.92%$427,277 21.42%$14,595 3.54%
2020 $349,761 21.26%$5,504 1.60%$82,148 21.26%($872)-1.05%$431,908 21.26%$4,631 1.08%
2021 $360,609 21.38%$10,848 3.10%$80,162 21.38%($1,986)-2.42%$440,771 21.38%$8,862 2.05%
2022 $368,308 21.36%$7,699 2.20%$81,533 21.36%$1,371 1.67%$449,841 21.36%$9,070 2.10%
Brant
County 2018 $97,809 6.11%$8,431 9.43%$23,201 6.11%$1,847 8.65%$121,010 6.11%$10,278 9.28%
2019 $105,228 6.55%$7,419 7.59%$25,377 6.55%$2,176 9.38%$130,605 6.55%$9,595 7.93%
2020 $109,970 6.69%$4,742 4.51%$25,829 6.69%$452 1.78%$135,799 6.69%$5,194 3.98%
2021 $114,930 6.81%$4,959 4.51%$25,548 6.81%($280)-1.09%$140,478 6.81%$4,679 3.45%
2022 $119,089 6.91%$4,159 3.78%$26,363 6.91%$814 3.15%$145,452 6.91%$4,974 3.66%
Bayham
Municipality 2018 $70,301 4.45%$5,243 8.06%$16,676 4.45%$1,133 7.29%$86,977 4.45%$6,376 7.91%
2019 $73,371 4.56%$3,070 4.37%$17,694 4.56%$1,018 6.10%$91,064 4.56%$4,087 4.70%
2020 $74,792 4.55%$1,422 1.94%$17,566 4.55%($128)-0.72%$92,359 4.55%$1,294 1.42%
2021 $76,671 4.54%$1,879 2.51%$17,044 4.54%($523)-2.98%$93,715 4.54%$1,356 1.47%
2022 $77,927 4.52%$1,256 1.68%$17,251 4.52%$207 1.18%$95,177 4.52%$1,463 1.58%
Malahide `
Township 2018 $11,261 0.70%$971 9.44%$2,671 0.70%$213 8.67%$13,932 0.70%$1,184 9.29%
2019 $11,659 0.73%$398 3.53%$2,812 0.73%$141 5.27%$14,471 0.73%$539 3.87%
2020 $11,866 0.72%$207 1.77%$2,787 0.72%($25)-0.88%$14,652 0.72%$182 1.26%
2021 $12,459 0.74%$594 5.00%$2,770 0.74%($17)-0.62%$15,229 0.74%$576 3.93%
2022 $12,538 0.73%$79 0.66%$2,775 0.73%$6 0.21%$15,313 0.73%$84 0.58%
2022 $1,724,259 $37,315 2.21%$381,700 $6,700 1.79%$2,105,959 $44,015 2.13%
Notes: Operating Notes: Capital Notes: Combined
2018 $16.03 per capita 2017 $3.80 per capita 2017 $19.83 per capita
2019 $16.47 per capita 2018 $3.97 per capita 2018 $20.44 per capita
2020 $16.85 per capita 2019 $3.96 per capita 2019 $20.81 per capita
2021 $17.22 per capita 2020 $3.83 per capita 2020 $21.05 per capita
2022 $17.71 per capita 2021 $3.92 per capita 2021 $21.63 per capita
Oxford County Apportionment:Oxford County Apportionment:Oxford County Apportionment:
Norwich Twp.120,037$ Norwich Twp.26,573$ Norwich Twp.146,610$
South-West Oxford 38,933$ South-West Oxford 8,619$ South-West Oxford 47,552$
Tillsonburg 209,338$ Tillsonburg 46,341$ Tillsonburg 255,680$
368,308$ 81,533$ 449,841$
$ Increase
Year over
Year
% Increase
Year over
Year
5 Year Summary by Municipality of Levy Apportioned by CVA %
Municipal Levy - Operating Municipal Levy - Capital Municipal Levy - Combined
Amount of
Levy Share
% of Total
Levy*
$ Increase
Year over
Year
% Increase
Year over
Year
Amount of
Levy Share
% of
Total
Levy*
$ Increase
Year over
Year
% Increase
Year over
Year
Amount of
Levy Share
% of Total
Levy*
Attachment 4
Page 51 of 219
Page 1 of 2
Subject: 2021 Third Quarter Consolidated Financial Results
Report Number: FIN 21-33
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT Council receives report FIN 21-33 2021 Third Quarter Consolidated Financial
results as information.
BACKGROUND
To provide Council with the actual January 1, 2021 to September 30, 2021 Town wide
consolidated financial results.
DISCUSSION
The attached data summarizes by department the variances between 2021 actual
results for the period ended September 30, 2021 and the 2021 YTD budget.
The third quarter results are currently reflecting an overall Town wide consolidated 2021
surplus, of year-to-date budget and expenditures to end of September of $1,756,869. Of
this amount, at year end, the $51,804 surplus in Parking would be transferred to the
Downtown Parking Lot Reserve, and $543,896 surplus in Building would be transferred
to the Building Department Obligatory Reserve, leaving a net consolidated surplus of
$1,161,169. Without further analysis and departmental year-end projections, this
remains a preliminary figure and is not a certain indication of what to expect as the year
progresses.
Questions or comments relative to the departmental 2021 third quarter revenues and
expenditures should be referred to the applicable departmental reports and members of
the Senior Leadership Team for commentary.
Page 52 of 219
FIN 21-33
Page 2 of 2
A summary of the financial support announced by the Province to date for the Town of
Tillsonburg is detailed in the following table:
Table 1 – Summary of 2021 Provincial Pandemic Funding (Town of Tillsonburg)
Covid-19 Assistance Funding Status* Value
Safe Restart Funding – Phase 2 Municipal Operations Awarded $92,000
COVID-19 Recovery Funding for Municipalities Program Awarded $295,415
Safe Restart Funding – Phase 2 Transit Awarded $1,022
Safe Restart Funding – Phase 3 Transit Awarded $7,357
$395,794
* Awarded = Guaranteed funds; reporting not required (prior to release)
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 – Not applicable.
Priority Projects – Not applicable.
ATTACHMENTS
Appendix A - 2021 Q3 Consolidated Operating Results
Page 53 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Levy, PILS 17,518,606 17,091,206 (427,400)
Grants 909,617 1,216,704 307,087
User Charges 4,084,209 4,533,233 449,024
Other Revenue 69,475 91,533 22,058
Specified Revenue 13,214 13,214
Contribution from Reserves 34,300 236,397 202,097
Total Revenues 22,616,207 23,182,287 566,080
Expenditures
Labour 7,797,645 7,112,439 685,206
Purchases 3,347,460 2,804,115 543,345
Contracted Services 4,323,753 3,934,303 389,450
Contribution to Reserves 203,677 612,576 (408,899)
Interfunctional Adjustments 333,596 337,913 (4,317)
Debt Principal & Interest 1,037,658 1,051,654 (13,996)
Total Expenditures 17,043,789 15,853,000 1,190,789
Total Net Levy 5,572,418 7,329,287 1,756,869
Development Charges
DC Revenue Collected (1,683,200)
DC Contribution to Reserves 1,683,200
Page 54 of 219
Page 1 of 5
Subject: 2021 Third Quarter Finance and Corporate Services Results
Report Number: FIN 21-34
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT Council receives report FIN 21-34 2021 Third Quarter Finance & Corporate
Services Department results as information.
BACKGROUND
To provide Council with the actual January 1, 2021 to September 30, 2021 Finance &
Corporate Services Department financial results.
DISCUSSION
Summary of Operational Results
Table 1: 2021 Operations Business Plan
Objective Owner Target Date Status
Development Charges By-Law
Review & Update
Finance Q1 Completed
Report to Council re: Town’s
response to BIA Write-Off Policy
request
Finance Q1 Completed
Expand Electronic Receivables
Acceptance
Finance Ongoing Ongoing; enrolling
in EFT receipts as
received.
Page 55 of 219
FIN 21-34
Page 2 of 5
Purchasing Consultant –
Document Review
Finance Q2 Completed
HST Rebate Audit Finance Q3 Completed
RFP for Banking Services/Review
Banking Arrangements
Finance Q3 Completed
2022 Multi Year Budget Finance Delayed to
Q2 2022
Delayed;
prerequisites to
completion include
completed Asset
Management Plan
(July 2022) and
budgeting system
update.
Asset Management Plan
Integrated into 2022 Budget
Finance Delayed to
Q2 2022
Physician Recruitment CAO Ongoing Ongoing; 2 new
physicians recruited
at TDMH to date in
2021.
Strategic Plan CAO Q4 Completed.
Carrying out
Community
Strategic Plan
goals.
Town Hall CAO Q4 In progress - Space
Needs Study
completed. Space
Design and IT
Modernization work
underway.
Integration of County Service Plan
Items
CAO Q4 Continue to meet
with Oxford County
CAOs to discuss
advancement.
Oxford County staff
report – “Joint
Service Delivery
Review – Update
and Close-Out” –
presented to Oxford
County in
September, 2021.
Facilitate discussions, networking
and planning to ensure expanded
opportunities for Affordable and
Attainable Housing alternatives
CAO Q4 In progress - CAO
report received by
Council,
Page 56 of 219
FIN 21-34
Page 3 of 5
Table 2: 2021 Capital Business Plan
Objective Owner Target
Date
Status
Server Replacement Corporate Services Q3
Annual Computer Replacement Corporate Services Q4
Ongoing
In progress
within the community & determine
applicable strategies for Council
review
subcommittee has
been established
and is meeting
monthly.
Accessibility for Ontarians with
Disabilities Act (AODA) Website
Upgrades
Corporate
Services
Q4 Completed
Senior Leadership Team to
prepare a draft Tillsonburg
response to Oxford County Report
CAO 2020-01 regarding Housing
Corporate
Services
Q2 Q4 Incorporated within
the Strategic Plan
BIA boundary request to include
the process involved under the Act
and also options available for
Council consideration.
Corporate
Services
Q3 Completed;
Boundary
adjustment not
supported
RFP for Insurance Corporate
Services
Q4
Central Record Transference
(permanent physical documents to
electronic format)
Corporate
Services
Q4 In progress
Local Government Week Corporate
Services
Q4 Evaluating options
due to Covid-19
Report on updating website and
development of Tillsonburg Mobile
App
Corporate
Services
Q4
Proceed with a general planning
application to prevent the
conversion of commercial space
on Broadway to residential on the
ground floor. Report on how to
preserve commercial space in the
downtown area.
Corporate
Services
Q4 Completed
Page 57 of 219
FIN 21-34
Page 4 of 5
Cell Phone Replacements Corporate Services Q4
Ongoing
In progress
Contribution to IT Reserves from
Departmental Charges for future
Computer Hardware
Replacements
Finance Q4
Table 3: 2021 Additional Information
Objective Target
Date
Status
2020 Final Audit Q2 Completed
Audited 2020 Financial Statements Q2 Completed
2021 Interim Audit Q4 Completed
FINANCIAL IMPACT
The 2021 third quarter Finance & Corporate Services Department surplus is $385,128.
This is broken down as follows:
Department 105 – Finance $192,063
Department 100 – Council 6,572
Department 110 – Corporate Services 171,693
Department 120 – Customer Service 14,800
$ 385,128
Details on major variances can be found in the attached Q3 results appendices.
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.
Page 58 of 219
FIN 21-34
Page 5 of 5
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 – Not applicable.
Priority Projects – Not applicable.
ATTACHMENTS
Appendix A - 2021 Q3 Finance & Corporate Services Operating Results
Page 59 of 219
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 555,425 892,674 337,249 (61%) 1
User Charges 18,000 22,835 4,835 (27%)
Other Revenue 45,000 60,885 15,885 (35%) 2
Contribution from Reserves 195,388 195,388 6
Total Revenues 618,425 1,171,782 553,357
Expenditures
Labour 592,530 557,864 34,666 (6%) 3
Purchases 40,775 35,262 5,513 (14%) 4
Contracted Services 1,303 (1,303)
Contribution to Reserves 400,183 (400,183)5
Interfunctional Adjustments (149,324) (149,337) 13 (0%)
Total Expenditures 483,981 845,275 (361,294)
Total Net Levy 134,444 326,507 192,063
Notes
1 OCIF Formula Funding - $184,500; Cannabis Grant - $5,000; Covid-19 Recovery Grant - $147,700
6 2020 YE surplus
2 Interest Revenue
3 FT labour - Vacancy Purchasing Coordinator
4 Training Expense under $8,400
5 OCIF formula funding contributed to reserves - $184,500; Bank interest earned relating to Reserve account $20,200; 2020 YE surplus
$195,400
Page 60 of 219
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants
User Charges 8,110 137,226 129,116 (1,592%) 1
Other Revenue
Contribution from Reserves 4,000 10,709 6,709 (168%) 2
Total Revenues 12,110 147,935 135,825
Expenditures
Labour 790,171 797,556 (7,385)(1%) 5
Purchases 451,118 440,846 10,272 (2%) 3
Contracted Services 386,178 340,746 45,432 (12%) 4
Contribution to Reserves
Interfunctional Adjustments (328,500) (328,141) (359)(0%)
Debt Principal & Interest 12,092 (12,092)
Total Expenditures 1,298,967 1,263,099 35,868
Total Net Levy (1,286,857) (1,115,164) 171,693
Development Charges
DC Revenue Collected (86,529)
DC Contribution to Reserves 86,529
Notes
1 Vaccine Clinic Revenue - $119,500; Misc Rec - $11,500 Off Set Debt Principal
2 DC Reserves to offset DC Study update
3 Supplies Exp over $27,800 - Vaccine Clinic $13,400, COVID Supplies over $13,200; Training Exp under $13,200; Special Project Exp over -DC
Study Update
4 Legal Exp under $38,300
5 Total Vaccine Clinic labour $50,900; FT labour under $42,500 - Vacancies
Page 61 of 219
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 226,301 221,579 (4,722)(2%)
Other Revenue 0
Total Revenues 226,301 221,579 (4,722)
Expenditures
Labour 210,848 207,389 3,459 (2%)
Purchases 69,197 36,895 32,302 (47%) 1
Contracted Services 24,500 40,787 (16,287)(66%) 2
Interfunctional Adjustments (173,548) (173,547) (1)(0%)
Debt Principal & Interest 3,635 3,586 49 (1%)
Total Expenditures 134,632 115,110 19,522
Total Net Levy 91,669 106,469 14,800
Notes
2 Sub contractor Expense over $ 16,300
1 Supplies Exp under $15,500; Equipment Supplies & Repairs Exp under $4,900; Building Repairs & Maint. Exp under $5,700
Page 62 of 219
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Contribution from Reserves
Total Revenues
Expenditures
Labour 148,518 145,449 3,069 (2%)
Purchases 117,128 110,980 6,148 (5%) 1
Contracted Services 1,800 3,102 (1,302)(72%)
Contribution to Reserves 10,000 10,000 0%
Interfunctional Adjustments 19,800 21,143 (1,343)(7%)
Total Expenditures 297,246 290,674 6,572
Total Net Levy (297,246) (290,674) 6,572
Notes
1 Training Expense under $8,000
Page 63 of 219
Page 1 of 8
Subject: 2021 Third Quarter Economic Development & Marketing Results
Report Number: EDM 21-31
Department: Economic Development Department
Submitted by: Cephas Panschow, Development Commissioner
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT Council receives Report EDM 21-31 Third Quarter Economic Development and
Marketing Results as information.
BACKGROUND
Economic Development Activity
Q3 2020 (ACTUAL) Q3 2021 (TARGET) Q3 2021
(ACTUAL)
Lead Files Opened 49 55 72
Lead Files Closed 36 45 64
Corporate Visits 10 18 5
Client Visits 25 14 13
New Businesses
Opened
11 11 16
Businesses Closed 9 N/A 10
Website (All Town
Pageviews)
412,128 N/A 466,984
Page 64 of 219
EDM 21-31
Page 2 of 8
Website Activity
(Main Business
Page)
1,633 2,550 1,824
Website Activity
(Business Directory)
2,345 4,800 Not Available*
Website Activity
(Available
land/buildings)
1,438 Not available 1,763
*Note: Due to changes to the town’s website analytics account, some previous data is
no longer available
New Businesses
Quarter Business Name/Address
Q1 ReelFlies.ca – 93 Broadway
People's Choice Warranty – 107 Broadway
Tillsonburg Chiropractic – 10 Brock St E
Q2 Capturing Eden – 52 Simcoe St
Canadian Mental Health Agency – 41 Broadway
Grand Cannabis – 523 Broadway
Green Theory Design – 1523 Bell Mill Sideroad
Our Creative Touch - 21 Ridout St W
QBUD Cannabis – 200 Broadway
True North Cannabis – 110 Broadway
Two Ladies and a Cheese Shop – 20 Brock St W
Q3 At my Playground – 60 Cedar St
Fallen Forest – 102 Spruce St
Hoof and Tails Tack Shop - 145 Simcoe St
Motor City Wheelz – 39 Oxford St
Tuan the Barber – 164 Broadway
Closed Businesses
Quarter Business Name/Address
Q1 Boss Tooling Inc – 131 Townline Rd
Eberhard Hardware Manufacturing Ltd – 1523 Bell Mill Side Road
Hexacomb Corporation – 101 Cedar St
Paper Suitcase Photography – 93 Broadway
Rogers Radio – 77 Broadway
Tomorrow’s Health and Wellness – 523 Broadway
Q2 Cardinal Muffler – 39 Oxford St
Hue Salon – 20 Brock St W
Page 65 of 219
EDM 21-31
Page 3 of 8
Lioness Club of Tilllsonburg
The below tables summarize the status of the 2021 Business Plan Operating and
Capital Budget objectives.
Table 1: 2021 Business Plan Objectives
Objective Budget
Value
Target
Date
Status
Community
Improvement Plan
(Downtown Façade)
$31,000 Q4 Funding provided to BIA
Community
Improvement Plan
$20,000 Q4 Two applications approved in
Q3
Economic
Development Strategy
Implementation
$10,000
Q4 Undergoing review by Economic
Development Advisory
Committee and in conjunction
with Community Strategic Plan
prior to bringing to Council for
consideration
Enhanced Business
Processes
$10,000 Q4 Subscription to company
prospecting tools (IBISWorld)
completed
High Tech
Manufacturing Action
Plan
$2,000 Q4 Implementation in process.
Kick-off event delayed until Q1
2022
SOMA Asia Mission $20,000 Q4 Not initiated
Van Norman
Innovation Park –
Clearview Dr Extension
& SWM Pond
Construction
Q4 Substantial completion achieved
on September 9. Electrical
servicing and legal plan
registration in process
Van Norman
Innovation Park
(Certified Sites)
$7,000 Q4 Not initiated
Engineering Design
Services for Rokeby
Road Property
$265,000
with offsets
Q4 In process
Chamber Awards –
Grant
$4,000 Q2 Event scheduled for November
18
Chamber Awards –
Sponsorship
$4,000 Q2 Event deferred for November 18
Page 66 of 219
EDM 21-31
Page 4 of 8
Community Video
Production
$15,000 Q3 Filming underway with
completion and production in
Q4
Bridges to Better
Business
$1,000 Q4 Cancelled due to pandemic
considerations
Youth Robotics
Challenge
$1,000 Q4 Cancelled due to pandemic
considerations
Residential marketing $11,000 Q4 Fall 2021 magazine to be
published for mid-November
Branding – Wayfinding
Signage (carry-
forward)
$30,000
(Reserves)
Q3 Contract awarded September
27. Final design and
implementation underway
Consultations for Mall
Parking Lot
Reconfiguration (carry-
forward)
$0 Q1 - Q2 Not initiated
1101 Highway 3
Property – Explore
development
opportunities
$0 Q4 Council approved funding for
preliminary planning on October
12
Education Task Force $0 Q4 Initiated
Pandemic Business
Recovery
$0 Q4 In process
Town Hall Project
Support
$0 Q4 Space Needs Study completed.
Conceptual designs on potential
sites underway
Continue to facilitate
discussions and
networking with
potential partners to
review additional
opportunities for Short
Line Rail connectivity
within the Town of
Tillsonburg.
$0 Q4 In process
Continue to facilitate
discussions,
networking and
planning to ensure
adequate Industrial
$0 Q4 In process
Page 67 of 219
EDM 21-31
Page 5 of 8
Zoned land is available
for servicing and
development.
DISCUSSION
Overall, 2021 activity metrics Year to Date (YTD) have been impacted by the pandemic
shutdowns. However, some positive areas include very high investment interest with 72
lead files opened YTD and 16 new businesses.
Significant wins for the Town in the third quarter include the sale of an additional 1 acre
of land to 1677123 Ontario Inc.
CONSULTATION
The reporting of quarterly results helps demonstrate accountability of Senior
Leadership, Town Council, and the public. In addition to this, the Economic
Development Advisory Committee is provided with a summary of this rep ort at their
regular meetings.
FINANCIAL IMPACT/FUNDING SOURCE
The Economic Development & Marketing Department financial results (see Appendix A)
for the third quarter of 2021 are as follows:
Department Variance (Brackets
denote over
budget)
Explanation
Development &
Communications (500)
($3,636) Discover Tillsonburg revenues
delayed
Economic Development
(505)
$7,526 Increased taxes on industrial land
leased for agricultural purposes
TOTAL $3,890
At this time, there are no anticipated impacts to the budget.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
Page 68 of 219
EDM 21-31
Page 6 of 8
☐ 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 initiative
Strategic Direction – Increase opportunities and promotion for public engagement in
municipal initiatives
Priority Project – Not applicable.
Page 69 of 219
EDM 21-31
Page 7 of 8
Appendix A – Operating and Capital Financial (Cost Code) Summary
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 10,000 (10,000)(100%)1
Total Revenues 10,000 (10,000)
Expenditures
Purchases 45,000 38,632 6,368 (14%)2
Contribution to Reserves
Interfunctional Adjustments 3,524 3,528 (4)(0%)
Total Expenditures 48,524 42,160 6,364
Total Net Levy (38,524)(42,160)(3,636)
Notes
1 Discover Tillsonburg Advertising Revenue
2 Discover Tillsonburg Expenses
Page 70 of 219
EDM 21-31
Page 8 of 8
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 4,500 8,000 3,500 (78%)
User Charges 62,000 62,450 450 (1%)
Contribution from Reserves
Total Revenues 66,500 70,450 3,950
Expenditures
Labour 149,613 147,307 2,306 (2%)
Purchases 63,700 59,913 3,787 (6%)
Contracted Services 7,915 13,996 (6,081)(77%)1
Contribution to Reserves 38,000 38,000 0 0%
Interfunctional Adjustments (14,175)(14,175)0%
Debt Principal & Interest 46,188 42,624 3,564 (8%)
Total Expenditures 291,241 287,665 3,576
Total Net Levy (224,741)(217,215)7,526
Notes
1 PILS/Taxes over $7,900 - on Industrial land leases
Page 71 of 219
Page 1 of 4
Subject: 2021 Third Quarter Fire Services Results
Report Number: FRS 21-09
Department: Fire and Emergency Services
Submitted by: Shane Caskanette, Fire Chief
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT report FRS 21-09 Fire and Emergency Service Third Quarter Report 2021 be
received for information.
BACKGROUND
To provide Council with July 1, 2021 to September 30, 2021 Fire and Emergency
Services performance results.
DISCUSSION
SUMMARY OF PERFORMANCE MEASURES
2021 Business Objectives
Objective Target Date Status
Continuation of multi-year training plan for
Firefighters and Officer Development Q1 / Q2 / Q3 / Q4 Ongoing
Continue Development of PTSD risk reduction
strategy and program. Q1 / Q2 / Q3 / Q4 Ongoing
Continue to develop and implement cancer risk
reduction strategy and program Q1 / Q2 / Q3 / Q4 Ongoing
Update Establishing and Regulating By-law Q1 / 2022 Ongoing
Continue training on Technical Rescue/Ice
Water/Fire Ground Operations Q1 / Q2 / Q3 / Q4 Ongoing
Continued progress in Mandatory Emergency
Management Q1 / Q2 / Q3 / Q4 Ongoing
Continued progress in Fire Prevention and Public
Education Q1 / Q2 / Q3 / Q4 Ongoing
Page 72 of 219
FRS 21-09
Page 2 of 4
Key Performance Indicators
On average number of firefighters attending training sessions was twenty-four (24)
firefighters.
The average attendance at fire incidents are as follows:
Platoon Calls (17 Firefighters), 10 firefighters respond
All Calls (32 Firefighters), 13 firefighters respond
Medical calls (32 Firefighters), 8 firefighters respond
2021 Alarm Data (Year to Date)
OFM Response Type Total Incidents Total Staff Hours
Property Fires/Explosions 21 399
Burning Controlled 13 25
Pre Fire Conditions/ No Fire 13 59
False Fire Calls Alarm Activations 100 346
Carbon Monoxide False Calls 20 74
Public Hazard 35 389
Rescue MVC 12 125
Medical/Resuscitator Call 29 57
Other Response 75 333
YTD 318 1808
2021 Dollar Loss / Loss Prevention
Number of
Property
Fire
Incidents
Estimated
Property Value
at Risk
Estimated
Structure Fire
Loss
Estimated
Content Fire
Loss
Property Fire
Loss Prevented
Q1 2 $175,000.00 $45,000.00 $10,000.00 $120,000.00
Q2 1 $520,000.00 $250,000.00 $15,0000.00 0
Q3 2 $700,00.00 $700,000.0 $150,000.00 0
Q4
YTD Total 5 $1,395,000.00 $995,000.00 $175,000.00 $120,000.00
Fire Prevention Inspections
3rd Quarter 2021 Year to Date
New Inspections 2 22
Ongoing Inspections 1 23
Legal Action 0 0
Closed 0 8
Public Education
Page 73 of 219
FRS 21-09
Page 3 of 4
Types 2021 3rd
Quarter
2021
Year to Date Age Groups Served YTD
Fire Public Education Presentations and
Events 15 15 Under 5 = 16
Ages 16-25 = 10
Ages 26-54 = 10
Ages 55+ = 7
Emergency Management Public Education
Presentations and Events 0 1
Emergency Management – Social Media 22 77 Social Media (1 Month Total) = 487,740 Fire Public Education - Social Media 5 61
Fire Communication Report
After Hours Town of Tillsonburg Calls
2021
3rd
Quarter
On Call Called Out 2021
YTD On Call Called Out YTD
Town Administration 423 N/A 614 N/A
OPP 72 N/A 211 N/A
Roads 34 24 111 48
Hydro 252 53 601 106
Water/Waste 30 16 90 32
By-Law Enforcement/Parking 4 4 20 8
Animal Control 4 4 18 8
Garbage Collection/Transfer Station 50 1 113 2
Fleet 0 0 0 0
Community Centre/Parks 74 0 83 9
Facilities 8 0 19 0
Fire Communications (Tillsonburg)
2021 3rd Quarter 2021 YTD
Administration Lines 370 1,308
Fire Incidents 155 318
Fire Communication Services (Customers)
2021 3rd
Quarter 2021 YTD
Emergency Calls Received 3,498 8,841
Non Emergent Calls Received 2,851 7,972
Actual Fire Incidents Dispatched 1,785 4,313
CONSULTATION
N/A
Page 74 of 219
FRS 21-09
Page 4 of 4
FINANCIAL IMPACT/FUNDING SOURCE
Q3 Financial Review
1) Ontario Safety Grant $8,500 (Purchase complete)
2) FT Labour under 99,700 / Fire Comm. under 43,300 / General under $56,400
3) Equip S&R under $15,600 / Training expense under 25,300 (Training Expenses
to come Q4) / Safety Exp. under 29,900 (Invoices in processing will be spent) Q4
Advertising Exp. over 19,700.
4) Equip Maint. Contract over 10,400
Total Net Levy impact YTD Budget Vs Actuals under 161,679
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 – Expand community partnerships in the delivery of programs and
amenities.
Priority Project – Not applicable.
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 Project – Explore opportunities for service efficiencies in partnership with
adjacent municipalities.
Priority Project – Not applicable.
ATTACHMENTS
None.
Page 75 of 219
Page 1 of 5
Subject: 2021 Third Quarter Operations and Development Results
Report Number: OPD 21-53
Department: Operations and Development Department
Submitted by: Carlos Reyes, Director of Operations and Development
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT report OPD 21-53 2021 Third Quarter Operations and Development Results be
received as information.
BACKGROUND
To provide Council with the January 1, 2021 to September 30, 2021 Department year to
date operational and financial results for the Operations Department.
DISCUSSION
2021 Business Objectives and Capital Projects:
Table 1: 2021 Operating Business Plan
Objective Target Date Q3 Project
Status
Renegotiations of West Town Line Boundary Road
Agreement Q2 Q4 In progress
Renegotiations of Urban Road Maintenance
Agreement with Oxford County Q2 Q4 Completed
Renegotiations of Water Distribution and Wastewater
Collection Agreement with Oxford County Q3 In progress
Investigate Private Woodlot East of Runway 08-26
Removal Options Q2 Q4 In progress
Renegotiations of the Traffic Signal/Streetligths
maintenance Agreement Q2 2022 Deferred
Page 76 of 219
OPD 21-53
Page 2 of 5
Downtown Sidewalk By-law 2189 Update Q3 2022 Deferred
Finalize Engineering Design Criteria & Standard
Drawings Q2 Q4 In Progress
Frances Street Reconstruction Detailed Design Q2 Q4 In Progress
Lindsay Street Reconstruction Detailed Design Q2 Q4 In Progress
Airport Website redesign Q2 Q4 In Progress
Report to Council with information on the utilization of
the 2021 Tillsonburg Regional Airport Grant Q2 Q3 Completed
Table 2: 2021 Capital Business Plan
Objective Target
Date Q3 Project Status
Airport Master Plan Q2 Q3 Completed
2021 OSIM Inspection Q3 Completed
Kismen Bridge Upgrade Design Q2 Q4 In progress - Project Awarded to
GM Blueplan
Facilities Asset Management Q4 In progress
2021 Asphalt Resurfacing Program Q3 Completed
Sidewalk Connectivity Program
Implementation Q3 Completed
Vienna Road Reconstruction Q3 Q4 In Progress – Project Awarded to
J-AAR Excavating Ltd
Concession St W Reconstruction - Rolph to
Charlotte Q3 Q4 In Progress – Project Awarded to
Gedco Excavating Ltd.
Rolling Meadows Phase 2 of 2 Q3 Q4 In Progress – Project Awarded to
Euro Ex Construction
General Aviation Access Road Q3 Q1
2022 RATI funding – In progress
2020 CFWD - Quarter Town Line at Stoney
Creek Culvert Retaining Wall Rehabilitation
Design Q1 Completed
Page 77 of 219
OPD 21-53
Page 3 of 5
2020 CFWD - Quarter Town Line & Beech
Blvd Retaining Wall Replacement Design Q2 Completed
2020 CFWD - Young Street Storm Outlet
Class Environmental Assessment (Design) Q3 In progress – Project Awarded to
GM Blueplan
2020 CFWD - Stoney Creek Sanitary Trunk
Main Repair Q2 Q4 In Progress
2020 CFWD Rolling Meadows
Reconstruction Phase 1 of 2 (Tanager,
Falcon) Q2 Q4 Completed
2019 CFWD Public Works Yard & Salt
Facility – Concepts Q3 Completed
Stoney Creek Sanitary Trunk Main -
Emergency Repair Q3 Q4 Completed
Light Duty Vehicles
Water Unit #28 – Replace Pickup Truck Q3 Q1
2022 Awarded – Delivery by Feb 2022
Fire Unit #38 – Replace SUV Q3 In Progress
Building Unit #39 – Replace SUV Q3 Completed
Hydro Unit #65 – Replace Pickup Truck Q3 Q1
2022 Awarded – Delivery by Feb 2022
New Parks/Facilities Unit - Mini Cargo Van Q3 Q2
2022 Awarded – Delivery by Apr 2022
Medium Duty Vehicles
Fire Unit #37 – Replace Pickup Truck Q4 In Progress
Heavy Duty Vehicles
2020 CFWD Roads Unit #60 – Replace
Snowplow Truck
Q2
2022 Awarded – Delivery by Jun 2022
Off Road Equipment
Cemetery Unit #87 – Replace Backhoe Q4 Q1
2022 Awarded – Delivery by Feb 2022
Parks Unit #88 - Replace Tractor Q4 Awarded – Delivery by Dec 2021
New Cemetery Unit - Mower Tractor with
attachment Q3 Q4 Awarded – Delivery by Dec 2021
Page 78 of 219
OPD 21-53
Page 4 of 5
Key indicators measure growth in terms of infrastructure i.e. Roads, Sewers, Watermain,
Sidewalk, etc. and the associated maintenance level of service. The Towns ability to
mitigate the associated incremental costs to maintain the additional infrastructures
demonstrates the efficiencies of continuous internal improvement.
Table 3: Key Indicators
Key Indicators 2020 2019 2018 2017 2016 2015 2014
Roads (Lane km) 238.3 235.4 234.1 233.6 229.4 226.8 226.1
Sidewalks (km) 107.6 98.6 97.4 96.6 94.2 91.6 89.5
GOALS FOR NEXT QUARTER
Finalize Engineering Design Criteria & Standard Drawings
Continue renegotiation of West Town Line Boundary road agreement
Continue renegotiation of Water Collection and Wastewater Collection
CONSULTATION
The following staff/resources have been consulted for this report:
Senior Analyst/Deputy Treasurer
Manager of Public Works
Manager of Engineering
FINANCIAL IMPACT/FUNDING SOURCE
The consolidated 2021 Q3 Operations Services overall variance is summarized in Table 4.
Table 4: Third Quarter Budget vs. Actual Variance Summary
Department Surplus / (Deficit)
Operations Administration (2,210)
Engineering Services 108,636
Public Works 283,677
Waste Management 4,006
Municipal Parking 51,804
Airport Operations 11,463
Fleet Services 67,471
Transit Services (In-Town) 15,460
Transit Services (Inter-Community) 66,002
Total Variance $606,309 Surplus
Page 79 of 219
OPD 21-53
Page 5 of 5
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 – 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 – Develop a communications strategy to increase awareness of
Council decisions and municipal programs, projects and services.
Priority Project – Not applicable.
ATTACHMENTS:
Appendix A – Operating Summaries
Page 80 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Total Revenues
Expenditures
Labour 188,205 192,662 (4,457)(2%)
Purchases 9,599 7,352 2,247 (23%)
Interfunctional Adjustments (18,000)(18,000)0%
Total Expenditures 179,804 182,014 (2,210)
Total Net Levy (179,804)(182,014)(2,210)
Page 81 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants
User Charges 6,925 42,362 35,437 (512%)1
Total Revenues 6,925 42,362 35,437
Expenditures
Labour 441,618 385,254 56,364 (13%)2
Purchases 19,665 9,158 10,507 (53%)3
Contracted Services 12,700 6,360 6,340 (50%)4
Interfunctional Adjustments (166,503)(166,491)(12)(0%)
Total Expenditures 307,480 234,281 73,199
Total Net Levy (300,555)(191,919)108,636
Notes
1 Additional Site Plan & Sub Division Reviews
2 FT labour under $48,900 - Vacancy; FT OT under $7,500
3 Training under $6,700; Equipment Supplies & Repiars under $3,500
4 GIS services from the County under
Page 82 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants
Total Revenues
Expenditures
Labour 825,369 744,157 81,212 (10%)1
Purchases 468,065 394,603 73,462 (16%)2
Contracted Services 239,499 108,708 130,791 (55%)3
Interfunctional Adjustments 360,444 360,574 (130)(0%)
Debt Principal & Interest 323,609 325,267 (1,658)(1%)
Total Expenditures 2,216,986 1,933,309 283,677
Total Net Levy (2,216,986)(1,933,309)283,677
Development Charges
DC Revenue Collected (1,163,441)
DC Contribution to Reserves 1,163,441
Notes
1 FT Overtime over $16,700; FT under $99,300 -vacancies
2 Supply Expense under $44,700; HLW under $31,600
3 Net Subcontractor Expenses under $130,800
Page 83 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants
User Charges 94,801 48,281 (46,520)(49%)1
Total Revenues 94,801 48,281 (46,520)
Expenditures
Labour 36,441 43,155 (6,714)(18%)2
Purchases 82,502 25,241 57,261 (69%)1
Contracted Services 80,249 80,278 (29)(0%)
Interfunctional Adjustments 99,602 99,594 8 (0%)
Total Expenditures 298,794 248,268 50,526
Total Net Levy (203,993)(199,987)4,006
Notes
1 Bag Tag sales/inventory purchases
2 Allocation of staff time
Page 84 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Levy, PILS 139,780 145,978 6,198 (4%)
Total Revenues 139,780 145,978 6,198
Expenditures
Labour 25,789 3,790 21,999 (85%)1
Purchases 10,000 1,042 8,958 (90%)2
Contracted Services 30,000 15,317 14,683 (49%)3
Contribution to Reserves
Interfunctional Adjustments 34,574 34,578 (4)(0%)
Debt Principal & Interest 6,580 6,610 (30)(0%)
Total Expenditures 106,943 61,337 45,606
Total Net Levy 32,837 84,641 51,804
Development Charges
DC Revenue Collected (3)
DC Contribution to Reserves 3
Notes
1 Allocation of staff time
2 Supplies Expense under Snow Removal
3 Subcontractor Snow Clearing Expense under
Any surplus at year end will be contributed into the Downtown Parking Lot Reserve
Page 85 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 50,000 50,000 0%
User Charges 326,663 322,024 (4,639)(1%)
Total Revenues 376,663 372,024 (4,639)
Expenditures
Labour 91,387 80,817 10,570 (12%)1
Purchases 196,353 196,477 (124)(0%)
Contracted Services 27,001 20,000 7,001 (26%)2
Interfunctional Adjustments 15,449 17,086 (1,637)(11%)
Debt Principal & Interest 3,059 2,767 292 (10%)
Total Expenditures 333,249 317,147 16,102
Total Net Levy 43,414 54,877 11,463
Notes
1 Net Labour under -vacancy
2 Subcontractor Expense under $7,000
Page 86 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 1,126,709 1,125,630 (1,079)(0%)
Total Revenues 1,126,709 1,125,630 (1,079)
Expenditures
Labour 246,200 246,147 53 (0%)
Purchases 446,905 378,934 67,971 (15%)1
Contracted Services 3,750 443 3,307 (88%)
Contribution to Reserves 100,000 100,000 0%
Interfunctional Adjustments 6,151 6,147 4 (0%)
Debt Principal & Interest 226,981 229,766 (2,785)(1%)
Total Expenditures 1,029,987 961,437 68,550
Total Net Levy 96,722 164,193 67,471
Development Charges
DC Revenue Collected (422)
DC Contribution to Reserves 422
Notes
1 Fuel purchases under $27,100; Equipment Supplies & Repairs under $38,100
Page 87 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 76,700 82,262 5,562 (7%)1
User Charges 11,071 11,571 500 (5%)
Total Revenues 87,771 93,833 6,062
Expenditures
Labour 20,431 9,369 11,062 (54%)2
Purchases 1,862 5,656 (3,794)(204%)
Contracted Services 146,664 144,538 2,126 (1%)
Interfunctional Adjustments 6,376 6,372 4 (0%)
Total Expenditures 175,333 165,935 9,398
Total Net Levy (87,562)(72,102)15,460
Notes
1 Provincial Grants
2 FT labour under - vacancy
Page 88 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 198,972 218,582.21 19,610.21
User Charges 22,427 7,288.15 (15,138.85)
Total Revenues 221,399 225,870.36 4,471.36
Expenditures
Labour 47,605 21,860.63 25,744.37
Purchases 23,102 21,673.78 1,428.22
Contracted Services 273,375 239,016.41 34,358.59
Total Expenditures 344,082 282,550.82 61,531.18
Total Net Levy (122,683)(56,680.46)66,002.54
Notes
All expenditures offset from Provincial Grant
Page 89 of 219
Page 1 of 7
Subject: 2021 Third Quarter Building, Planning & By-Law Services Results
Report Number: OPD 21-52
Department: Operations and Development Department
Submitted by: Geno Vanhaelewyn, Chief Building Official
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT report OPD 21-52 2021 Third Quarter Building, Planning & By-Law Services
Results, be received as information.
BACKGROUND
This report contains information on activity volumes, trends over time, financials and
updates on major initiatives. The statistics provided are inclusive from January 1, 2021
to September 30, 2021.
DISCUSSION
BUILDING SERVICES
Construction activity in the Town of Tillsonburg have continued to remain record setting.
Both the number of permits issued and total value of construction surpassed previous
years. The major contributor to the increase in activity was recorded in the residential
sector. These statistics are noted in the tables that follow.
2021 – Building Permit Activity Overview - Q3 ending (Jan 1/21 – Sept 30/21)
Total Permits Issued 515
Total Construction Value $98,168,672
Total Permit Revenue $1,131,591
Page 90 of 219
OPD 21-52
Page 2 of 7
Value of Construction by Sector (Jan 1/21 – Sept 30/21)
Value of Construction Comparisons (Jan 1/21 – Sept 30/21)
TYPE 2016 2017 2018 2019 2020 2021
Residential
(Value) 18,157,198 17,016,615 28,232,022 37,280,328 38,343,997 92,343,383
Commercial
(Value) 4,044,397 1,271,159 6,346,180 1,735,984 2,022,905 1,255,230
Industrial
(Value) 2,102,500 488,804 1,428,002 357,747 3,781,580 3,980,059
Institutional
(Value) 75,114 546,900 2,393,665 3,740,840 90,718 590,000
TOTAL 24,379,209 19,323,478 38,399,869 43,114,899 44,239,200 98,168,672
Residential
94%
Commercial
1%
Industrial
4%
Institutional
1%
Page 91 of 219
OPD 21-52
Page 3 of 7
Number of Permits Issued (Jan 1/21 – Sept 30/21)
TYPE 2016 2017 2018 2019 2020 2021
Single Detached
Dwellings 84 64 65 57 82 156
Total Dwelling
Units 84 70 170 225 125 305
Total All Permits 341 351 348 362 368 515
Residential Development
DEVELOPER NUMBER OF SINGLE
DETACHED DWELLINGS
Hayhoe Homes 70
Wagler Homes 8
Bamford Homes 1
Oxford Builders 3
Trevalli Homes Ltd 7
Gentrac Homes 1
Riviera Homes 2
Dalm Construction 2
K.D. Heckford Developments Inc. 3
ProMar Homes Inc. 3
Oxnard Developments 50
Misc. 3
Private 3
Inspection Activity Comparisons (Jan 1/21 – Sept 30/21)
Output Measures/Activity 2018 2019 2020 2021
Building Inspections Completed 1825 1641 1782 2844
Page 92 of 219
OPD 21-52
Page 4 of 7
Major Construction/Development Projects:
Northcrest Estates Subdivision – 76 singles & 72 towns - Hayhoe Homes
101 North St E – 59 unit townhouse development – Hayhoe Rentals
61 Vienna – 26 unit townhouse development
Potters Gate Phase 3 – 53 singles & 26 towns – Oxnard Developments
361 Quarter Town Line – 360 West Development
200 Broadway – Strathallen/Popeye’s Chicken – commercial alteration
200 Broadway – Strathallen/barBurrito – commercial alteration
31 Frances – St. Joseph’s Catholic School – institutional alteration – new
unit ventilators
10 Lisgar – Town of Tillsonburg - CSC Façade
32 Clearview –industrial interior fit out.
96 Tillson Ave – Livingston Ctr. – institutional alteration
45 Brock W – Dental Clinic – alteration
Building Financial Impact
Financial records indicate that the Building sector has a surplus of $543,896 at the end
of Q3. The increase in activity and project value of construction is a direct result of the
increase in revenue found in the financial records. The forecast for year end is to be on
budget with an estimated $500,000 contribution to the Building Permit Reserves.
PLANNING SERVICES
2021 Planning activity has continued to remain very active particularly with continued
increase in activity in minor variance and site plan approvals.
Planning Activity (Jan 1/21 – Sept 30/21)
Output Measures/Activity 2017 2018 2019 2020 2021
Minor Variance Applications 8 18 14 11 20
Zone Change Application 11 9 10 15 13
Site Plan Formal Consultations 5 2 2 2 8
Site Plan Approvals 3 5 10 11 15
Site Plan Applications (in progress) 5 11 5 3 9
Subdivision Agreements 2 0 3 3 2
Pre-Servicing Subdivision Agreements 0 3 2 3 1
Draft Plan of Subdivision Approval Ext. 2 2 1 2 1
Page 93 of 219
OPD 21-52
Page 5 of 7
Site Plan Applications (in progress)
Lot 2, VanNorman Innovation Park
138 Tillson- 49 unit apartment building
98 King- 49 unit apartment building
61 Townline- industrial addition
Rokeby Road- industrial development
14 Glendale- 7 unit apartment
13 Wren Court- 8 unit development
49 North Street East- commercial redevelopment
116 Simcoe St- commercial redevelopment
BY-LAW SERVICES
Records indicate that by-law and property standard enforcement activities and
occurrences are consistent with previous years. There were reductions in parking tickets
and the variance noted from previous years are directly related to COVID -19. These
activities are noted in the table below.
By-Law Activity (Jan 1/20 – Sept 30/20)
Output Measures– Quantity 2017 2018 2019 2020 2021
Parking Tickets Issued 440 503 466 209 247
Animal Tags
Issued
Cats 1023 970 1301 879 848
Dogs 2261 2501 2193 1929 1962
Enforcement –
Complaints and
Occurrences
Parking,
Noise,
Garbage,
Taxi
107 119 - 211 180
Property
Stds,
Zoning,
Clean Yard,
Sign, Fence,
etc.
283 244 - 177 213
Animal
Control 262 205 - 200 182
Page 94 of 219
OPD 21-52
Page 6 of 7
By-Law Financial Impact
Financial records indicate that the By-Law sector has a surplus of $53,980 at the end of
Q3. The forecast for year end is to be under budget. A copy of the financial summary
has been attached to this report.
DEPARTMENTAL TASKS/BUSINESS OBJECTIVES
2021 Business Plan Objectives
Objective Target Project Status
Review Amanda Building Permitting Software Solution
Mobility Options – Provided via Cloudpermit Q2 Complete
Implement Permit Web Portal & Digital Service Delivery Q1 Complete
Communicate Building Code Amendments Q4 In Progress
By-Law Reviews – Building By-Law, Traffic By-law,
Garbage/Dumping By-Law, Clean Yard (complete) Q4 In Progress
Animal Control Contractor RFQ Q2 Complete
Central Area Design Study – Façade Improvement
Program Q4 In Progress
Central Area Design Study – Public Objectives – Alley
Connecting Walkways Proposal
Q3
Q1 2022 In Progress
Review Planning Process & Procedures Q1
Q3 2022 In Progress
Review Planning Submission Web Portal Options & Digital
Service Delivery Q4 In Progress
Review Innovative Options related to MMAH More Homes,
More Choice: Ontario’s Housing Supply Action Plan -
secondary dwelling units, tiny homes, etc.
Q4
Q2 2022 In Progress
CONSULTATION
N/A
FINANCIAL IMPACT/FUNDING SOURCE
Financials attached.
Page 95 of 219
OPD 21-52
Page 7 of 7
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 - 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 - Develop a communications strategy to increase awareness of
Council decisions and municipal programs, projects and services.
Priority Projects – N/A
ATTACHMENTS
Appendix A – 2021 Q3 Budget vs Actuals – Building
Appendix B – 2021 Q3 Budget vs Actuals - Protection
Page 96 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 601,124 1,194,845 593,721 (99%)1
Total Revenues 601,124 1,194,845 593,721
Expenditures
Labour 348,611 396,898 (48,287)(14%)2
Purchases 48,676 48,856 (180)(0%)
Contracted Services 14,000 15,354 (1,354)(10%)
Contribution to Reserves
Interfunctional Adjustments 66,974 66,978 (4)(0%)
Total Expenditures 478,261 528,086 (49,825)
Total Net Levy 122,863 666,759 543,896
Notes
1 Permit Revenue over
2 FT over $34,700; FT OT over $12,200
Any surplus at year end will be contributed into the Building Department Obligatory Reserve
Page 97 of 219
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 55,724 67,056 11,332 (20%)1
Total Revenues 55,724 67,056 11,332
Expenditures
Labour 176,870 144,707 32,163 (18%)2
Purchases 24,671 20,915 3,756 (15%)
Contracted Services 11,250 4,513 6,737 (60%)3
Interfunctional Adjustments 21,898 21,906 (8)(0%)
Total Expenditures 234,689 192,041 42,648
Total Net Levy (178,965)(124,985)53,980
Notes
1 Licence fees over - Animal control $7,500
2 Net labour under $31,300 - Crossing Guards Savings resulting from COVID
3 Subcontractor Expense under $6,700 - Animal Control
Page 98 of 219
Page 1 of 9
Subject: 2021 Third Quarter Recreation, Culture & Parks Results
Report Number: RCP 21-32
Department: Recreation, Culture & Parks Department
Submitted by: Christopher Baird, Director of Recreation, Culture & Parks Department
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT report RCP 21-32 Recreation, Culture & Parks – Q3 Results, be received as
information.
BACKGROUND
This report provides Council with the third quarter financial results for the Recreation,
Culture & Parks Department from July 1, 2021 to September 30, 2021. This includes a
roll-up of activities within each of the various Departmental areas including; Cemetery,
Parks, Recreation Programs, Museum, Community Events, Building Maintenance and
Elliott Fairbairn Centre results.
DISCUSSION
Overall, the RCP Operating Budget is in good standing. The third quarter results indicate
that the department is well below the budget for this time of the year. Staff continue to
work a fine balance within the COVID framework as to avoid any significant financial
shortfalls by year-end. All above figures in the far right column in brackets show savings
below the calculated Q3 budget. Favourable results in the recreation programming area
will have a positive impact for our year-end results.
CONSULTATION
This report has been prepared in consultation with the Recreation, Culture & Parks
Department.
Page 99 of 219
RCP 21-32
Page 2 of 9
FINANCIAL IMPACT/FUNDING SOURCE
The 2021 third quarter Recreation, Culture & Parks Department surplus is $551,943. This
is broken down as follows:
Cemetery $110,421
Parks 90,226
Community Events 32,226
Rec - Programs (60,327)
Rec – Building Maintenance 355,250
Elliot Fairbairn Centre (6,611)
Museum 30,758
$ 551,943
Details on major variances can be found in the attached Q3 results appendices.
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 – Not applicable.
Strategic Direction – Not applicable.
Priority Project – Not applicable.
ATTACHMENT
Appendix A – RCP Q3 results by Section
Page 100 of 219
RCP 21-32
Page 3 of 9
2021 2021 Actual % Note
YTD
Budget
YTD
Actuals
Variance Variance Reference
Revenues
User Charges 111,063 142,061 30,998 (28%) 1
Other Revenue 13,875 24,939 11,064 (80%) 3
Total Revenues 124,938 167,000 42,062
Expenditures
Labour 117,839 81,320 36,519 (31%) 2
Purchases 53,650 31,658 21,992 (41%) 4
Contracted Services 15,824 5,963 9,861 (62%)
Interfunctional Adjustments 57,527 57,519 8 (0%)
Debt Principal & Interest 1,150 1,171 (21) (2%)
Total Expenditures 245,990 177,631 68,359
Total Net Levy (121,052) (10,631) 110,421
Notes
1 Niche Sales over $38,500
2 FT labour under $43,900- Allocation between Departments; PT
labour over $7,300
3 Interest Revenue over - Earned from the Trust
4 Special Projects under $14,800 -Memorial trees, benches & plaques
Page 101 of 219
RCP 21-32
Page 4 of 9
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 16,300 13,075 (3,225) (20%)
Other Revenue 1,600 160 (1,440) (90%)
Total Revenues 17,900 13,235 (4,665)
Expenditures
Labour 193,943 190,157 3,786 (2%)
Purchases 110,699 79,208 31,491 (28%) 1
Contracted Services 202,450 146,796 55,654 (27%) 2
Contribution to Reserves 16,300 12,075 4,225 (26%)
Interfunctional Adjustments 72,298 72,306 (8) (0%)
Debt Principal & Interest 57,958 58,215 (257) (0%)
Total Expenditures 653,648 558,757 94,891
Total Net Levy (635,748) (545,522) 90,226
Notes
1 HLW under $13,500; Supplies Exp under $8,900, Building Repairs &Maintenance under $4,600
2 Subcontractor Expense under - Trees $25,600, Sports fields under $22,900
Page 102 of 219
RCP 21-32
Page 5 of 9
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 21,700 6,000 (15,700) (72%) 1
Total Revenues 21,700 6,000 (15,700)
Expenditures
Labour 4,750 4,750 (100%)
Purchases 107,900 64,724 43,176 (40%) 2
Total Expenditures 112,650 64,724 47,926
Total Net Levy (90,950) (58,724) 32,226
Notes
1 Family Day Grant and Turtlefest (normally budgeted) Grant
2 Family Day, TurtleFest (no event 2021), Canada Day fireworks
Page 103 of 219
RCP 21-32
Page 6 of 9
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 32,025 35,748 3,723 (12%)
User Charges 607,390 325,728 (281,662) (46%) 1
Other Revenue 5,550 2,660 (2,890) (52%)
Total Revenues 644,965 364,136 (280,829)
Expenditures
Labour 1,177,764 1,026,006 151,758 (13%) 2
Purchases 204,800 136,060 68,740 (34%) 3
Interfunctional Adjustments 111,226 111,222 4 (0%)
Total Expenditures 1,493,790 1,273,288 220,502
Total Net Levy (848,825) (909,152) (60,327)
Notes
1 Admissions Revenue over $6,600; Fares under $31,000; Membership Revenue under $36,800; Seasonal
Revenue over $11,300; Sports Fields Revenue under $14,700; Youth Program Revenue under $30,700; Minor
Hockey Revenue over $6,100; Programs under $96,100; Figure Skating over $9,900; Rent Revenue under
$84,400; Concession Sales under $8,100
2 FT labour under $25,900; PT labour under $124,400 - COVID related
3 Net supplies under $40,200; Advertising Exp under $14,600; Training Exp under $8,7; Materials/Inventory
under $7,200
Page 104 of 219
RCP 21-32
Page 7 of 9
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 1,725 1,100 (625) (36%)
Specified Revenue 13,214 13,214 4
Total Revenues 1,725 14,314 12,589
Expenditures
Labour 827,546 652,769 174,777 (21%) 1
Purchases 500,133 470,878 29,255 (6%) 2
Contracted Services 296,985 143,648 153,337 (52%) 3
Contribution to Reserves 13,214 (13,214) 4
Interfunctional Adjustments 70,051 70,047 4 (0%)
Debt Principal & Interest 301,827 303,325 (1,498) (0%)
Total Expenditures 1,996,542 1,653,881 342,661
Total Net Levy (1,994,817) (1,639,567) 355,250
Development Charges
DC Revenue Collected (280,114)
DC Contribution to Reserves 280,114
Notes
1 FT labour under $44,300- Vacancy; PT Labour under $130,600
2 Supplies Expense under $24,400; Equipment Supplies & Repairs under $15,700; Phones Expense over $8,600
3 Subcontractor Exp under $144,300; Equipment Maint. Contract Exp under $9,000
4 Aquatic User pay fees collected
Page 105 of 219
RCP 21-32
Page 8 of 9
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 84,375 84,086 (289) (0%)
Total Revenues 84,375 84,086 (289)
Expenditures
Purchases 2,399 10,098 (7,699) (321%) 1
Contracted Services 11,200 10,048 1,152 (10%)
Contribution to Reserves 9,377 9,104 273 (3%)
Debt Principal & Interest 27,552 27,600 (48) (0%)
Total Expenditures 50,528 56,850 (6,322)
Total Net Levy 33,847 27,236 (6,611)
Notes
1 Building Repairs & Maintenance over $7,500
Page 106 of 219
RCP 21-32
Page 9 of 9
2021 2021 Actual % Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 18,900 27,879 8,979 1
User Charges 2,880 2,398 (482) (17%)
Other Revenue 3,450 2,879 (571) (17%)
Contribution from Reserves 30,300 30,300 0%
Total Revenues 55,530 63,456 7,926
Expenditures
Labour 209,787 177,645 32,142 (15%) 2
Purchases 58,966 71,899 (12,933) (22%) 3
Contracted Services 11,250 7,631 3,619 (32%)
Interfunctional Adjustments 16,501 16,497 4 (0%)
Total Expenditures 296,504 273,672 22,832
Total Net Levy (240,974) (210,216) 30,758
Notes
1 Provincial Grant - Digitial Grant
2 FT labour under $23,800; PT labour under $7,000
3 Special Projects over $40,100 -Compact Storage System; HLW under $6,300; Building Repairs & Maint Exp under $7,900
Page 107 of 219
Page 1 of 17
Subject: Community Strategic Plan Related Goals for 2022
Report Number: CAO 21-14
Department: Office of the CAO
Submitted by: Kyle Pratt, Chief Administrative Officer
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT report CAO 21-14 Community Strategic Plan goals for the upcoming year be
received by Council as information;
AND THAT Council direct staff to include the identified goals in the Draft 2022 Business
Plan for further consideration and approval during the 2022 budget deliberations.
BACKGROUND
At the September 13, 2021 Town of Tillsonburg Council Meeting, Council passed the
following resolution:
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
Since this time, staff, through the leadership of the management team have worked to
advance the Town of Tillsonburg Community Strategic Plan 2021 -2030.
Page 108 of 219
CAO 21-14
Page 2 of 17
In doing so, staff have:
Identified the 2020 Baseline Measurements for each outcome indicator
associated with the five (5) goals in the 2021-2030 Town of Tillsonburg
Community Strategic Plan. (See Attachment #1 – Town of Tillsonburg
Community Strategic Plan Key Performance Indicators - Outcome
Indicators) Note - Grey cells are information the Town would like to measure,
but appropriate data is not yet available.
Provided an update on the priority projects/initiatives identified for each of the five
(5) goals in the 2021-2030 Town of Tillsonburg Community Strategic Plan. (See
Attachment #2 – Town of Tillsonburg Community Strategic Plan Key
Performance Indicators - Progress Indicators) Here, one can find the current
status of the initiative, anticipated completion date/projected target date, project
lead, project team, project costs, 2021 budget allocation, projected future year
allocations associated with the project initiative, additional resources that will be
required to move the project initiative forward, dependencies (i.e budget or
funding approvals), and any pertinent notes.
Lastly, staff have identified all proposed 2022 Business Plan items that relate
directly to the 2021-2030 Town of Tillsonburg Community Strategic Plan below.
Please note that while this list overlaps with the progress indicators, the purpose
of this list is to show all proposed 2022 projects that tie into the progress
indicators in further detail.
DISCUSSION
In developing the proposed 2022 Business Plan items for Council’s review and
consideration, staff have identified the following items that relate to priority projects in
the 2021-2030 Community Strategic Plan.
Goal - Business Attraction, Retention and Expansion
Project: Community Improvement Plan (Applications)
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Instill an “open for business” culture across the corporation that
prioritizes economic development and business attraction.
Priority Project – Continued support for BIA and town-wide businesses during COVID-
19 recovery.
Lead Accountability: Development Commissioner
Project Cost: $20,000
Anticipated Completion: Ongoing
Page 109 of 219
CAO 21-14
Page 3 of 17
Project: Updated Economic Development Strategy Implementation
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Instill an “open for Business” culture across the corporation that
prioritizes economic development and business attraction
Priority Project – Immediate Term – Economic Development Strategy Update.
Lead Accountability: Economic Development & Marketing
Project Cost: $5,000
Anticipated Completion: Ongoing
Project: Enhanced Business Processes (Apps)
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Instill an “open for business” culture across the corporation that
prioritizes economic development and business attraction.
Priority Project – Ongoing - Marketing and build out of Van Norman Innovation Park
Increase diversity in manufacturing and other key sectors.
Lead Accountability: Economic Development & Marketing
Project Cost: $5,000
Anticipated Completion: Q1
Project: Van Norman Innovation Park (Ontario Certification)
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Continue to streamline and expedite the building approval process.
Priority Project – Ongoing Projects - Marketing and build out of Van Norman
Innovation Park.
Lead Accountability: Economic Development & Marketing
Project Cost: $2,000
Anticipated Completion: Q2
Project: Pandemic Business Recovery (My Main Street)
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Not applicable
Priority Project – Ongoing Projects - Continued support for BIA and town-wide
businesses during COVID-19 recovery.
Lead Accountability: Development Commissioner
Project Cost: $2,000, plus grant funding approval
Anticipated Completion: Q4
Project: Van Norman Innovation Park – Clearview Dr Extension & SWM Pond
Construction.
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Page 110 of 219
CAO 21-14
Page 4 of 17
Strategic Direction – Ensure adequate supply of “shovel ready” land for business
attraction and expansion.
Priority Project – Ongoing Projects - Marketing and build out of Van Norman Innovation
Park.
Lead Accountability: Development Commissioner
Project Cost: N/A
Anticipated Completion: Q4
Project: Engineering Design Services for Rokeby Road Property
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Instill an “open for business” culture across the corporation that
prioritizes economic development and business attraction.
Priority Project – Ongoing projects - Increase diversity in manufacturing and other key
sectors.
Lead Accountability: Development Commissioner
Project Cost: $265,000 (2021)
Anticipated Completion: Q2
Project: VIP Phase 2 Conceptual Plan Development
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Continue to streamline and expedite the building approval process.
Priority Project – Ongoing Projects - Marketing and build out of Van Norman Innovation
Park.
Lead Accountability: Development Commissioner
Project Cost: $250,000 (funded by reserves)
Anticipated Completion: Q4
Project: High Tech Manufacturing Action Plan (Hub Development)
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Develop a “made in Tillsonburg” approach to education, training
and development based on the workforce needs of current and prospective employers.
Priority Project – Ongoing Projects - Increase diversity in manufacturing and other key
sectors.
Lead Accountability: Development Commissioner/ Industry/ Associations
Project Cost: $5,000
Anticipated Completion: Ongoing
Project: CF Oxford Partnership (Pop-up)
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Support local businesses in post-COVID 19 recovery.
Priority Project – Ongoing projects - Continued promotion and facilitation of COVID-19
business support programs.
Page 111 of 219
CAO 21-14
Page 5 of 17
Lead Accountability: Development Commissioner
Project Cost: $5,000
Anticipated Completion: Ongoing
Project: Implement Planning Application Web Portal & Digital Service Delivery
Community Strategic plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Continue to streamline and expedite the building approval process.
Priority Project – Ongoing- Continued roll-out and resourcing for Cloud based permit
application system.
Lead Accountability: CBO/County
Project Cost (2022): $0 (Oxford County Funded)
An ticipated Completion: Q4
Project: Review and implement Cloud Permit customer payment integration
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Continue to streamline and expedite the building approval process.
Priority Project – Ongoing- Continued roll-out and resourcing for Cloud based permit
application system.
Lead Accountability: CBO
Project Cost: $0 (Oxford County Funded)
Anticipated Completion: Q2
Project: Complete Amanda/Cloud Permit Integration (carry-over)
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Continue to streamline and expedite the building approval process.
Priority Project – Ongoing- Continued roll-out and resourcing for Cloud based permit
application system.
Lead Accountability: CBO/County IT
Project Cost: $28,000
Anticipated Completion: Q1
Project: Boundary Adjustment
Community Strategic Plan:
Goal – Business Attraction, Retention and Expansion.
Strategic Direction – Ensure adequate supply of “shovel ready” land for business
attraction and expansion.
Priority Project - Immediate Term - Boundary expansion initiative.
Lead Accountability: CAO
Project Cost: Strategic Plan Initiatives ($60,000)
Anticipated Completion: Ongoing
Page 112 of 219
CAO 21-14
Page 6 of 17
Goal - Customer Service, Communication and Engagement
Project: Renegotiations of Westtown Line Boundary Road Agreement (CFWD)
Community Strategic Plan:
Goal – Customer Service, Communication and Engagement.
Strategic Direction – Explore opportunities for service efficiencies in partnership with
adjacent municipalities.
Priority Project – Short Term - Municipal service review.
Lead Accountability: Director of Operations and Development
Project Cost: -
Anticipated Completion: Q4
Project: Renegotiations of Water Distribution and Wastewater Collection Agreement
with Oxford County (CFWD)
Community Strategic Plan:
Goal – Customer Service, Communication and Engagement.
Strategic Direction – Explore opportunities for service efficiencies in partnership with
adjacent municipalities.
Priority Project – Short Term - Municipal service review.
Lead Accountability: Director of Operations and Development
Project Cost: -
Anticipated Completion: Q3
Project: Renegotiations of the Traffic Signal /Streetlights Maintenance Agreement
(CFWD
Community Strategic Plan:
Goal – Customer Service, Communication and Engagement.
Strategic Direction – Position Tillsonburg as a leader in the municipal sector.
Priority Project – Short Term - Municipal service review.
Lead Accountability: Manager of Public Works
Project Cost: -
Anticipated Completion: Q3
Project: NFPA Based - Officer, Firefighter, Telecommunicator, Instructor, Inspector,
Life Safety Educator, Investigator Training & Development Programs
Community Strategic Plan:
Goal – Customer Service, Communication and Engagement.
Strategic Direction – Enhance employee engagement and training as the foundation for
exceptional customer service.
Priority Project – Immediate Term - Employee Engagement Strategy
Lead Accountability: Fire Chief
Project Cost: $0
Anticipated Completion: Ongoing
Project: Revise Emergency Management Program & By-law & Complete Annual
Compliance Requirements
Page 113 of 219
CAO 21-14
Page 7 of 17
Community Strategic Plan:
Goal – Customer Service, Communication and Engagement.
Strategic Direction - Position Tillsonburg as a leader in the municipal sector.
Priority Project – Short Term - Municipal service review
Lead Accountability: Fire Chief
Project Cost: $0
Anticipated Completion: Ongoing
Project: AP Digitalization, streamlining study with County and Ingersoll (Pending
Review)
Community Strategic Plan:
Goal – Customer Service, Communications and Engagement
Strategic Direction – Explore opportunities for service efficiencies in partnership with
adjacent municipalities.
Priority Project – Ongoing Projects - Continued roll-out of enterprise-wide Workflow;
management County-wide service delivery study implementation.
Lead Accountability: Director of Finance
Project Cost: $33,300
Anticipated Completion: Q2
Priority Project: Multi-year Budget Development & Asset Management Plan Integration
(FMW and CityWide)
Community Strategic Plan:
Goal – Customer Service, Communications and Engagement.
Strategic Direction – Position Tillsonburg as a leader in the municipal sector.
Priority Project – Short Term – Multi-year budgeting; Financial & Environmental
sustainability plan.
Lead Accountability: Director of Finance
Project Cost: $28,000
Anticipated Completion: Q3
Project: Employee Engagement Survey
Community Strategic Plan:
Goal – Customer Service, Communication and Engagement.
Strategic Direction – Enhance employee engagement and training as the foundation for
exceptional customer service.
Priority Project – Immediate Term - Employee Engagement Strategy.
Lead Accountability: Manager of Human Resources
Project Cost: $10,000
Anticipated Completion: Q2
Project: Investigate Options for a Volunteer Recognition Program
Community Strategic Plan:
Goal – Customer Service, Communication and Engagement.
Strategic Direction – Engage Community Groups, including advisory committees and
service organizations, in shaping municipal initiatives.
Page 114 of 219
CAO 21-14
Page 8 of 17
Priority Project – Immediate Term - Volunteer Recognition Program.
Lead Accountability: Manager of Human Resources
Project Cost: $2,500
Anticipated Completion: Q2
Project: Youth Engagement Program
Community Strategic Plan:
Goal – Customer Service, Communication and Engagement.
Strategic Direction – Increase opportunities and promotion for public engagement in
shaping municipal initiatives.
Priority Project- Immediate Term - Youth Engagement Strategy and Youth Advisory
Committee.
Lead Accountability: Clerk
Project Cost: $1,000
Anticipated Completion: Ongoing
Project: Navigation improvements on the Municipal website
Community Strategic Plan:
Goal – Customer Service, Communications and Engagement.
Strategic Direction – Continue to develop digital service delivery while maintaining
counter and telephone channels.
Priority Project – Immediate Term - Navigation improvements on municipal website.
Lead Accountability: Communications Officer
Project Cost: $60,000 upper end (scalable) Municipal portion - $25,000
Anticipated Completion: Q4
Project: Mobile Application for reporting and service requests
Community Strategic Plan:
Goal – Customer Service, Communications and Engagement.
Strategic Direction – Continue to develop digital service delivery.
Priority Project – Immediate Term - Mobile application for reporting and service
requests.
Lead Accountability: Communications Officer
Project Cost: $37,500 Municipal portion - $18,151
Anticipated Completion: Q4
Project: Implement IT plan
Community Strategic Plan:
Goal – Customer Service, Communications and Engagement.
Strategic Direction – Explore opportunities for service efficiencies in partnership with
adjacent municipalities.
Priority Project - Ongoing projects - County-wide service delivery study implementation.
Lead Accountability: Director of Corporate Services
Project Cost: Not known at this time
Anticipated Completion: Multi-year
Page 115 of 219
CAO 21-14
Page 9 of 17
Project: Town Hall Project
Community Strategic Plan:
Goal – Customer Service, Communications and Engagement.
Strategic Direction – Position Tillsonburg as a leader in the municipal sector.
Priority Project - Immediate Term - Consolidated Town Hall initiative; consolidated
customer service counter.
Lead Accountability: Town Hall Steering Committee/CAO
Project Cost: $254,040
Anticipated Completion: Q4 and beyond fiscal year
Goal - Life Style & Amenities
Project: Building/By-Law Communications & Compliance Blitz
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – N/A
Priority Project - Short Term - Property standards review and enforcement plan.
Lead Accountability: Building-By-Law Compliance Supervisor
Project Cost: $90,200
Anticipated Completion: Q4
Project: Project Big Swing
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – Update municipal sports facilities consistent with modern
standards; Target new programs, services, amenities and attractions that will be a
magnet for young families; Work with Oxford County and community partners to ensure
an adequate supply of affordable, attainable housing options.
Priority Project – Ongoing projects - New playgrounds construction. Immediate Term -
Affordable housing collaboration with Oxford County.
Lead Accountability: Development Commissioner/ Recreation, Culture & Parks
Project Cost: 1 M - $1.5M (not in proposed 2022 budget)
Anticipated Completion: Ongoing
Project: Municipal Open House Event in celebration of the 150th Anniversary of Town
Incorporation
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction –Increase opportunities to enjoy culture, events and leisure activities
in Tillsonburg.
Priority Project – Sort-Term -Create additional community events.
Lead Accountability: Manager of Culture & Heritage/Curator
Project Cost: $2,500
Anticipated Completion: Q1
Page 116 of 219
CAO 21-14
Page 10 of 17
Project: 150th Anniversary of Town Incorporation Special Exhibit in Pratt Gallery
Community Strategic Plan:
Goal – Lifestyle and Amenities
Strategic Direction – Increase opportunities to enjoy culture, events and leisure activities
in Tillsonburg.
Priority Project - Sort-Term - Create additional community events.
Lead Accountability: Manager of Culture & Heritage/Curator
Project Cost: $2700
Anticipated Completion: Q1-Q3
Project: Hosting of a series of various special events and production of souvenir item in
honor of town’s 150th Anniversary
Community Strategic Plan:
Goal – Lifestyle and Amenities
Strategic Direction – Increase opportunities to enjoy culture, events and leisure activities
in Tillsonburg.
Priority Project - Sort-Term - Create additional community events.
Lead Accountability: Manager of Culture & Heritage/Curator
Project Cost: $12,800
Anticipated Completion: Q1-Q4
Project: LLWP Building Replacement (75% Grant)
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – Target new programs, services, amenities and attractions that will
be a magnet for young families.
Priority Project – Immediate Term - Partnership for a new splash pad.
Lead Accountability: Admin
Project Cost: $1M (Municipal Portion - $250,000)
Anticipated Completion: Q4
Project: Tree Planting Program
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – N/A
Priority Project – Immediate Term - Enhanced Tree Planting
Lead Accountability: Manager of Parks and Facilities
Project Cost: $30,000
Anticipated Completion: Q3
Project: New Playground Apparatus – Southridge & Cranberry
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – Provide an expanded, accessible network of parks and trails;
Update municipal facilities consistent with modern standards.
Priority Project – Ongoing Projects - New playgrounds construction.
Page 117 of 219
CAO 21-14
Page 11 of 17
Lead Accountability: Manager of Parks and Facilities
Project Cost: $75,000
Anticipated Completion: Q2
Project: Physician Recruitment
Community Strategic Plan:
Goal – Life Style & Amenities.
Strategic Direction – Expand community partnerships in the delivery of programs and
amenities.
Priority Project - On going - Physician recruitment program.
Lead Accountability: CAO
Project Cost: $70,000
Anticipated Completion: Ongoing
Project: Attainable and Affordable Housing
Community Strategic Plan:
Goal – Life Style & Amenities.
Strategic Direction – Work with Oxford County and community partners to ensure an
adequate supply of affordable, attainable housing options; Facilitate attainable housing
options for local employees (Business Attraction, Retention and Expansion).
Priority Project – Immediate Term - Affordable housing collaboration with Oxford
County.
Lead Accountability: CAO
Project Cost: Strategic Plan Initiatives ($60,000)
Anticipated Completion: Ongoing
Project: Completion of New Splash Pad
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – Maintain and enhance programs and facilities to support an active,
engaged youth population; Target new programs, services, amenities and attractions
that will be a magnet for young families.
Priority Project- Immediate Term - Partnership for a new splash pad.
Lead Accountability: Director of RCP
Project Cost: $400,000 (Municipal Portion - $106,700 (2021)
Anticipated Completion: Q2
Project: Initiate Northcrest Estates Phase 2 Park
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – Provide an expanded, accessible network of parks and trails.
Priority Project – Immediate Term - New playgrounds construction.
Lead Accountability: Director of RCP
Project Cost: $160k (Municipal Portion - $0.00)
Anticipated Completion: Q3, 2023
Page 118 of 219
CAO 21-14
Page 12 of 17
Project: Aquatics Rehabilitation
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – Update municipal sports facilities consistent with modern
standards; Maintain and enhance programs and facilities to support an active, engaged
senior population; Maintain and enhance programs and facilities to support an active,
engaged youth population.
Priority Project- Immediate Term - Community Centre Rehabilitation.
Lead Accountability: Director of RCP
Project Cost: $4.6M (Municipal Portion - $1.33M 2021)
Anticipated Completion: Q2, 2023
Project: Tree Canopy Project
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – N/A
Priority Project – Immediate Term - Enhanced Tree Planting.
Lead Accountability: Director of RCP
Project Cost: $88K
Anticipated Completion: Q4
Project: Updating of Facilities Asset Management Plan
Community Strategic Plan:
Goal – Lifestyle and Amenities.
Strategic Direction – Develop a robust, long-term asset management plan to inform
evidence-based decisions regarding the maintenance, rehabilitation and replacement of
community facilities.
Priority Project - Asset Management Plan.
Lead Accountability: Director of RCP
Project Cost: $45,000 (2020)
Anticipated Completion: Q4 2022
Goal - Community Growth
Project: Review and Implement Planning Options related to MMAH More Homes, More
Choice: Ontario’s Housing Supply Action Plan - secondary dwelling units, tiny homes,
etc. (carry over)
Community Strategic Plan:
Goal – Community Growth / Lifestyle and Amenities
Strategic Direction – Work with Oxford County and the development community to
proactively plan for a variety of housing options that are affordable and attainable for
current and prospective residents.
Priority Project - Immediate - Attainable housing plan.
Lead Accountability: CBO/ County
Project Cost: $0
Page 119 of 219
CAO 21-14
Page 13 of 17
Anticipated Completion: Q2
Project: Community Recreation Survey
Community Strategic Plan:
Goal – Community Growth.
Strategic Direction – Plan and develop a long-term financing strategy for new services
and infrastructure to support growth.
Priority Project – Immediate - Recreation Master Plan
Lead Accountability: Director of RCP
Project Cost: $0.00
Anticipated Completion: Q2
Goal - Connectivity and Transportation
Project: 2022 Asphalt Program
Community Strategic Plan:
Goal –Connectivity and Transportation.
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 - Asset Management Plan.
Lead Accountability: Manager of Engineering
Project Cost: $400,000 (Municipal Portion - $0.00)
Anticipated Completion: Q3
Project: Transportation Master Plan
Community Strategic Plan:
Goal – Connectivity and Transportation.
Strategic Direction – Develop a multi-modal transportation network with improved
connectivity to the 401 and VIA Rail; Provide alternatives to automobile travel through
active transportation and public transit.
Priority Project – Short Term - Transportation Master Plan.
Lead Accountability: Director of Operations and Development
Project Cost: $80,000
Anticipated Completion: Q4
Project: 2021 CFWD -General Aviation Access Road
Community Strategic Plan:
Goal – Connectivity and Transportation.
Strategic Direction – Leverage the municipal airport more effectively to increase access,
visibility and business activity in Tillsonburg.
Priority Project – Immediate Term - Airport Master Plan and implementation
Lead Accountability: Manager of Public Works
Project Cost: -
An ticipated Completion: Q3
Page 120 of 219
CAO 21-14
Page 14 of 17
Project: 2020 CFWD - Young Street Storm Outlet Class Environmental Assessment
Community Strategic Plan:
Goal – Connectivity and Transportation.
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 - Asset Management Plan
Lead Accountability: Manager of Engineering
Project Cost: -
Anticipated Completion: Q3
Project: Airport Website Redesign (CFWD)
Community Strategic Plan:
Goal – Connectivity and Transportation.
Strategic Direction – Leverage the municipal airport more effectively to increase access,
visibility and business activity in Tillsonburg.
Priority Project – Immediate Term-Airport Master Plan and implementation.
Lead Accountability: Manager of Public Works
Project Cost: -
Anticipated Completion: Q3
Project: Facilities Asset Management (FCM Application) (CFWD)
Community Strategic Plan:
Goal – Connectivity and Transportation.
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 - Asset Management Plan.
Lead Accountability: Manager of Engineering
Project Cost: -
Anticipated Completion: Ongoing
Project: Lincoln St, Townline Rd and Goshen Street– Design
Community Strategic Plan:
Goal – Connectivity and Transportation.
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 - Asset Management Plan
Lead Accountability: Manager of Engineering
Project Cost: -
Anticipated Completion: Q4
Project: Woodcock Drive and Pheasant Crt –Design
Community Strategic Plan:
Goal – Connectivity and Transportation.
Page 121 of 219
CAO 21-14
Page 15 of 17
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 - Asset Management Plan.
Lead Accountability: Manager of Engineering
Project Cost: $180,000 (Municipal Portion - $90,000)
Anticipated Completion: Q3
Project: Cranberry Rd - Design
Community Strategic Plan:
Goal – Connectivity and Transportation.
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 - Asset Management Plan.
Lead Accountability: Manager of Engineering
Project Cost: $260,000 (Municipal Portion - $130,000)
Anticipated Completion: Q3
Project: 3D Lidar – Manhole Condition Assessment
Community Strategic Plan:
Goal – Connectivity and Transportation.
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 - Asset Management Plan.
Lead Accountability: Manager of Engineering
Project Cost: 170,000 (Municipal Portion - $85,000)
Anticipated Completion: Q4
Project: Connecting Link -Hwy #3 to Town limits
Community Strategic Plan:
Goal - Connectivity and Transportation.
Strategic Direction – Develop a robust, long-term asset management plan to inform
evidence-based decisions on the maintenance, rehabilitation and repl acement of
municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan.
Lead Accountability: Manager of Engineering
Project Cost: $631,200 (Municipal Portion - $72,300)
Anticipated Completion: Q4
Project: Beech Blvd and Stoney Creek - Retaining Walls Reconstruction
Community Strategic Plan:
Goal – Connectivity and Transportation.
Page 122 of 219
CAO 21-14
Page 16 of 17
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 - Asset Management Plan.
Lead Accountability: Manager of Engineering
Project Cost: $1,176,000 (Municipal Portion - $882,000)
Anticipated Completion: Q3
Project: Lindsay St Reconstruction
Community Strategic Plan:
Goal – Connectivity and Transportation.
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 - Asset Management Plan
Lead Accountability: Manager of Engineering
Project Cost: $1,518,929 (Municipal Portion - $421,400)
Anticipated Completion: Q3
Project: Frances St Reconstruction
Community Strategic Plan:
Goal – Connectivity and Transportation
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 - Asset Management Plan
Lead Accountability: Manager of Engineering
Project Cost: $1,861,913 (Municipal Portion - $769,700)
Anticipated Completion: Q3
Project: 2022 Sidewalk Inspection Program
Community Strategic Plan:
Goal – Connectivity and Transportation.
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 - Asset Management Plan
Lead Accountability: Manager of Engineering
Project Cost: $25,000
Anticipated Completion: Q4
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
Page 123 of 219
CAO 21-14
Page 17 of 17
☒ 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.
Yes - This report provides a status update on all goals and priority
projects/initiatives identified in the 2021-2030 Town of Tillsonburg Community
Strategic Plan.
CONSULTATION
Senior Leadership Team, Management Team, Mayor Molnar
FINANCIAL IMPACT/FUNDING SOURCE
The Community Strategic Plan initiatives outlined in this report total approximately
$14,952,582.
Of this amount, approximately $3,680,591 will be considered as part of the 2022 Budget
deliberations.
ATTACHMENTS:
1. Town of Tillsonburg Community Strategic Plan Key Performance Indicators -
Outcome Indicators
2. Town of Tillsonburg Community Strategic Plan Key Performance Indicators -
Progress Indicators
3. Municipal Partnerships
4. Town of Tillsonburg Community Strategic Plan 2021-2030
Page 124 of 219
Town of Tillsonburg Community Strategic Plan
Key Performance Indicators
Goal Baseline Measurement (2020)Notes Assigned Staff
Lifestyle and Amenities
Goal: Within the community, Tillsonburg will strive to offer residents -
from children to seniors - the amenities, services and attractions they
require to enjoy balanced lifestyles
Outcome indicators:
Average proportion of household income spent on housing - %50.00%Economic Development Commissioner
Proportion of Tillsonburg households in core housing need - %11.70%# in 2016 CAO
Trees planted per year - #40 Manager of Parks & Facilities
Total KM of trail network - #16.15 Manager of Parks & Facilities
Total KMs within trails network (paved) - #2.5 Manager of Parks & Facilities
Total KMs within cycling network - #20 Manager of Parks & Facilities
KM of trail network per 1000 population - #0.9408 Manager of Parks & Facilities
Acres of parkland maintained - #146 Manager of Parks & Facilities
Acres of parkland per 1000 population- #8.5052 Manager of Parks & Facilities
Average household distance to a municipal park (in KM) - #1.5 KM Working with County GIS to determine #. Early estimate is 1.5 km as a value for the
furthest residence from a park.Manager of Parks & Facilities
Average age of play structures - #10 Manager of Parks & Facilities
AODA compliant parks - %80 Manager of Parks & Facilities
Facilities condition rating 60%Manager of Parks & Facilities
AODA compliant facilities - %85%Manager of Parks & Facilities
Proportion of downtown ground floor store fronts as dining and retail - %75%Economic Development Commissioner (BIA)
Community events (both Town and non-Town organized) - #8 RCP - Administrative Assistant
Community partnerships - #5 RCP - Administrative Assistant
Net new physicians - #34.4 CAO
Recreation program registrants - #6429 Recreation Programs & Services Manager
Waterpark utilization - %5000 Recreation Programs & Services Manager
Facility rentals - #577 Recreation Programs & Services Manager
Facilities prime time utilization rate - %85%Recreation Programs & Services Manager
Facilities off peak utilization rate - %55%Recreation Programs & Services Manager
Process/ output indicators:
Facility condition assessments completed (rolling 5 year average) - #65%Manager of Parks & Facilities
By-law infractions addressed - #821 Chief Building Official
Hours of fire public education events offered to community per year 116 Fire Chief
Number of people attending public education events per year 1000 Fire Chief
Number of vulnerable care occupancies 22 Fire Chief
Number of vulnerable care occupancies inspected per year 22 Fire Chief
Number of vulnerable care occupancy fire drill completed per year 22 Fire Chief
Number of Vulnerable Care Occupancies Pre-planned per year 0 Fire Chief
Number of school fire drills competed per year 60 Fire Chief
Number of social media followers 4216 Fire Chief
Number of social media posts per year 118 Fire Chief
Number of social media likes per year 41000 Fire Chief
Town Fire Service Customer Satisfaction Survey %Not Available Will conduct survey in 2023 Fire Chief
Number of Public Education Messages on the Digital Sign 36 Fire Chief
Number of false alarms 30 Fire Chief
False alarm invoice amount $0 Fire Chief
Customer Service, Communication and Engagement
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.
Outcome indicators
Services available through online channels - #9 Building Permits, Inspections, By-Law Complaints/Inquiries, tax certificates, Town AR,
parking tickets (virtual City Hall)Revenue Manager & Director of Corpprate Services
Services available through centralized customer service counter - #18 Not tracked in the past - Building, Planning, By-Law, taxes, water/sewer/hydro, Town
AR, business/marriage licences, tax certificates, parking tickets Director of Corporate Services and CSRs
Customer satisfaction rate - %Not Available Will conduct survey in 2023 Director of Corporate Services
Employee engagement rate - %77%2018 data Manager of Human Resources
Annual local tax increase - %-0.95%2021 Budget Director of Finance
Tax increase, rolling 4 year average - %1.41%Will vary depending on annual budget requirements Director of Finance
Average time for service resolution - # of days
24.8
All service requests (Airport, Billing, Building, By-law, Cemetery, Clerks, CS, Engineering,
Facilities, Fire, Hydro, Museum, Parks, Recreation, Public Works, Transit, Taxes,
Water/Wastewater)Director of Corporate Services and Director of Operations and Development
Average monthly visits to municipal website 50000 Communications Coordinator
Number of public engagement campaigns 3 By-Law Amendments, Annual Budget Survey Cooomunictions Coordinator
(Value for money)- see budget surveys 90.38%Fair to Excellent (42% Fair, 40% Good, 8% Excellent)Director of Finance
Process/ output indicators:
Services accessed through digital channels - %
9
VCH registrations, On-line tax certificates, On-line tax payments, E-send, Recreation
programs registration, Building permit applications, Report a problem, Encroachment
permits, Dog licensing
Director of Corporate Services
Followers on Town social media channels - #4735 Communications Officer
Social media engagement rate - %8%Engagement rate per impression Communications Officer
Subscribers to Council highlights and newsletters - #400 Director of Corporate Services
Non-digital Town communications channels - #4 weekly news ad, yearly tax insert, utility inserts, Distributed with the final billing in July Director of Corporate Services
Intermunicipal service delivery partnerships - # 46 Majority - 26 Fire related. **See Attachment #3 - Municipal Partnerships for details. CAO
Effectiveness of intermunicipal partnerships 2.78 Avaerage rating (4 - Effective, 3 - Satisfactory, 2 - Needs Improvement, 1 - Not working)CAO
After hours service standards (% of services that have after hours standards)TBD not currently tracked Director of Corporate Services
Complaints reported - avg # per month 118 not accurately being tracked Director of Corporate Services
Complaints resolved - avg # per month 24.8 days is average time to respond to requests Director of Corporate Services
Call volumes - avg # per month TBD will start to track once Bell ODCC has been implemented (2022)Director of Corporate Services
Online program registration (recreation) - #6500 Recreation Programs & Services Manager
Number of site plans reviewed by Fire Department 0 Fire Chief
Number of fire safety plans reviewed / approved per year 0 Fire Chief
Number of fire investigations trained to NFPA 1033 1 Fire Chief
Number of pre incident plans completed per year 0 Fire Chief
Annual Emergency Management Program Verification forms complete and accepted Yes Fire Chief
Number of Instructors trained to NFPA 1041 I, II,III standard 9 Fire Chief
Number of Driver Operators trained to NFPA 1002 standard 20 Fire Chief
Number of firefighters trained to NFPA 1001 / 1002 standards 28 Fire Chief
Number of Inspectors trained to NFPA 1031 I, II, III standard 4 Fire Chief
Number of Public Educators trained to NFPA 1035 standard 2 Fire Chief
Number of Safety Officers trained to NFPA 1521 standard 6 Fire Chief
Number of Officers trained to NFPA 1021 Officer I, II, II, IV Standards 10 Fire Chief
Number of fire complaint and request inspections received 7 Fire Chief
Number of complaint and request inspections conducted 7 Fire Chief
Number of fire complaint and request inspections closed 5 Fire Chief
Number of routine fire inspections completed 59 Fire Chief
Number of fire inspection orders issued 4 Fire Chief
Average turn around time to complete complaint and request inspections 4 Weeks Fire Chief
Average Turnaround time for Site plan review 2 Weeks Fire Chief
Average turnaround time for fire safety plan 4 Weeks Fire Chief
Total number of after hour calls received 18175 Fire Chief
Community Risk Assessment Updated Annually No Fire Chief
Business Attraction, Retention and Expansion
Goal: Through community and regional partnerships Tillsonburg will
attract and retain a diverse range of businesses, creating employment
opportunities for residents and a balanced tax base.
Outcome indicators:
Jobs created - #105 Development Commissioner
Jobs retained - # (through new investment)105 Development Commissioner
Business starts/ firm creation growth - #20/year Development Commissioner
Net new business starts 15/year Development Commissioner
Employment related assessment - % (Commercial/ Industrial)22.54%Revenue Manager
New commercial/ industrial assessment $3,854,000 Determined via MPAC reports Revenue Manager
Employment land - # (in acres)116 ha/278 acres Development Commissioner
Employment land available for commercial development - # (in acres)20 ha/ 48 acres Development Commissioner
Employment land available for industrial development - # (in acres)96 ha/ 230 acres Development Commissioner
Van Norman Innovation Park, acres sold or developed - # (in acres)10 Acres/year sold Development Commissioner
Working age population - %60 Development Commissioner
Employment participation rate - %60 Development Commissioner
Local post secondary training programs - #1 new program every 3 years Development Commissioner
Page 125 of 219
Process/ output indicators:
Corporate calls/ site visits completed- #24 Development Commissioner
Site selection visits - #24/year Development Commissioner
Average time, building approval process - # of working days 9 Chief Building Official
Businesses that accessed COVID support programs - #79 Development Commissioner
Funding applications approved through CIP - $20000 Development Commissioner
Number of business plan items completed annually (#)0.8 Development Commissioner
Number of Business Licences approved annually 15 Fire Chief
Number of Automatic Aid Calls per year 7 Fire Chief
Number of Mutual Aid calls per year 3 Fire Chief
Number of local Employers allowing FF leave for emergencies 6 Fire Chief
Number of Fire Communications Community Partners/Customers 15 Fire Chief
Number of Fire Stations Dispatched 39 Fire Chief
Number of Employers allowing FF to leave for emergencies 66%Fire Chief
Community Growth
Goal: The Town of Tillsonburg will accommodate and finance
sustainable, responsible growth, welcoming new residents and
businesses while retaining the community's unique identity.
Outcome indicators:
Population growth - %3.80%Oxford Region expected to grow by over 35% in the period 2020-2046
(https://www.ontario.ca/page/ontario-population-projections) Director of Finance
Taxable assessment growth - $$500,000 Determined via MPAC reports Revenue Manager
Construction activity - $$71,633,095.00 Chief Building Official
Building permit applications - #538 Chief Building Official
Total value of building permits - $$71,633,095.00 Chief Building Official
Downtown vacancy rate - %Less than 4%Economic Development Commissioner (BIA)
Registered heritage properties - #15 Clerk
Land available for industrial development - # (in acres)96 ha/ 230 acres Economic Development Commissioner
Land available for commercial development - # (in acres)20 ha/ 48 acres Economic Development Commissioner
Land available for residential development - # (in acres)174 hectares/418 Acres of gross Development lands Chief Building Official
Housing units created as Rent Geared to Income - #299 CAO
Single family detached units - #110 Chief Building Official
Semi-detached units - #0 Chief Building Official
Rowhouse units - #121 Chief Building Official
Multi-residential units - #9 Chief Building Official
Secondary units - #0 Chief Building Official
Vacancy rate, rental units - #Target 2.5%CMHC Data Development Commissioner
Affordable housing units created 56 CAO
Funding applications approved through CIP - $$20,000 Development Commissioner
Public input opportunities in Planning - #33 Minoir Variance and Zonce Change in 2020 Chief Building Official
Building permit approval time - # of working days 9 Chief Building Official
15 Firefighters on scene in < 9 min by %TBD Not tracked previously. Will Track in 2022.Fire Chief
15 firefirefighters on scene High Hazard Occupanices in < 9 min TBD Not tracked previously. Will Track in 2022.Fire Chief
% of time fire suppression commenced in 2 min of arrival TBD Not tracked previously. Will Track in 2022.Fire Chief
Average time to assemble 4 firefighters on scene (initial attack)TBD Labour intesive and plans to inquire data in 2022 Fire Chief
Number of dwellings attended with working smoke & CO alarms TBD Labour intesive and plans to inquire data in 2022 Fire Chief
Number of fire fatalities / injuries per year 1 Fire Chief
Total number of Tillsonburg incidents per year 300 Fire Chief
Total Number of Fire Comm Customer Incidents per year 3000 Fire Chief
Cost per capita for Fire services 3.6 Fire Chief
Total fire costs per incident TBD Labour intesive and plans to inquire data in 2022 Fire Chief
Emergency calls answered < 15 seconds (Monthly)90%Fire Chief
Emergency calls answered < 20 seconds (Monthly)95%Fire Chief
% PSAP transfer to Fire < 30 seconds 90%Fire Chief
Emergency call processing time < 60 seconds (Monthly)90%Fire Chief
Emergency Notification of CCG < 5 min Quarterly TBD Labour intesive and plans to inquire data in 2022 Fire Chief
% time Fire Communcations staffed with minimum 2 41%Fire Chief
% of staff trained to NFPA 1061 Telecommunicator I & II 70%Fire Chief
Number of staff trained to 1061 Communications Officer 1 Fire Chief
Connectivity and Transportation
Goal: Tillsonburg residents and businesses will be connected to each
other, regional networks and the world through effective traditional and
digital infrastructure.
Outcome indicators
Road condition raiting - PCI average 66 Fairly Good - 2020 PCI inspection project Manager of Engineering
Bridge condition rating - OSIM average 76 Good - From 2019 OSIM inspection Manager of Engineering
Road lane KMs maintained - #260 Manager of Public Works
Road lane KMs resurfaced/ reconstructued - #1.3 Manager of Engineering
Sidewalk KMs maintained - #107 Manager of Public Works
Sidewalk KMs rehabilitated - #20 Manager of Engineering
Properties with access to high speed internet - %
88%
based on the average monthly package rates for the Top 3 high speed service providers
(Bell, Rogers, Execulink), with 50 mbps download speeds and 10-15 mbps upload
speeds.Economic Development
Average monthly cost, residential internet service - $
$81.31
based on the average monthly package rates for the Top 3 high speed service providers
(Bell, Rogers, Execulink), with 50 mbps download speeds and 10-15 mbps upload
speeds.Economic Development
T:GO in town transit ridership - # of passenger trips 6900 January to December 2020 Transit Coordinator
T:GO inter-community ridership - # of passenger trips 766 August to December 2020 Transit Coordinator
KM water/ wastewater distribution pipes - #270 County owned assets, operated by TofT Manager of Engineering
KM stormwater collection pipes - #90.1 Includes 7.7km that are County owned Manager of Engineering
Stormwater management ponds - #17 Doesn't include privately owned ponds (Westfield)Manager of Engineering
Watermain breaks - #8 Manager of Public Works
Sewer back ups - #2 Manager of Public Works
Sinkholes - #27 Will be provided within the next two weeks Manager of Public Works
Potholes - #1079 Will be provided within the next two weeks Manager of Public Works
Municipal infrastructure funding gap - $$2,600,000 Additional annual requirement to capital levy (total $4.63M annual program
contribution req'd), not including Fleet & Facilities, to be updated in 2022 Director of Finance
Aircraft movement - #10352 # in 2019 Manager of Public Works
Hangar square footage - #99500 Manager of Public Works
Total Rail; volume - #0 Target minimum 2,000 railcars/annually Economic Development
Companies acccessing rail - #1 Target 10 customers Economic Development
Number of traffic signal preemption controls 3 Director of Operations and Development
*Grey cells are information the Town would like to measure, but appropriate data is not yet available
Page 126 of 219
Town of Tillsonburg Community Strategic Plan
Priority Project Tracking Tool
Goal
Timeframe*
Priority Initiative Status Anticipated Completion Lead
Accountability Project Team Project Cost 2021 Budget Allocation Future Years Allocation Additional Resources Dependencies Notes
Physician Recruitment Program In progress - Committee actively
meeting and recruiting Ongoing CAO
Physician Recruitment
Committee, Executive
Assistant, Economic
Development Commissioner
$70,000 per year $70,000 $70,000 per year Oxford County Physician
Recruitment Committee
Construct new playgrounds In progress and Ongoing
annually Each year Q2
Manager of
Parks and
Facilities
Supervisor of Parks &
Cemetery $75,000 per year $75,000 $75,000 per year None
Community Centre Rehabilitation In progress Q2, 2023
Director of
Recreation,
Culture, and
Parks
Managers of Parks & Facilities
and Manager of Recreation $4.6 Million $1.33 Million $0.00 None
Enhanced tree planting In progress and Ongoing
annually Each year Q4
Manager of
Parks and
Facilities
Supervisor of Parks &
Cemetery $30,000 per year $30,000 30000 per year None
Affordable housing collaboration with Oxford County In progress - Committee
developed and meeting regularly On-going CAO
Affordable and Attainable
Housing Committee, Oxford
County, CBO, EA, Economic
Development Commissioner
TBD $0.00 Strategic Plan Priorities -
$60,000 County Planning
Partnership for a new splash pad In progress Q2, 2022
Director of
Recreation,
Culture, and
Parks
Manager Parks & Facilities $400,000 $106,700 $0 RCP Admin, Chief
Operator
Trail system upgrades In progress Each year Q4
Manager of
Parks and
Facilities
Supervisor of Parks &
Cemetery $15,000 $15,000 $15,000 None
Long-term care advocacy In progress Ongoing Mayor CAO, Development
Commissioner TBD $0.00 $0.00
Executive Assistant to
assist with delegation
packages and
coorespondence.
Provincial approval of designated
bed.
Secure a new walk-in clinic In progress TBD TDMH Physician Recruitment
Committee $2-3 M $0.00 $0.00
Staff Resources to
support business case
development.
Private sector interest
Property standards review and enforcement plan In progress Q4 2022 Chief Building
Official CBO / By-Law Officers $0.00 $0.00 $0.00 Dependant on Council
direction Council Direction Provide report to Council with
enforcement plan options.
Create additional community events Not started Ongoing
Economic
Development
Officer
Economic Development
Comissioner, RCP AA, new Ec
Dev Position
TBD $0.00 $0.00
Require additonal
contract or part-time staff
person
Require additonal contract or part-
time staff person
Medium-Term Feasibility study for increased/ enhanced cultural
amenities In progress & On-going On-going
Culture &
Heritage
Mgr/Curator
Culture & Heritage
Manager/Curator $12,000 $12,000.00 $12,000 Director of Recreation,
Culture, and Parks
Continued roll-out of enterprise wide workflow
management In progress and on-going On-going
Director of
Corporate
Services
Clerk, Deputy Clerk, Records
Coordinator
$51,000 - modnerization
monies can offset if
application is approved
$0.00 $17,800
Department
representatives, IT, Think
Dox
Modernization Intake 3 Funding
Approval
County-wide service delivery study implementation
In progress - Oxford County CAOs
meet regularly to discuss; Activities
being carried out via Modernization
Funding; Status update report to
Oxford County Council on Sept 22,
2021.
2022, Q4 CAO SLT, EA, Oxford County
CAOs $291,540 $0.00 $35,000
Partner Municipalities,
Departmental support
staff for departmnetal
specific projects.
Modernization Intake 3 Funding
Approval
Town of Tillsonburg led initiatives.
Modernization Funding - Review of
Town Planning and Development
Services; Waste Management review
and implementation; Fire
Communications Analysis;
Review/Standardized Procurement
Practices; Airport Economic Impact
Study.
Consolidated Town Hall initiative
In progress - Updated space
needs study completed; RFP2021-
008 - Town Hall Space Needs
Design and Information Technology
Startegy Awarded
Current Phase - 2022, Q1 CAO
Town Hall Steering
Committee, SLT, CBO, EA,
Manager of Parks and
Facilities
Unknown $25,000 $438,000.00
$254,040 (2022)
Consultant Third Party
Review
Website redevelopment (improved navigation)In progress - Review has been
initiatied 2022 Communication
Officer
Communication Officer,
Director of Corporate
Services, IT, website provider
Estimate is $60,000
(mondernization funding
available)
0 $25,000 Corporate Services-
Communications Funding received
Mobile application for reporting and services In progress - Review has been
initiatied 2022 Communication
Officer
Director of Corporate
Services, Customer Service,
Department representatives
Estimate is 37,500
(modernization funding
available)
0 $18,151 all departments/service
provider
Budget approval - funding
received
Employee Engagement Strategy Not Started 2022
Manager of
Human
Resources
SLT Estimate of $10,000 0 $10,000 Human Resources Subject to budget approval
Volunteer Recognition Program Not Started 2022
Manager of
Human
Resources
Corporate Services, Deputy
Clerk Estimate of $2,500 0 $2,500 all departments, council,
communications Subject to budget approval
Youth Engagement Strategy and Youth Advisory
Committee Not Started 2022 Deputy Clerk Corporate Services,
Legislative Coordinator
Estimat of $1,000 plus local
government week amount 0 $1,000 Council, Communications Subject to budget approval
Consolidated customer service counter
In progress - Updated space
needs study completed; RFP2021-
008 - Town Hall Space Needs
Design and Information Technology
Startegy Awarded
2025
Director of
Corporate
Services
All departments/Customer
Service TBD $25,000 $254,040 Dependant on new Town Hall
Multi-year budgeting Not Started 2022 Finance Finance/SLT/Managers $28,000 0 $28,000 Finance/SLT/Managers Council Approval
Prerequisites to completion include
updated Asset Management Plan
(July 2022) and budgeting system
capabilities evaluation(completed).
Currently in 2021 Business Plan;
deferred to 2022.
Financial and Environmental Sustainability Plan Not Started 2024 Finance Finance & SLT TBD N/A TBD Finance & SLT & Staff Council Approval New initiative identified in the
Strategic Planning process
Municipal service review Not Started 2025 CAO SLT, EA, Management Team,
Council TBD 0 TBD Council Direction/Approval
Marketing and build-out of Van Norman Innovation
Park In progress 2024
Economic
Development
Officer
Development Commissioner,
Marketing Coordinator, EDAC $2.5 M $8,000 12,000 Private sector development
Continued roll-out and resourcing for Cloud based
permit application system
Complete - Building Permit
application completed.
In progress - Implement Planning
Application Web Portal & Digital
Service Delivery.
Q4, 2021
Q4, 2022
Chief Building
Official CBO/Building Inspector Interm $28,000.00 $28,000.00 $28,000.00 No County Planning/CloudPermit if
successful
CBO to keep in contact wth County
Planning for updates related to Cloud
based planning application system.
Included in the 2021 Businesss Plan
Continued promotion and facilitation of COVID-19
business support programs In proress 2023
Economic
Development
Officer
Development Commissioner,
Marketing Coordinator TBD 0 $2,000 No COVID Virus , provinical and
federal policies and programs
Continued support for BIA and town-wide businesses
during COVID-19 recovery Not started 2022
Economic
Development
Officer
Mayor, BIA, Chamber $10,000 0 $10,000 Funding My Main Street Funding,
Provincial/Federal Funding
Increase diversity in local manufacturing and other key
sectors In progress Ongoing
Economic
Development
Officer
Development Commissioner,
Marketing Coordinator, EDAC,
Private Sector
$5,000 0 $5,000 Manufacturers Engagement
Boundary expansion initiative In progress - Committee
established and meeting regularly 2025 CAO
Boundary Adjustment
Committee, Economic
Development Commissioner,
EA, Director of Operations
and Development
TBD Strategic Plan Priorities -
$60,000 TBD Councty Planning,
Consultant
Economic Development Strategy Update In progress 2027
Economic
Development
Officer
EDAC $5,000 $10,000 $5,000 Community and stakeholder
engagement
Corporate-wide rapid response approach for new
business opportunities Not started TBD
Economic
Development
Officer
EDAC TBD 0 $0.00 SLT
Short-Term
Build out of new industrial land purchase In progress 2028
Economic
Development
Officer
Development Commissioner,
Consultants, EDAC, Council
250000 (Planning and
design fees)0 $50,000 Consultants
Ongoing
Replenish and grow municipal reserves On-going On-going Finance Finance/SLT/Managers TBD 0 TBD Finance/SLT/Managers Council Approval
Policy review including any new policy
development. Buy-in from Council
necessary; impact will put pressures
on increasing tax rates.
Boundary expansion initiative In progress - Committee
established and meeting regularly 2025 CAO
Boundary Adjustment
Committee, Economic
Development Commissioner,
EA, Director of Operations
and Development
TBD Strategic Plan Priorities -
$60,000 TBD Councty Planning,
Consultant
Development Charges Study Complete Study expires June 13, 2024 Finance Finance, Building, Engineering TBD 0 TBD Finance, Building,
Engineering Council Approval
Interim update was completed early
2021 due to changes to the More
Homes, More Choice Act, and COVID-
19 Economic Recovery Act.
Recreation Master Plan Not Started 2023
Manager
Recreation
Services
Recreation Team,
Communications Officer $25,000 0 $25,000 Director RCP
Attainable housing plan In progress - Committee
developed and meeting regularly 2025 CAO
Affordable and Attainable
Housing Committee, Oxford
County, CBO, EA, Economic
Development Commissioner
TBD Strategic Plan Priorities -
$60,000 TBD
Senior Level
Governments, Private
Sector Partners,
Enhanced development standards that benefit the
community (incl. tree planting, affordable housing,
walkability, livability, connectivity)
In progress and Ongoing Q2, 2022
Director of
Operations and
Development
Director of Public Works,
Manager of Engineering,
Manager of PW
0 Staff Salary 0 C ounty Planner, CBO,
RCP, Clerks Council approval
Identify opportunities for infill development Ongoing Q4, 2022
Economic
Development
Commissioner
Economic Development, CBO,
Planner 0 0 0 Oxford County Planning
Meetings and coordination
required between Economic
Development, Engineering,
Building, Planning, Clerks.
Short-Term Enhanced public engagement in placemaking In Progress and Ongoing Ongoing
Director of
Corporate
Services
Communication Officer and
Departments TBD 0 $0.00
Opportunities for
consultant to provide
services
Downtown Parking Strategy Last one completed in 2018 2028
Economic
Development
Officer
Director of Operations &
Development, Manager of
Engineering, CBO
$30,000 0 $30,000 Consultant
Resourcing review to service growth Not Started Q2 2024
Director of
Operations and
Development
Director of Finance, Senior
Analyst/Deputy Treasurer,
Manager of Engineering
$20,000.00 0 $20,000.00 SLT and Managers
Council Approval, Public
consultation, Developers and
stakeholder feedback
Development Charges Background
Study
Town participation in regional public transit initiative Ongoing 2025 Transit
Coordinator
Transit Coordinator, Director
of O&D
$1 457 732 (March 2018 to
March 2023),
$743 510 (March 2023 to
March 2025) funding from
the Province
$1 457 732 (March 2018
to March 2023),
$743 510 (March 2023 to
March 2025) funding from
the Province
$1 457 732 (March 2018
to March 2023),
$743 510 (March 2023 to
March 2025) funding from
the Province
Transit Coordinator SCOR ECT, SCT, Council.Included in the 2021 Businesss Plan
Asset Management Plan In progress - Phase 1 - 95%
completed 2025 Manager of
Engineering
Operations and Development,
Director of Finance, Senior
Analyst/Deputy Treasurer
Approx $100,000 for phase
1 $111,700 $114,400 (2022)Engineering, Finance and
RCP staff
Council Approval, Province
approval. Included in the 2021 Businesss Plan
Immediate-Term
Airport Master Plan and implementation In progress - Study Completed -
Implementation over 10 years.2021 - Study Manager of
Public Works
Operations and Development,
Airport administrator, Manager
of PW
$75,000 $75,000 Update every 5 years Public Works Council Approval, Tillsonburg
Advisory Committee Included in the 2021 Businesss Plan
Transportation Master Plan (includes investigation of
truck route and Concession St. extension)
Not started - Included in the 2021
Budget. Council did not approve
this study. This MP will be included
in the 2022 budget
2023 Manager of
Public Works
Director of O&D, Manager of
PW, Manager of Engineering $80,000 0 Update every 5 years Public Works and
Engineering
Council Approval, MTO, County
of Oxford, Public consultation
required.
75% DC funded. This project will be
included in the 2022 Businesss Plan
Electric vehicle infrastructure study Not started - Included in the
Transportation MP 2023 Manager of
Public Works
Director of O&D, Manager of
PW, Manager of Engineering
Included in the
Transportation MP 0 0 Public Works and
Engineering
Council Approval, MTO, County
of Oxford, Public consultatiopn
required.
This project will be included in the
2022 Businesss Plan
Medium-Term
Master Drainage Planning Study Not started - included in the 2022
budget 2023 Manager of
Engineering
Director of O&D, Manager of
PW, Manager of Engineering $112,400 0 Update every 5 years Public Works and
Engineering
Council Approval, County of
Oxford, Public consultatiopn
required.
75% DC funded. This project will be
included in the 2022 Businesss Plan
Connectivity and Access: Tillsonburg residents and businesses
will be connected to each other, regional networks and the world
through effective traditional and digital infrastructure.
Ongoing
Lifestyle and Amenities: Within the community, Tillsonburg will
strive to offer residents - from children to seniors - the amenities,
services and attractions they require to enjoy balanced lifestyles
Ongoing
Immediate-Term
Short-Term
Ongoing
Short-Term
Business Attraction, Retention and Expansion: Through
community and regional partnerships Tillsonburg will attract and
retain a diverse range of businesses, creating employment
opportunities for residents and a balanced tax base.
Immediate-Term
Community Growth: The Town of Tillsonburg will accommodate
and finance sustainable, responsible growth, welcoming new
residents and businesses while retaining the community's unique
identity.Immediate-Term
Medium-Term
Resources
Customer Service, Communication and Engagement: The Town of
Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services,
information, and opportunities to shape municipal initiatives.
Ongoing
Immediate-Term
Short-Term
*Legend:
Ongoing = implementation in progress
Immediate-Term = 1-3 year implementation start
Short-Term = 3-5 year implementation start
Medium-Term = 5-10 year implementation start
Page 127 of 219
CAO 21-14 Attachment 3
Page 1 of 2
Attachment #3 - Municipal Partnerships
EFFECTIVENESS RATING
Effective 4
Satisfactory 3
Needs Improvement 2
Not working 1
Municipal Partner Partnership Effectiveness
1 Central Elgin Fire Communications 4- Effective
2 Norwich Norwich (Sewage system of Ontario
building Code
4 - Effective
3 Norwich Norwich Fire Services Oxford County
Mutual Aid Program
4 - Effective
4 Norwich Norwich Informal recreation and parks 4 - Effective
5 Oxford County Waste management agreement for the
collection of large article items and yard
waste
3 - Satisfactory
6 Oxford County Water/wastewater operating agreement
for the collection of WW and water
distribution
2- Needs
Improvement
7 Oxford County Engineering agreement for water and
wastewater (Capital projects)
2- Needs
Improvement
8 Oxford County Agreement for the maintenance of
County roads within Town limits
4- Effective
9 Oxford County Agreement for the provision of planning
services.
2- Needs
Improvement
10 Oxford County Agreement for the provision of GIS
services
2 -Needs
Improvement
11 Bayham Road boundary maintenance agreement 4- Effective
12 Bayham Agreement for the provision of building
official shared services
3- Satisfactory
13 Bayham Joint ownership/ admin of utility corridor 4 - Effective
14 Province Intercommunity transit service 3- Satisfactory
15 Elgin County Purchasing power 4- Effective
16 Middlesex County Purchasing power 4- Effective
17 Oxford county Purchasing power 4- Effective
18 Alymer Fire Communications Agreement 2- Needs
Improvement
19 Bayham Fire Communications Agreement 3- Satisfactory
20 Central Elgin Fire Communications Agreement 2- Needs
Improvement
21 Dutton Fire Communications Agreement 2- Needs
Improvement
Page 128 of 219
CAO 21-14 Attachment 3
Page 2 of 2
22 Dunwich Fire Communications Agreement 2- Needs
Improvement
23 Malahide Fire Communications Agreement 2 - Needs
Improvement
24 Southwold Fire Communications Agreement 2 - Needs
Improvement
25 West Elgin Fire Communications Agreement 2 - Needs
Improvement
26 Chippewa’s Fire Communications Agreement 2 - Needs
Improvement
27 Ingersoll Fire Communications Agreement 2 - Needs
Improvement
28 Kincardine Fire Communications Agreement 2 - Needs
Improvement
29 Brockton Lucknow Fire Communications Agreement 2 - Needs
Improvement
30 Walkerton Fire Communications Agreement 3 - Needs
Improvement
31 Elmwood Fire Communications Agreement 3 - Needs
Improvement
32 Hanover Fire Communications Agreement 3 - Needs
Improvement
33 Ripley Fire Communications Agreement 2 - Needs
Improvement
34 South Huron Fire Communications Agreement 2 - Needs
Improvement
35 Orangeville Fire Communications Agreement 2 - Needs
Improvement
36 Mulmur Melachton Fire Communications Agreement 2 - Needs
Improvement
37 Grand Valley
Shelburne
Fire Communications Agreement 2 - Needs
Improvement
38 Fort Erie Fire Communications Agreement 2 - Needs
Improvement
39 Elgin Mutual Aid Agreement 3 - satisfactory
40 Oxford Mutual Aid Agreement 3 - satisfactory
41 Norfolk Fire
Services
Mutual Aid Agreement 3 - satisfactory
42 BIA MOU 4 - Effective
43 Station Arts MOU 4 - Effective
44 Oxford Connection County wide Econ Dev’t coordination 4 - Effective
45 Southwestern
Ontario marketing
Alliance
Regional investment attraction 2 – Needs
Improvement
46 South Central
Ontario Region
Capacity and infrastructure development 2 – Needs
Improvement
Page 129 of 219
Community
Strategic Plan
2021 – 2030
Page 130 of 219
This is a Community Strategic Plan and hearing
from local residents, businesses, and community
groups was essential to develop the priorities
identified in this document. Even during
challenging times associated with the global
pandemic the focus remained on ensuring
every opportunity was available for effective
and efficient public engagement. I am pleased
to report that more than 400 individuals from
throughout our community contributed their
ideas. Whether you completed our community
survey, prepared submissions from your
organization, or participated in a focus group,
please be assured that every contribution was
carefully considered and helped to formulate
the eventual roadmap that will guide our
community over the next ten years.
As we listened to our community, key themes
emerged such as ensuring affordable and
attainable housing options, enhancing our
trails and community amenities, attracting
and retaining strong employment opportunities,
fostering community partnerships, and maintaining
our family-oriented small-town appeal. These needs
are addressed within our Community Strategic
Plan with tangible priority projects and timelines.
Municipal accountability and regular community
updates will remain key to delivering on the
framework of this living document.
The Mission, Vision and Values identified
in this comprehensive plan reflect who we are
as a community, where we have come from,
and importantly focuses on where we are
going to enhance and protect the legacy
of our unique community.
I would like to take this opportunity to thank
our Town employees for contributing their ideas
during this process. Our team at the Town
is proud to serve the people of Tillsonburg
and demonstrate their commitment to the
community on a daily basis.
We are grateful for the contributions and guidance
of our community as we continue to strive for local
government excellence. I hope you will take the
time to review the objectives we’ve presented
in this document and the aspirational goals
as contributed by our community partners
and hold us accountable for results.
This Community Strategic Plan, as reinforced
by the population of the Town of Tillsonburg,
is designed to guide the municipality over the
next several years, while remaining flexible
to ensure opportunities remain available
to succeed and prosper within the overall
scope of our shared collective Vision.
We look forward to continuing to work with
you to build a Tillsonburg that is connected,
enriched and inspired.
Sincerely,
Stephen Molnar, Mayor of Tillsonburg
Message from
the Mayor
On behalf of Municipal Council and
the Town of Tillsonburg, I am pleased to
present our new Community Strategic Plan.
COMMUNITY STRATEGIC PLAN · 2
Page 131 of 219
Mayor
Stephen Molnar
519–688–3009 ext. 4050
smolnar@tillsonburg.ca
Councillor
Pete Luciani
519–688–3009 ext. 4054
pluciani@tillsonburg.ca
Councillor
Penny Esseltine
519–688–3009 ext. 4052
pesseltine@tillsonburg.ca
Councillor
Chris Roseheart
519–688–3009 ext. 4056
croseheart@tillsonburg.ca
Deputy Mayor
Dave Beres
519–688–3009 ext. 4051
dberes@tillsonburg.ca
Councillor
Christopher Parker
519–688–3009 ext. 4055
cparker@tillsonburg.ca
Councillor
Deb Gilvesy
519–688–3009 ext. 4053
dgilvesy@tillsonburg.ca
Town Council
Get to know your 2018–2022 Tillsonburg Town Council
COMMUNITY STRATEGIC PLAN · 3
Page 132 of 219
What is a Strategic Plan?
The Town of Tillsonburg Community Strategic
Plan provides a roadmap for municipal projects,
priorities and initiatives by working with residents,
businesses, community partners and employees
to answer the following five questions:
Vision Statement
Mission Statement
Corporate Values
Goals,
Strategic Directions,
Priority Projects
Performance
Measurement
Framework
12345
What are we working
toward as a community?
What is the Town of
Tillsonburg’s role?
Which values are most
important in serving Tillsonburg?
Where should we focus
our energy and attention?
How will we know
the plan is successful?
COMMUNITY STRATEGIC PLAN · 4
Page 133 of 219
“Our vision for Tillsonburg is to grow
a vibrant and engaged community built
on partnerships and entrepreneurial
spirit. The vision includes diverse
housing, employment options,
modern amenities and sustainable
growth that remains true to our
culture and heritage and positions
the community as a regional centre.”
“The Town of Tillsonburg strives
for excellence in local government
by providing efficient and effective
municipal services, facilitating
partnerships, attracting and supporting
businesses, promoting local heritage
and identity, advancing the community
as a regional centre and demonstrating
results to the community.”
Vision
What are we working toward as a community?
Mission
What is the Town of Tillsonburg’s role?
COMMUNITY STRATEGIC PLAN · 5
Page 134 of 219
Serving Our Community
We have heard from our community that
the following values are most important
when interacting with Town representatives
and employees.
• Integrity – Doing what is right and making
decisions in the best interest of the community.
• Service – Providing exceptional customer
experiences and effective municipal services.
• Accountability – Demonstrating value
for tax dollars and visible progress on
municipal initiatives.
• Efficiency – Making each tax dollar go
as far as possible.
• Transparency – An open government that is
forthcoming with information and decisions.
• Respect – Valuing the role that each resident,
business and organization plays in making
Tillsonburg a great community.
• Communication – Raising awareness for
municipal services, initiatives and decisions and
offering opportunities for the community to
become involved.
• Professionalism – Information and services
provided by highly knowledgeable and skilled
municipal experts.
• Consistency – Clear policies and procedures
that are applied with fairness for all residents,
businesses and community partners.
Working as one team
To succeed in serving our community,
our team prioritizes the following values
when working together.
• Respect – Valuing the role that each employee,
regardless of title or position, plays in making
Tillsonburg a great community.
• Teamwork – Breaking down silos and working
as one team in service to the community.
• Service – Providing exceptional customer
experiences and effective municipal services.
• Accountability – Demonstrating value
for tax dollars and visible progress on
municipal initiatives.
• Integrity – Doing what is right and making
decisions in the best interest of the community.
• Professionalism – Investing in the growth
of employees to deliver value to Tillsonburg.
• Communication – Sharing knowledge across
the organization to engage employees and
meet the needs of customers and partners.
• Transparency – An open government that is
forthcoming with information and decisions.
• Trust – Relying on colleagues for responsive
support to meet customer needs and achieve
shared goals.
Corporate Values
Which values are most important
in serving Tillsonburg?
Values are the behaviours that govern
how individuals in an organization interact
with each other and their customers.
COMMUNITY STRATEGIC PLAN · 6
Page 135 of 219
Corporate Values
Where should we focus our energy and attention?
The following goals guide the
implementation of the Town of
Tillsonburg’s Community Strategic Plan:
Lifestyle and
Amenities
Customer Service,
Communication and
Engagement
Business Attraction,
Retention and Expansion
Community
Growth
Connectivity and
Transportation
Within the community Tillsonburg will strive
to offer all residents the amenities, services and
attractions they require to enjoy balanced lifestyles.
The Town of Tillsonburg will strive for excellence
and accountability in government, providing
effective and efficient services, information, and
opportunities to shape municipal initiatives.
Through community and regional partnerships,
Tillsonburg will attract and retain a diverse range
of businesses, creating employment opportunities
for residents and a balanced tax base.
The Town of Tillsonburg will accommodate
and support sustainable growth.
Tillsonburg will strive to improve connectivity
for residents and businesses through traditional
and digital infrastructure.
The actions and priorities under each
of these goals are described on the
following pages.
12345
COMMUNITY STRATEGIC PLAN · 7
Page 136 of 219
Goal:
Within the community, Tillsonburg
will strive to offer residents the amenities,
services and attractions they require
to enjoy balanced lifestyles.
Strategic Directions:
• Work with Oxford County and community partners
to ensure an adequate supply of affordable, attainable
housing options.
• Provide an expanded, accessible network of parks and trails.
• Update municipal sports facilities consistent with
modern standards.
• Develop a robust, long-term asset management plan to
inform evidence-based decisions regarding the maintenance,
rehabilitation and replacement of community facilities.
• Facilitate the enhancement and diversification of retail
and dining opportunities in the downtown.
• Increase opportunities to enjoy culture, events
and leisure activities in Tillsonburg.
• Maintain and enhance programs and facilities to support
an active, engaged senior population.
• Maintain and enhance programs and facilities to support
an active, engaged youth population.
• Target new programs, services, amenities and attractions
that will be a magnet for young families.
• Expand community partnerships in the delivery of
programs and amenities.
• Preserve and naturalize Lake Lisgar and its surroundings
as a community attraction.
• Community Centre rehabilitation
• Enhanced tree planting
• Affordable housing collaboration
with Oxford County
• Partnership for a new splash pad
Immediate Term
(1–3 year implementation start)
• Trail system upgrades
• Long-term care advocacy
• Secure a new walk-in clinic
• Property standards review & enforcement plan
• Create additional community events
Short Term
(3–5 year implementation start)
• Feasibility study for increased/enhanced cultural
amenities
Medium Term
(5–10 year implementation start)
Lifestyle and Amenities
Priority Projects 1
• Physician recruitment program
• New playgrounds construction
Ongoing Projects
COMMUNITY STRATEGIC PLAN · 8
Page 137 of 219
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 Directions:
• Continue to develop digital service delivery while
maintaining counter and telephone channels.
• 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.
• Engage community groups, including
advisory committees and service organizations,
in shaping municipal initiatives.
• Enhance employee engagement and training as
the foundation for exceptional customer service.
• Explore opportunities for service efficiencies
in partnership with adjacent municipalities.
• Advocate for community needs with
other levels of government.
• Position Tillsonburg as a leader in the
municipal sector.
• Consolidated Town Hall initiative
• Navigation improvements on municipal website
• Mobile application for reporting and
service requests
• Employee Engagement Strategy
• Volunteer Recognition Program
• Youth Engagement Strategy and
Youth Advisory Committee
• Consolidated customer service counter
Immediate Term
(1–3 year implementation start)
• Continued roll-out of enterprise-wide
workflow management
• County-wide service delivery study
implementation
Ongoing Projects
• Multi-year budgeting
• Financial & Environmental Sustainability Plan
• Municipal service review
Short Term
(3–5 year implementation start)
Customer Service,
Communication and Engagement
Priority Projects 2
COMMUNITY STRATEGIC PLAN · 9
Page 138 of 219
Goal:
Through community and regional
partnerships, Tillsonburg will attract
and retain a diverse range of businesses,
creating employment opportunities for
residents and a balanced tax base.
Strategic Directions:
• Continue to streamline and expedite
the building approval process.
• Instill an “open for business” culture across
the corporation that prioritizes economic
development and business attraction.
• Ensure adequate supply of “shovel ready” land
for business attraction and expansion.
• Develop a “made in Tillsonburg” approach
to education, training and development
based on the workforce needs of current
and prospective employers.
• Support local businesses in
post-COVID-19 recovery.
• Explore the feasibility of an enhanced
tourism product offering in Tillsonburg.
• Facilitate attainable housing options
for local employees.
• Boundary expansion initiative
• Economic Development Strategy update
• Corporate-wide rapid response approach
for new business opportunities
Immediate Term
(1–3 year implementation start)
• Build out of new industrial land purchase
Short Term
(3–5 year implementation start)
Business Attraction,
Retention and Expansion
Priority Projects 3
• Marketing and build out of Van Norman
Innovation Park
• Continued roll-out and resourcing for
Cloud-based permit application system
• Continued promotion and facilitation
of COVID-19 business support programs
• Continued support for BIA and town-wide
businesses during COVID-19 recovery
• Increase diversity in manufacturing
and other key sectors
Ongoing Projects
COMMUNITY STRATEGIC PLAN · 10
Page 139 of 219
Goal:
The Town of Tillsonburg will
accommodate and support
sustainable growth.
Strategic Directions:
• Promote, preserve and enhance the downtown
core as the retail centre and community hub
for Tillsonburg.
• Continue to offer relevant, leading incentives
for revitalization and diversification in the
downtown and throughout Tillsonburg.
• Pursue the acquisition of additional municipal
land to accommodate growth.
• Plan and develop a long-term financing
strategy for new services and infrastructure
to support growth.
• Work with Oxford County and the development
community to proactively plan for a variety
of housing options that are affordable and
attainable for current and prospective residents.
• Boundary expansion initiative
• Development Charges Study
• Recreation Master Plan
• Attainable housing plan
• Enhanced development standards that
benefit the community (including tree
planting, affordable housing, walkability,
livability, connectivity)
• Identify opportunities for infill development
Immediate Term
(1–3 year implementation start)
• Enhanced public engagement in planning
policies and placemaking
Short Term
(3–5 year implementation start)
• Downtown Parking Strategy
• Resourcing review to service growth
Medium Term
(5–10 year implementation start)
Community Growth
Priority Projects
• Replenish and grow municipal reserves
Ongoing Projects
4
COMMUNITY STRATEGIC PLAN · 11
Page 140 of 219
Goal:
Tillsonburg residents and
businesses will be connected
to each other, regional networks,
and the world through effective
traditional and digital infrastructure.
Strategic Directions:
• Develop a multi-modal transportation
network with improved connectivity
to the 401 and VIA Rail.
• Leverage the municipal airport more
effectively to increase access, visibility
and business activity in Tillsonburg.
• Provide alternatives to automobile travel through
active transportation and public transit.
• Develop a robust, long-term asset management
plan to inform evidence-based decisions on the
maintenance, rehabilitation and replacement
of municipal infrastructure.
• Continue to support and advocate for
reliable, affordable and universal access
to broadband services.
• Airport Master Plan and implementation
Immediate Term
(1–3 year implementation start)
• Transportation Master Plan
(includes investigation of truck route
and Concession Street extension)
• Electric vehicle infrastructure study
Short Term
(3–5 year implementation start)
• Master drainage planning study
Medium Term
(5–10 year implementation start)
Connectivity and
Transportation
Priority Projects 5
Ongoing Projects
• Town participation in regional transit initiative
• Asset Management Plan
COMMUNITY STRATEGIC PLAN · 12
Page 141 of 219
What gets measured, gets done.
In addition to demonstrating progress on
the priority projects listed in this document,
the Town of Tillsonburg is committed
to tracking and reporting the following
performance indicators on an annual basis
to monitor Tillsonburg’s progress toward
community goals.
Lifestyle and Amenities
• Average percentage of household income
spent on housing
• Proportion of residents in core housing need
• Number of trees planted
• Total kilometers of trail network
• Total paved kilometers of trail network
• Total kilometers of cycling network
• Kilometers of trail network per capita
• Acres of parkland maintained
• Acres of parkland per capita
• Average household distance to a municipal park
• Average age of play structures
• Accessibility – number of compliant
play structures
• Facilities condition rating
• Accessibility – number of compliant facilities
• Percentage of downtown storefronts
as dining and retail
• Number of annual community events
• Number of community partnerships
• Net new community physicians
• Number of recreation program registrations
• Waterpark utilization
• Number of facility rentals
• Prime time facilities utilization rate
• Off-peak facilities utilization rate
Customer Service
• Number of services available online
• Number of services available through centralized
customer service counter
Communication, Engagement
• Customer satisfaction rate
• Employee engagement rate
• Annual local tax increase
• Rolling four-year average tax increase
• Average time for service resolution
• Average number of monthly visits
to municipal website
• Number of public engagement campaigns
Performance Framework
How will we know the plan is successful?
COMMUNITY STRATEGIC PLAN · 13
Page 142 of 219
Business Attraction,
Retention and Expansion
• Number of jobs created through new investment
• Number of jobs retained
• Number of business starts/firm creation growth
• Number of net new business starts
• Percentage of tax base related to employment
• New commercial/industrial assessment
• Total acres of employment land
• Total acres of employment land available
for development
• Acres sold/developed in Van Norman
Innovation Park
• Working age population, 15 to 64 years of age
• Employment participation rate
• Number of local post-secondary
training programs
Community Growth
• Population growth
• Taxable assessment growth
• Value of construction activity
• Number of building permit applications
• Total value of building permits
• Downtown vacancy rate
• Average fire response times, in minutes
• Number of registered heritage properties
• Acres of land available for industrial
development
• Acres of land available for commercial
development
• Acres of land available for residential
development
• Number of housing units created as rent geared
to income
• Number of single-family detached units
• Number of semi-detached units
• Number of rowhouse units
• Number of multi-residential units
• Number of secondary units
• Rental vacancy rate
• Value of funding applications approved through
Community Improvement Plan
• Average building permit approval time, in days
• Number of public input opportunities in
planning issues
Performance Framework
How will we know the plan is successful?
COMMUNITY STRATEGIC PLAN · 14
Page 143 of 219
Connectivity and Transportation
• Average road condition rating
(Pavement Condition Index)
• Average bridge condition rating (OSIM)
• Number of road lane kilometers maintained
• Number of road land kilometers resurfaced
or reconstructed
• Number of sidewalk kilometers maintained
• Number of sidewalk kilometers rehabilitated
• Percentage of properties with access
to high-speed internet
• Number of passenger trips, T:GO in-town
• Number of passenger trips, T:GO
inter-community
• Kilometers of water/wastewater
distribution pipes
• Kilometers of stormwater collection pipes
• Number of stormwater collection ponds
• Number of watermain breaks
• Number of sewer back-ups
• Number of sinkholes
• Number of potholes
• Aircraft movement
• Airport hangar square footage
• Total rail volume
• Number of companies accessing rail
Performance Framework
How will we know the plan is successful?
COMMUNITY STRATEGIC PLAN · 15
Page 144 of 219
Thank you to the over 400 local residents
who participated in the Town of Tillsonburg’s
strategic planning process. From improving
local amenities such as the Community Centre
and trail network, to strengthening community
connections, to creating opportunities for youth,
every contribution was considered and drove
the development of this final Community
Strategic Plan.
Thank you to local businesses and service
clubs who took the time to participate in focus
group sessions. Feedback from local leaders was
instrumental in determining priorities related
to supporting businesses and facilitating
community partnerships.
Thank you to the many employees who
shared their views and ideas. With a steadfast
commitment to the people, businesses and
organizations in Tillsonburg, employees are
important contributors to the community’s success.
Thank you to Members of Tillsonburg Town
Council for their leadership, guidance and
community commitment during the strategic
planning process. Together with employees
and the community, Council has established
a forward-thinking vision for Tillsonburg,
a roadmap for moving the community forward,
and a commitment to demonstrate results.
Acknowledgements
COMMUNITY STRATEGIC PLAN · 16
Page 145 of 219
Page 1 of 2
Subject: Committee of Adjustment
Report Number: CS 21-37
Department: Corporate Services Department
Submitted by: Amelia Jaggard, Deputy Clerk
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT all members of Tillsonburg Town Council be appointed to the Committee of
Adjustment;
AND THAT an appointment By-Law be brought forward for Council’s consideration.
BACKGROUND
The Planning Act provides that if a municipality has passed a By-Law under Section 34
of the Act (a zoning by-law), the council may by By-Law constitute and appoint a
committee of adjustment for the municipality which shall be composed of a minimum of
three persons.
The Committee of Adjustment is a quasi-judicial body, operating independently from
Council, which must comply with rules of procedure as prescribed in the Planning Act.
In accordance with Section 44(3) of the Planning Act, the members of the committee
who are members of a municipal council shall be appointed annually.
The appointment of Council to the Committee of Adjustment is required for the year
2022 in order to comply with the Planning Act, R.S.O. 1990.
FINANCIAL IMPACT/FUNDING SOURCE
None.
Page 146 of 219
CS 21-37
Page 2 of 2
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.
Not applicable.
ATTACHMENTS
None.
Page 147 of 219
Page 1 of 3
Subject: 2022 Council Meeting Calendar Revisions
Report Number: CS 21-38
Department: Corporate Services Department
Submitted by: Amelia Jaggard, Deputy Clerk
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT the following Council Planning meetings be re-scheduled for 2022:
1. Monday, April 18, 2022 be re-scheduled to Tuesday, April 19, 2022 due to Easter
Monday.
2. Monday, March 21, 2022 be re-scheduled to Tuesday, March 22, 2022 to be held
on the Town’s 150 Anniversary.
AND THAT the Council meeting of Monday, October 24, 2022 be cancelled due to the
2022 Municipal Election.
BACKGROUND
In accordance with the Town’s Procedural By-Law, Council meetings are held on the
second and fourth Monday of the month, except in the months of July, August and
December.
DISCUSSION
Staff are recommending that the Council Planning meeting of Monday, March 21, 2022
be re-scheduled to Tuesday, March 22, 2022 to coincide with the date of the very first
Tillsonburg Town Council meeting held 150 years ago on March 22, 1872. Staff will ask
the Town Crier to attend; further ceremonial details would be confirmed closer to the
date.
Page 148 of 219
CS 21-38
Page 2 of 3
The Council Planning meeting of Monday, April 18, 2022 needs to be re-scheduled to
Tuesday, April 19, 2022 due to Easter Monday.
The Council meeting of Monday, October 24, 2022 needs to be cancelled due to the
2022 Municipal Election.
2022 Regular Council meeting dates:
Monday, January 10, 2022
Thursday, January 27, 2022
Monday, February 14, 2022
Thursday, March 3, 2022
Monday, March 14, 2022
Monday, March 28, 2022
Monday, April 11, 2022
Monday, April 25, 2022
Monday, May 9, 2022
Tuesday, May 24, 2022
Thursday, June 16, 2022
Monday, June 27, 2022
Monday, July 11, 2022
Monday, August 8, 2022
Monday, September 12, 2022
Monday, September 26, 2022
Tuesday, October 11, 2022
Monday, November 14, 2022
Monday, November 28, 2022
Monday, December 12, 2022
2022 Council Planning meeting dates:
Tuesday, January 18, 2022
Tuesday, February 22, 2022
Tuesday, March 22, 2022
Tuesday, April 19, 2022
Monday, May 16, 2022
Monday, June 20, 2022
Monday, September 19, 2022
Monday, October 17, 2022
Monday, November 21, 2022
Page 149 of 219
CS 21-38
Page 3 of 3
CONSULTATION
Senior Planner.
Following Council approval, the 2022 Council Meeting Calendar will be circulated to MP
Dave MacKenzie, MPP Ernie Hardeman, County of Oxford Clerk’s Office and the
County of Oxford Planning Department. The calendar will be shared in the local
newspaper and posted on the Town website.
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
☒ 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.
Not applicable.
ATTACHMENTS
None.
Page 150 of 219
Page 1 of 4
Subject: Kinsmen Pedestrian Bridge
Report Number: OPD 21-46
Department: Operations and Development Department
Submitted by: Shayne Reitsma, Manager of Engineering
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT report OPD 21-46 Kinsmen Pedestrian Bridge be received as information;
AND THAT Council direct staff to implement ____:
Option 1 – Do Nothing: Initial costs $25,000 – plus average yearly costs over 10
years $122,000; or
Option 2 - Bridge Rehabilitation: Initial costs $4,220,000 – plus average yearly
costs over 30 years $20,000; or
Option 3 - Bridge Superstructure Reconstruction (Like-for-Like Replacement):
Initial costs $4,820,000 – plus average yearly costs over 60 years $24,666; or
Option 4 - Bridge Replacement (Prefabricated Pedestrian Bridge): Initial costs
$4,500,000 – plus average yearly costs over 80 years $16,250
BACKGROUND
The Kinsmen Bridge is a nine-span wood deck on steel plate girder structure with a
southwest-northeast orientation and a substructure that features cut stone masonry
block piers and abutments. The bridge was constructed in 1888 to carry GWR CAL
railway over Stoney Creek, and was converted to a pedestrian bridge following the
abandonment of the railway in the 1990’s.
As part of the provincially mandated Ontario Structural Inspections (OSIM) the Town
hired GM Blue Plan consulting for the completion of the OSIM’s and they completed
further analysis of the Kinsmen Pedestrian Bridge in conjunction with previous reports
provided by ASI and Vallee which were presented to Council March 22, 2021.
Page 151 of 219
OPD 21-46
Page 2 of 4
The report provided by GM Blue Plan to the Town outlining design/maintenance options
is attached.
DISCUSSION
Option 1 – Do Nothing
If the Town of Tillsonburg were to do nothing to the bridge, lacking the initiation of a
major rehabilitation within the noted time frame of less than five (5) years, it is
anticipated that the structure will require closure or removal for the public’s safety in less
than ten (10) years. Residents would be required to walk down Baldwin or Concession
Street in order to get to the downtown core or use public transportation. An estimated
cost of $25,000 would be required for the closure and removal would cost $1,220,000. A
Pro and Con table has been provided:
PRO CON
- Lowest cost solution of $1,245,000 - Removal of a key pedestrian
access point to the downtown core
- Promotes usage of public
transportation
- Removal of a noticeable feature
within the Town of Tillsonburg
- Promotes active transportation - Does not address need for
updated pedestrian barrier within
remaining 10 year lifespan
- No Schedule EA required
Option 2 – Bridge Rehabilitation
The bridge rehabilitation option consists of rehabilitation of the existing structure to
extend its service life, and ensure the structure is generally compliant with provincial
and federal structural codes. The bridge rehabilitation option includes isolated structural
steel member replacement, steel coating and new bridge deck for the implementation of
an updated pedestrian barrier. A Pro and Con table has been provided:
PRO CON
- Key pedestrian access point to the
downtown core is maintained
- Cost of $4,820,000
- Noticeable feature within the Town
of Tillsonburg is maintained to
current look
- Schedule C Environmental
Assessment required (Depending
on Heritage Impact Assessment,
HIA)
- Addresses need for updated
pedestrian barrier
- Estimated service life of 25-30
years.
- Equating to $160,667.00 per year
(Total cost over service life)
Option 3 - Bridge Superstructure Reconstruction (Like-for-Like Replacement)
Option 3 consists of reconstructing the existing steel superstructure like-for-like. Like-for
–like represents demolishing the existing steel components of the bridge, but then
reconstructing a new steel structure that’s looks almost identical as the current bridge
Page 152 of 219
OPD 21-46
Page 3 of 4
complete with new bridge deck for the implementation of an updated pedestr ian barrier.
To keep cost down the existing concrete piers would be left intact. A Pro and Con table
has been provided:
PRO CON
- Key pedestrian access point to the
downtown core is maintained
- Cost of $6,120,000
- New structure that mimics current
look
- Schedule C Environmental
Assessment required (Depending
on HIA)
- Addresses need for updated
pedestrian barrier
- Estimated service life of 50-60
years if concrete piers left.
- Equating to $102,000 per year
(Total cost over service life)
Option 4 – Bridge Replacement (Prefabricated Pedestrian Bridge)
This option consists of the replacement of the bridge in its entirety including
superstructure, piers, abutments, and existing foundations with a new prefabricated
pedestrian bridge at the same elevation as the existing bridge, complete with reinforced
concrete piers (2) and abutments. This option allows for new designs that has potential
for new park like features. A Pro and Con table has been provided:
PRO CON
- Key pedestrian access point to the
downtown core is maintained
- Cost of $5,800,000
- New Structure designed to current
needs
- Schedule C Environmental
Assessment required (Depending
on HIA)
- Addresses need for updated
pedestrian barrier
- Estimated service life of 75-80
years
- Potential for new park like features - Equating to $72,500 per year
(Total cost over service life)
CONSULTATION
Director of Operations and Development, Manager of Public works and Director of
Finance were consulted.
FINANCIAL IMPACT/FUNDING SOURCE
Depending on the option as listed in the table below, a debenture for the upfront capital
cost would be incurred in 2022 or in the year construction would commence. On a 30-
year debenture, the highest amount of option 3 (for illustrative purposes) would result in
annual principal and interest payments of $137K.
Page 153 of 219
OPD 21-46
Page 4 of 4
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 – 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 – Asset Management Plan
ATTACHMENTS
Appendix A – GM BluePlan – Kinsmen Pedestrian Bridge Preliminary Design Report
Page 154 of 219
G UELPH | O WEN S OUND | L ISTOWEL | K ITCHENER | L ONDON | H AMILTON | GTA
235 N ORTH C ENTRE R OAD, S UITE 103 LONDON, ON N5X 4E7 P:519 -672 -9403
F: 519-800 -8301 WWW.GMB LUE P LAN.CA
Prepared By:
Town of Tillsonburg
Kinsmen Pedestrian Bridge Preliminary Design Report
GMBP File: 521015-1
October 2021
Page 155 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
i
EXECUTIVE SUMMARY
GM BluePlan Engineering Limited (GM BluePlan) was retained by the Town of Tillsonburg to prepare a preliminary
design report for the Kinsmen Pedestrian Bridge. The purpose of this report is to provide a conceptual review of
rehabilitation and replacement options associated with this structure including estimated rehabilitation costs, estimated
structure replacement costs, and estimated remaining service life of the structure both before and after rehabilitation or
replacement. The scope of this assessment is strictly focused on the conceptual design review of the bridge and does
not include for the inspection and assessment of each individual structural element.
The scope of this report includes a background review of the bridge’s known history and existing conditions, a review of
rehabilitation and replacement options including EA implications, environmental impacts, heritage considerations , and
estimated construction costs, as well preparation of conceptual design drawings.
The Kinsmen Pedestrian Bridge is believed to be constructed prior to 1910, is positioned in an east-west orientation and
is located along the Veterans Memorial Walkway in the Town of Tillsonburg. The nine-span structure consists of a wood
deck wearing surface on top of timber deck ties connected to a steel superstructure consisting of steel girders, cross
bracing, pier columns complete with horizontal and diagonal bracing between columns. The superstructure is supported
by two masonry block abutments and 16 masonry block piers . The structure was originally constructed as a train bridge
and has since been converted for pedestrian use only.
An enhanced structural inspection was completed in 2019 by G. Douglas Vallee Limited that involved a hands-on
inspection and detailed assessment of each bridge element. The results of this enhanced inspection were reviewed and
generally agreed with during GM BluePlan’s 2021 OSIM inspection of the structure. The severe corrosion and section
loss noted throughout the steel superstructure highlights that many elements have reached the end of their service life.
Overall, the structure is in fair to poor condition with multiple elements including the steel girders, piers, diaphragms,
horizontal and diagonal pier bracing, steel bearings and wood bearing seats, masonry block abutments and piers, timber
deck, and chain link fencing, requiring rehabilitation or replacement withing 1-5 years.
As requested by the Town, GM BluePlan reviewed four options and associated capital cost estimates for
rehabilitation/replacement of the Kinsmen Pedestrian Bridge. Capital cost estimates presented within the report are
presented in 2021 dollar values and do not include HST; however, cost estimates do include associated costs such as
engineering design, construction administration and inspection fees, Municipal Class Environmental Assessment
requirements, and contingencies. The four options reviewed within this preliminary design report include:
• Option 1: Do Nothing
• Option 2: Bridge Rehabilitation
• Option 3: Bridge Superstructure Reconstruction (like-for-like replacement)
• Option 4: Bridge Replacement (prefabricated pedestrian bridge)
Page 156 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
ii
TABLE OF CONTENTS
1. INTRODUCTION .......................................................................................................................................................... 1
2. BACKGROUND ........................................................................................................................................................... 1
2.1 Existing Conditions ............................................................................................................................................... 2
2.2 Utilities .................................................................................................................................................................. 2
2.3 Environmental Considerations ............................................................................................................................. 2
3. REHABILITATION AND REPLACEMENT OPTIONS FOR CONSIDERATION ........................................................ 3
3.1 Deck Wearing Surface ......................................................................................................................................... 3
3.1.1 Timber Deck .................................................................................................................................................... 3
3.1.2 Reinforced Concrete Deck .............................................................................................................................. 4
3.1.3 Steel Grating Deck .......................................................................................................................................... 4
3.2 Pedestrian Barrier ................................................................................................................................................ 5
3.2.1 High Range Pedestrian Barrier ....................................................................................................................... 5
3.2.2 Mid Range Pedestrian Barrier ......................................................................................................................... 6
3.2.3 Low Range Pedestrian Barrier ........................................................................................................................ 6
3.3 Option 1 – Do Nothing .......................................................................................................................................... 6
3.4 Option 2 – Bridge Rehabilitation .......................................................................................................................... 6
3.5 Option 3 – Bridge Superstructure Reconstruction (like-for-like replacement) ...................................................... 7
3.6 Option 4 – Bridge Replacement (Prefabricated Pedestrian Bridge) .................................................................... 8
4. CLASS ENVIRONMENTAL ASSESSMENT IMPLICATIONS .................................................................................... 9
5. LIMITATIONS ............................................................................................................................................................ 11
6. SUMMARY ................................................................................................................................................................. 11
APPENDICES
APPENDIX A – CONCEPTUAL DESIGN DRAWINGS
APPENDIX B – COST ESTIMATES
Page 157 of 219
PEOPLE | ENGINEERING | ENVIRONMENTS
P AGE 1 OF 12
1. INTRODUCTION
GM BluePlan Engineering Limited (GM BluePlan) was retained by the Town of Tillsonburg to prepare a preliminary
design report for the Kinsmen Pedestrian Bridge. The purpose of this report is to provide a conceptual review of
rehabilitation and replacement options associated with this structure including estimated rehabilitation costs, estimated
structure replacement costs, and estimated remaining service life of the structure both before and after rehabilitation or
replacement. The scope of this assessment is strictly focused on the conceptual design review of the bridge and does
not include for the inspection and assessment of each individual structural element.
The scope of this report includes a comprehensive background review of the bridge’s known history a nd existing
conditions, a review of rehabilitation and replacement options including EA implications, environmental impacts, heritage
considerations, and estimated construction costs, as well preparation of conceptual design drawings.
The options for capital works are summarized in the sections below, complete with cost estimates attached. Capital costs
have been estimated based on our recent experience with similar bridge construction projects, including recent tender
prices received by GM BluePlan, and discussions with suppliers and contractors. The capital cost estimates are
presented in 2021 dollar values and do not include HST; however, cost estimates do include associated costs such as
engineering design, construction administration and inspection fees, efforts towards satisfying the Municipal Class
Environmental Assessment requirements, and contingencies. The estimated cost s contained in this report should be
considered as preliminary, as no pre-design work has been completed that may influence costs of items such as
environmental considerations, transportation requirements, geotechnical conditions, regulatory authority requirements,
as well as any ancillary work beyond the limits of the bridge.
2. BACKGROUND
The Kinsmen Pedestrian Bridge is believed to be constructed prior to 1910, is positioned in an east-west orientation and
is located along the Veterans Memorial Walkway in the Town of Tillsonburg. The nine -span structure consists of a wood
deck wearing surface on top of timber deck ties connected to a steel superstructure consisting of steel girders, cross
bracing, pier columns complete with horizontal and diagonal bracing between columns. The superstructure is supported
by two masonry block abutments and 16 masonry block piers. The structure was orig inally constructed as a train bridge
and has since been converted for pedestrian use only.
Prior to completing this preliminary design report, GM BluePlan reviewed the background information provided by the
Town including the 2019 Enhanced OSIM Report by G. Douglas Vallee Limited, and the 2017 OSIM report completed
by GM BluePlan Engineering.
The timber deck ties were replaced in 2010 and the existing wood decking was reinstalled on top.
We understand the Town has no drawings or records for the existing structure.
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
TOWN OF TILLSONBURG
OCTOBER 2021
GMBP FILE: 521015-1
Page 158 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 2 OF 12
2.1 Existing Conditions
An enhanced structural inspection was completed in 2019 by G. Douglas Vallee Limited that involved a hands-on
inspection and detailed assessment of each bridge element. The results of this enhanced inspection were reviewed and
generally agreed with during GM BluePlan’s 2021 OSIM inspection of the structure.
The severe corrosion and section loss noted throughout the steel superstructure highlights that many elements have
reached the end of their service life. Overall, the structure is in fair to poor condition with multiple elements including the
steel girders, piers, diaphragms, horizontal and diagonal pier bracing, steel bearings and wood bearing seats, concrete
abutments and piers, timber deck, and chain link fencing, requiring rehabilitation or replacement within 1-5 years.
The existing wood decking has been identified by the Town as a safety concern for pedestrians due to slippery conditions,
therefore, rehabilitation or replacement with a non-slip wearing surface will be included in our review.
The existing chain link fence does not meet today’s loading stand ards for pedestrian barriers as outlined within the
Canadian Highway Bridge Design Code (CHBDC), therefore as part of our preliminary review, replacement of the existing
fencing or the addition of an approved barrier will be considered.
2.2 Utilities
GM BluePlan has consulted with the appropriate utility agencies for all potential existing underground services within and
around the project location. There is an exiting utility service running on the south side of the deck anchored to the top
of the timber deck ties. The status of this utility is unknown and will likely need to be temporarily supported or relocated
during construction.
Tillsonburg Hydro identified an ariel distribution hydro service running along the south side of the bridge between timber
poles on the east and west approaches.
Rogers has provided information indicating they have no existing infrastructure within or around the project location.
Bell has provided information indicating they have no existing infrastructure within or around the p roject location.
Enbridge has not provided any information on their existing services within the area at the time of preparing this
preliminary design report.
2.3 Environmental Considerations
The Kinsmen Pedestrian Bridge is located in the Long Point Conservation Authority (LPCA) spanning a natural woodland
area. As the scope of rehabilitation or replacement work is not known our recommendation is to liaise with the
conservation authority during detailed design to obtain their input and complete any required approvals.
A preliminary screening for species at risk (SAR) within the project area was completed utilizing the “Client’s Guide to
Preliminary Screening for Species at Risk” updated by the MECP in 2019. Our preliminary screening involves an online
records review of the following resources to determine the potential of SAR in the project area.
• MNRF Species at Risk Website
• DFO’s Aquatic Species at Risk Mapping
• Natural Heritage Information Centre (NHIC)
• Land Information Ontario
• Ontario Reptile and Amphibian Atlas
• Ontario Breeding Bird Atlas
• iNaturalist
• eBird
Our review identified that the following SAR have a potential to habitat within the project location:
Page 159 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 3 OF 12
• Spiny Softshell Turtle • Bank Swallow
• Eastern Sand Darter • Cerulean Warbler
• Eastern Fox Snake • Acadian Flycatcher
• Chimney Swift • Bobolink
• Barn Swallow • Eastern Meadowlark
The current SAR mitigation process is largely proponent driven and the proponent is responsible for identifying any
potential impacts and mitigating/monitoring to ensure no harm to SAR or destruction / alteration of habitat occurs.
Therefore, based on the number of SAR identified through our preliminary screening, we recommend that the Town
retain the services of a qualified biologist to complete site-specific SAR surveys, and develop a site-specific mitigation
plan to minimize the effects on the identified species. These surveys will more accurately identify the SAR or SAR habitats
that potentially exist within the area and will help define the appropriate mitigation measures to be followed during
construction.
3. REHABILITATION AND REPLACEMENT OPTIONS FOR CONSIDERATION
As part of this preliminary design report, at the request of the Town, GM BluePlan has completed a review of four
rehabilitation/replacement options:
• Do Nothing
• Bridge Rehabilitation
• Bridge Superstructure Reconstruction (like-for-like utilizing the existing piers, abutments and foundations),
• Bridge Replacement (prefabricated pedestrian bridge)
The capital cost estimates associated with each option are presented in 2021 dollar values and do not include HST;
however, cost estimates do include associated costs such as engineering design, construction administration and
inspection, and contingencies. Costs additionally include efforts to satisfy the Municipal Class Environmental Assessment
requirements which are discussed further in Table 3 of Section 4.0. The estimated costs contained in this report should
be considered as preliminary, as no pre -design work has been completed that may influence costs of items such as
environmental considerations, geotechnical conditions, regulatory authority requirements, as well as any ancil lary work
beyond the limits of the bridge.
Further to estimates of capital costs related to the noted rehabilitation or replacement options, attempts have been made
to additionally show probable costs of maintenance or minor rehabilitation tasks expected d uring the lifespan of each
option. These tasks are in addition to the capital cost estimates and represent potential costs accrued prior to major
rehabilitation or replacement of the structure. These additional probable costs are also noted in 2021 dollar values.
3.1 Deck Wearing Surface
The existing timber deck has been identified as a safety concern during slippery conditions, therefore alternative decking
materials were considered for both rehabilitation/replacement Options 2 and 3 only. The deck chosen for Option 4 will
be largely dependent on the options available through the selected prefabricated bridge manufacturer.
3.1.1 Timber Deck
The most cost-effective option is replacement of the timber deck boards in a horizontal orientation to improve slip
resistance. The change in deck board orientation would mean they are installed parallel the deck ties below and would
require the installation of an additional timber subfloor. The costs for a timber deck are detailed further in Appendix B.
We understand existing timber deck ties were replaced in 2010 and are still in good to fair condition therefore, further
cost savings could be realized through material supply costs if the Town choses to salvage and reinstall the existing
members.
Page 160 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 4 OF 12
3.1.2 Reinforced Concrete Deck
A reinforced concrete deck would offer the most conventional bridge deck replacement and would provide the highest
level of protection for the steel elements below. A concrete deck may also provide the Town the opportunity to use a
snow removal machine during the winter, versus hand snow removal. Based on the reduced loading requirements from
railway bridges to pedestrian bridges, the installation of a heavier concrete deck is a feasible consideration for options 2
and 3. However, a detailed structural review of the existing steel members will need to be completed during detailed
design to better understand the appropriate connections, anchorage and concrete reinforcement. The costs for a
concrete deck are similar to the costs of a timber deck and are detailed furth er in Appendix B.
3.1.3 Steel Grating Deck
A second alternative to wood deck, as highlighted in the 2019 Enhanced OSIM report, is the installation of a steel grating
deck. This option would be more costly; however, it would provide a longer service life compared to the wood options
and would potentially remove the requirement for snow removal. Additionally, steel gratings (supplied by ALGRIP or
equivalent) can be manufactured to include surface welded beads to improve traction during slippery conditions. The
costs for a steel grating deck are roughly twice the costs of a timber deck are detailed further in Appendix B.
Table 1: Comparison for Deck Replacement Options
Deck Replacement
Option
Advantages Disadvantages
Timber
• Lowest estimated construction cost
• Allow reuse of the existing timber
deck ties (if preferred)
• Maintains potentially significant
heritage value associated with the
existing timer decking
• Continues to create slippery conditions
during cold and wet weather unless a
non-slip coating is applied
• May require the application of a non-
slip wearing surface
• Does not allow for the use of snow
removal machine
• Least durable compared to steel or
concrete
• Shortest estimated service life
Reinforced concrete
• Provides greatest protection to
steel elements below
• Similar construction costs to wood
deck
• Allows the use of a snow removal
machine
• Eliminates slippery conditions
during cold and wet weather
• Longer estimated service life than
timber
• Increased constructability for
barrier installation
• May require additional steel
reinforcement of diaphragms and
girders below
• Removes potentially significant
heritage value associated with existing
timber decking
• Requires this installation of a drainage
system to prevent ponding water
Steel Grating
• Potentially eliminates the need for
snow removal
• Eliminates slippery conditions
during cold and wet weather
• Most durable compared to wood or
concrete
• Longer estimated service life than
timber
• Highest estimated construction cost
• Provides little protection for steel
elements below
• More difficult to install approved
pedestrian barrier
• Removes potentially significant
heritage value associated with existing
timber decking
Page 161 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 5 OF 12
3.2 Pedestrian Barrier
Understanding the existing chain-link fencing does not satisfy the loading standards for pedestrian barriers as outlined
within the CHBDC, we have coordinated replacement options with known local pedestrian barrier suppliers to highlight
the options available and their associated estimated construction costs. The pedestrian barriers below are
representations of a high range, mid range and low range replacement options for consideration by the Town. Each
option detailed below is mainly intended for rehabilitation/replacement Options 2 and 3. The pedestrian barrier design
for Option 4 will be largely dependent on the available pedestrian barrier options through the selected prefabricated
bridge manufacturer.
3.2.1 High Range Pedestrian Barrier
The option shown below represents a high range pedestrian barrier that was selected during the design of the Glen Road
Pedestrian Bridge in the City of Toronto. The barrier is designed to reducing climbing/falling hazards and incorporates
lighting to improve visibility and pedestrian safety at night. Due to it’s specific anchorage requirements, this option is
limited to the concrete deck replacement option detailed above. The additional costs for a high range pedestrian barrier
are detailed further in Appendix B.
Figure 1: High Range Pedestrian Barrier (image provided by AMG Metals)
Figure 2: High Range Pedestrian Barrier – Lighting (image provided by AMG Metals)
Page 162 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 6 OF 12
3.2.2 Mid Range Pedestrian Barrier
The option shown below represents a mid range pedestrian barrier tha t was selected for the Doon valley Pedestrian
Bridge over Highway 401 in the Kitchener Area. The barrier is designed to eliminate climbing/falling hazards, prevent
debris from being thrown on the traffic below and can be retrofitted with lighting to improve visibility and pedestrian safety
at night. This barrier option can be included on each of the deck replacement options detailed above. The additional
costs for a mid range pedestrian barrier are detailed further in Appendix B.
Figure 3 & 4: Mid Range Pedestrian (image provided by AMG Metals)
3.2.3 Low Range Pedestrian Barrier
This option involves replacement of the existing steel chain-link fence with the addition of a steel pedestrian barrier to
support the loading outlined in the CHBDC (see Appendix A for conceptual details). The barrier is designed to eliminate
climbing/falling hazards and can be retrofitted with lighting to improve visibility and pedestrian safety at night. This barrier
option can be included on each of the deck replaceme nt options detailed above. The costs for a low range pedestrian
barrier are detailed further in Appendix B.
3.3 Option 1 – Do Nothing
Option 1 consists of completing no rehabilitation work, with complete removal of the existing bridge within the next ten
(10) years. As this option does not include any major rehabilitations, the 2021 capital costs associated with this option
are minimal and have been provided in Table 2 below, with a more detailed cost estimate presented in Appendix B.
Total costs for this option include efforts to close and block off the existing bridge to the public and future removal costs
to completely remove the existing bridge including abutments and piers.
3.4 Option 2 – Bridge Rehabilitation
Option 2 consists of rehabilitation of the existing structure to extend its service life, and ensure the structure is generally
compliant with the CHBDC. Items which would be included in the scope of rehabilitation to addre ss the deficiencies
include:
Structural Rehabilitation Work:
• Removal and replacement of approach asphalt wearing surface;
• Removal and replacement of timber deck boards;
• Remove and replace timber deck ties;
• Removal and replacement of chain link fencing;
• Supply and install approved pedestrian barrier;
• Temporary bridge jacking to facilitate abutment bearing replacement;
• Abutment bearing replacement;
• Removal and replacement of steel diaphragms;
• Removal and replacement of steel bracing beneath timber deck ties;
• Removal and replacement of steel lattice on horizontal member s between piers;
Page 163 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 7 OF 12
• Removal and replacement of steel lattice on pier columns;
• Removal and replacement of structural connections(PROVISIONAL);
• Concrete and masonry repairs on abutments and piers, and
• Installation of erosion control measures around the wingwalls and in front of each abutment.
Coating Rehabilitation Work:
• Cleaning and painting of the existing structure’s remaining steel components;
o Steel girders
o Steel pier columns
o Steel bracing between pier columns (horizontal and diagonal);
o Steel pier cap strapping
o Structural connections
• Seal structural steel joints and connections with epoxy sealer .
Under this rehabilitation option it has been assumed to replace the existing timber deck ties with ones of equivalent size
and capacity, however we understand from the 2019 enhanced inspection report that the existing ties are not capable of
supporting a snow removal machine and the bridge will require snow removal by hand. Should the Town pre fer to not
remove snow by hand, an evaluation of the existing ties can be completed to determine the appropriate sizing capable
of supporting a snow removal machine.
In certain rehabilitation projects the actual condition of steel members can be hidden behind layers of pack rust that has
built up over time. Therefore, we have shown the replacement of structural connections as a provisional item should they
require replacement following the completion of sand blasting. It should be noted that the steel members identified to be
coated may also require replacement should their condition be worse than anticipated following the completion of sand
blasting, which could add significant costs.
The existing structure was originally designed for train loading scenar ios and we understand from the Town that the
replacement structure will continue to service pedestrian traffic only. Therefore, based on the reduced loading from train
to pedestrian loading preliminary structural reviews have been completed to review the existing structures capacity to
support additional design considerations such as:
• Installation of a more “conventional” reinforced concrete deck;
• Widening of the walkway from 2.6m to 3.0m;
• More efficiently sized steel girders to suit the reduced loading, an d;
• Installation of an additional pedestrian barrier.
Our review identified that all the above design considerations are technically feasible, however, the specific
implementation of each additional design element beyond an exact replacement of the existing structure will need to be
reviewed further during detailed design. The above listed design considerations are also applicable under Option 3 below.
The estimated remaining service life of the structure for this option is 25 – 30 years. To reach this estimated service life,
it is anticipated that one future minor rehabilitation of the structure will be required. This future rehabilitation is anticipated
to include minor concrete and masonry patch repairs to the abutments, wingwalls, piers, and further coatings repairs.
Following the estimated 25 – 30 year service life, further inspection and evaluation would be required to determine the
condition of the structure and if bridge elements have remaining service life. We foresee the structure requiring another
major rehabilitation at that time, however full replacement is anticipated.
Estimated life span costs for this option are provided in Table 2 below, with a more detailed cost estimate presented in
Appendix B. Life span costs for this option include typical bridge maintenance required between now and the future
rehabilitation or replacement.
3.5 Option 3 – Bridge Superstructure Reconstruction (like-for-like replacement)
Option 3 consists of reconstructing the existing steel superstructure like-for-like. Items which would be included in the
scope of rehabilitation to address the deficiencies include:
Page 164 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 8 OF 12
• Removal and replacement of approach asphalt wearing surface;
• Removal and replacement of timber deck ties;
• Removal and replacement of timber decking;
• Removal and replacement of existing chain link fence;
• Supply and installation of approved pedestrian barrier;
• Removal and replacement of steel girders, diaphragms, and bracing, complete;
• Removal and replacement of steel pier columns;
• Removal and replacement of horizontal and diagonal bracing between steel pier columns;
• Removal and replacement of all structural connections;
• Removal and replacement of steel strapping on each pier cap;
• Removal and replacement of pier and abutment bearings;
• Concrete and masonry patch repairs of the existing abutment and piers, and;
• Installation of erosion control measures around the wingwalls and in front of each abutment.
The 2019 enhanced OSIM and 2021 OSIM results note the existing masonry and concrete piers, and abutments are
generally still in good condition, requiring partial depth concrete and mortar repairs to extend their overall service life.
Therefore, we recommend consideration be made to salvage and reuse the existing piers and abutments. However, in
order to re-use the existing substructure, post-construction loading must not exceed the loading currently experienced
by these bridge elements. A dead load mass balance comparison between pre-construction and post-construction was
completed to understand the limitations to potentially widen the structure, or to potentially add dead weight.
Although not required, replacement of the existing piers can be considered if pre ferred by the Town. The estimated
construction costs for replacement of the existing piers are provided in Appendix B.
The estimated remaining service life of this structure would be 50 – 60 years depending on the performance of the
existing abutments, piers, and foundation. To reach the estimated service life, it is anticipated that the bridge may require
one minor rehabilitation and one major rehabilitation at the approximate 20-year and 40-year marks respectively.
Following the 50 – 60 year service life the original bridge elements (substructure) will be over 150 years old. Inspection
and evaluation of the structure would be required at that time to determine the feasibility of re -using any of the original
bridge elements, however full structure replacement is anticipated.
The cost estimate for this option including engineering and contingency, is provided in Table 2 below with a more detailed
cost estimate provided in Appendix B. Life span costs for this option include typical bridge maintenance required
between now and the future rehabilitation or replacement.
3.6 Option 4 – Bridge Replacement (Prefabricated Pedestrian Bridge)
Option 4 consists of the replacement of the bridge in its entirety including superstructure, piers, abutments, and existing
foundations with a new prefabricated pedestrian bridge at the same elevation as the existing bridge , complete with
reinforced concrete piers (2) and abutments. For the purposes of cost estimating, a deep pile foundation has been
assumed to support the replacement structure, however, geotechnical investigation is required to determine the feasibility
of using a pile foundation which has not been completed at this time.
Construction of temporary site access roads will be required for a complete bridge replacement to remove both the
existing superstructure and substructure. The large embankments at each end of the existing structure make truck,
machinery and crane access difficult and this mainly contributes to the significant costs associated with site access.
The barrier selected for this replacement option will be dependent on the options available through the selected
prefabricated bridge manufacturer.
Assuming this structure would be constructed of concrete and/or steel elements, as per the CHBDC the estimated service
life for the new structure is 75 – 80 years. To reach this estimated service life, it is anticipated that one minor rehabilitation
and one major rehabilitation will be required for the structure. Assuming a steel truss bridge with a concrete deck, minor
and major rehabilitations are anticipated to be completed at the approximate 25-year and 50-year marks respectively.
Page 165 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 9 OF 12
Following the 75 – 80 year service life inspection and evaluation would be required , however it is anticipated that the
substructure could be re-used through a major rehabilitation.
The cost estimate for this option including engineering and contingency, is provided in Table 2 below with a more detailed
cost estimate provided in Appendix B. Life span costs for this option include typical bridge maintenance required
between now and the future rehabilitation or replacement.
Table 2: Estimated Capital and Life Span Costs
Option Description
Estimated Costs (2021 Dollars)
Estimated
Service Life 2021 Capital
Costs
Maintenance
and
Rehabilitation
Costs (over
Estimated
Service Life)
Total Costs
(over
Estimated
Service Life)
Option 1 Do Nothing $25,000 $1,220,000 $1,245,000 <10 years
Option 2 Bridge Rehabilitation $4,220,000 $600,000 $4,820,000 25-30 years
Option 3
Bridge Superstructure
Reconstruction (Like-for-Like
Replacement)
$4,820,000 $1,300,000 $6,120,000 50-60 years
Option 4
Bridge Replacement
(Prefabricated Pedestrian
Bridge)
$4,500,000 $1,300,000 $5,800,000 75-80 years
4. CLASS ENVIRONMENTAL ASSESSMENT IMPLICATIONS
All municipalities in Ontario, including the Town of Tillsonburg, are subject to the provisions of the Environmental
Assessment Act (EAA) and its requirements to prepare an Environmental Assessment for applicable public works
projects. The Ontario Municipal Engineer’s Association (MEA) “Municipal Class Environmental As sessment” document
(2000 as amended in 2007, 2011, and 2015) provides municipalities with a five -phase planning process approved under
the EAA to plan and undertake all municipal infrastructure projects in a manner that protects the environment as defined
in the EAA. The MEA Class EA document provides a framework by which transportation projects including water
crossings are classified as Schedule A, A+, B, or C, based on a variety of factors including cost, the general complexity
of the project, level of investigation required, and the potential impacts on the natural and social environments that may
occur.
Schedule A projects are limited in scale, have minimal adverse impacts on the natural and social environments. These
projects are pre-approved and may be implemented without following the procedures outlined in the Class EA planning
process or undertaking public consultation. Schedule A projects generally include normal or emergency operational and
maintenance activities.
Schedule A+ projects are similarly pre-approved but require that proponents notify potentially affected parties prior to
implementation. The public has a right to comment to a municipal official or their council regarding the project; however,
since these projects are pre-approved, there is no formal appeal process to the Minister of the Environment, Conservation
and Parks.
Schedule B projects have the potential for some adverse environmental and social effects, and do not exceed the cost
threshold of $2.6M. Proponents are thus required t o undertake a screening process involving mandatory contact with
potentially affected members of the public, Indigenous Communities, and relevant review agencies to ensure that they
are aware of the project and that their concerns are addressed. Schedule B projects require the completion of Phases 1
Page 166 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 10 OF 12
and 2 of the Class EA planning process, which is documented in a Project File that is submitted for a mandatory 30-day
public review period. If concerns are raised that cannot be resolved, any member of the publ ic may appeal to the Minister
of the Environment, Conservation and Parks to issue an order to comply with Part II of the EAA, bumping up the status
of the project. Schedule B projects generally include improvements and minor expansions to existing facilities.
Schedule C projects have the potential for significant environmental impacts, exceed the $2.6M cost threshold and
therefore must follow the full planning process specified in the Class EA document including Phases 1 through 4. The
project is documented in an Environmental Study Report (ESR), which is then file d for review by the Public, review
agencies, and Indigenous communities. If concerns are raised that cannot be resolved, the Part II Order procedure may
be invoked. Schedule C projects generally include the construction of new facilities and major expansions to existing
facilities.
We have utilized a revised cost threshold of $2.6M for schedule B and C projects based on the clarifications provided
MCEA through their online website.
As indicated in Item 30, page 1-6 of the “Municipal Class Environmental Assessment” document, projects involving:
Reconstruction or alteration of a structure or the grading adjacent to it when the structure is over 40 years old
(where the proposed work will alter the basic structural system), which after appropriate evaluation is found to
have cultural heritage value requires a Schedule B Class EA if project costs do not exceed $2.6M and requires
a Schedule C Class EA if project costs exceed $2.6M.
As the Kinsmen Pedestrian Bridge is over 40 years old (constructed prior to 1910) and is anticipated to have cultural
heritage value, any reconstruction or rehabilitation activities will require a Cultural Heritage Evaluation Report (CHER)
and Heritage Impact Assessment (HIA). The costs for these studies to support an Environmental Assessment are
estimated at $20,000 and have been included in the EA schedule costs outlined in Table 3.
The subsequent EA schedule required will be dependent on the impacts to the existing heritage value determined through
the HIA, proposed rehabilitation/replacement activities and overall project costs. As highlighted in Table 3 below, all
rehabilitation and replacement Options are estimated to exceed the cost threshold of $2.6M and assuming all of the
rehabilitation and replacement Options will have significant impacts to the existing heritage component of the bridge, this
project is anticipated to require a either a Schedule C Class EA.
Table 3: Class EA Implications
Option Description
Estimated Capital
Costs (2021
Dollars)
Class EA Schedule
Required
Class EA
Schedule Costs
Option 1 Do Nothing $25,000 N/A N/A
Option 2 Bridge Rehabilitation $4,220,000
Schedule C
(Dependent on
CHER/HIA)
$95,000+HST
Option 3
Bridge Superstructure
Reconstruction (Like-for-Like
Replacement)
$4,820,000
Schedule C
(Dependent on
CHER/HIA)
$95,000+HST
Option 4
Bridge Replacement
(Prefabricated Pedestrian
Bridge)
$4,500,000 Schedule C $95,000+HST
Although not yet approved, it should be noted that under the proposed 2020 amendments to the Class Environmental
Assessment process, there will be changes to the way in which various road and bridge projects are classified. Our
understanding of the proposed amendments is that many road and bridge projects that are currently schedule B or C will
be reclassified to schedule A or A+ dependent on existing cultural heritage value and scope of reconstruction or
replacement work. At the time of writing this report we have used the existing classificatio n process, however once the
Page 167 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 11 OF 12
proposed amendments are approved, the Town should review the schedule classification of the Kinsmen Pedestrian
Bridge.
5. LIMITATIONS
This report is intended exclusively for the Client(s) named in the report. The material in it ref lects our best judgment in
light of the information reviewed by GM BluePlan Engineering Limited at the time of preparation. Unless otherwise agreed
in writing by GM BluePlan Engineering Limited, this report shall not be used to imply warranty as to the fit ness of the
structure for a particular purpose. This report is not a certification of compliance with past or present regulations. No
portion of this report may be used as a separate entity, it is written to be read in its entirety.
Only the specific information identified has been reviewed. The Consultant is not obligated to identify mistakes or
insufficiencies in the information obtained from the various sources or to verify the accuracy of the information. The
Consultant may use such specific information obtained in performing its services and is entitled to rely upon the accuracy
and completeness thereof.
This assessment does not wholly eliminate uncertainty regarding the potential for existing or future losses in connection
with the structure. No physical or destructive testing has been performed unless specifically identified. Conditions existing
but not recorded were not apparent given the level of study undertaken. We can perform further investigation on items
of concern if so required.
6. SUMMARY
GM BluePlan completed a review of four rehabilitation/replacement options including associated estimated capital costs
and Class EA implications for the Kinsmen Pedestrian Bridge. The results of the rehabilitation and replacement options,
can be summarized as follows:
• Four rehabilitation/replacement options were reviewed, as described below:
o Option 1 – Bridge Rehabilitation. This option includes removal of the existing bridge completely. The
estimated remaining service life for the structure for this option is less than 10 years, and the associated
estimated 2021 capital cost is $25,000. The total estimated cost over the service life of this option is
1.125M.
o Option 2 – Bridge Rehabilitation. This option includes the replacement of steel bracing beneath the
deck and between pier columns, as well as a full deck replacement including all ancillary components.
The remaining member not replaced will be blast cleaned and coated. The estimated remaining service
life for the structure for this option is 25 – 30 years, and the associated estimated 2021 capital cost is
$4.22M. The total estimated cost over the service life of this option is 4.82M.
o Option 3 – Bridge Superstructure Reconstruction (Like-for-Like Replacement). This option
includes for reuse of the existing foundations, piers, and abutments with a new bridge superstructure
including new pier columns, girders, and deck. As part of this work, concrete and masonry patch repairs
to the abutments would be required as well. The estimated remaining service life for the structure for this
option is 50 – 60 years, and the associated estimated capital cost is $4.82M. The total estimated cost
over the service life of this option is 6.12M.
o Option 4 – Bridge Replacement (Prefabricated Pedestrian Bridge). This option includes for a full
structure replacement including bridge piers, abutments, and foundations in their entirety. The estimated
service life for this new structure is 75 – 80 years, and the associated estimated capital cost is $4.5M.
The total estimated cost over the service life of this option is 5.80M.
We trust our report provides the information that you require at this time. If you have any questions, or if we may be of
further assistance, please do not hesitate to contact us.
All of which is respectfully submitted.
GM BLUEPLAN ENGINEERING LIMITED
Page 168 of 219
T OWN OF T ILLSONBURG
KINSMEN PEDESTRIAN BRIDGE PRELIMINARY DESIGN REPORT
GMBP FILE: 521015 -1
O CTOBER 2021
P AGE 12 OF 12
Per:
Brad Walt, C.E.T. Brandon Clark, E.I.T
Project Manager Project Designer
Page 169 of 219
Appendix A – Conceptual Design Drawings
Page 170 of 219
Page 171 of 219
Page 172 of 219
Page 173 of 219
Page 174 of 219
Page 175 of 219
Page 176 of 219
Appendix B – Cost Estimates
Page 177 of 219
521015-1
ITEM ESTIMATED UNIT OF
NO.QUANTITY MEASURE
ESTIMATED COSTS TO CLOSE THE BRIDGE
Bridge closure, barricades and fencing 100%L.S.25,000.00$ 25,000.00$
2021 CAPITAL COSTS - OPTION 1 25,000.00$
FUTURE ESTIMATED COSTS TO REMOVE THE EXISTING BRIDGE
A.1 Mobilization, demobilization and miscellaneous project costs 100%L.S.40,000.00$ 40,000.00$
A.2 Bonding and insurance 100%L.S.20,000.00$ 20,000.00$
A.4 Environmental protection measures 100%L.S.30,000.00$ 30,000.00$
A.5 Construction site access - temporary road access 100%L.S.200,000.00$ 200,000.00$
A.6 Site restoration 100%L.S.40,000.00$ 40,000.00$
SUB-TOTAL SECTION A 290,000.00$
B REMOVAL WORK
B.1 Removal of approach asphalt, bridge deck, barriers, complete 100%L.S.75,000.00$ 75,000.00$
B.2 Removal of steel superstructure, complete 100%L.S.250,000.00$ 250,000.00$
B.3 Removal of concrete abutments, piers, and pile caps, complete 100%L.S.450,000.00$ 450,000.00$
SUB-TOTAL SECTION B 780,000.00$
SUB-TOTAL SECTION A-B 1,070,000.00$
C PROVISIONAL AND CONTINGENCY ITEMS
C.1 Engineering design, construction administration and inspection
fees 100%L.S.50,000.00$ 50,000.00$
C.2 Contingency allowance (10%)100%L.S.100,000.00$ 100,000.00$
SUB-TOTAL SECTION C 150,000.00$
1,220,000.00$
TOTAL COSTS OVER ESTIMATED SERVICE LIFE - OPTION 1 1,245,000.00$
FUTURE ESTIMATED REMOVAL COSTS
A MOBILIZATION AND PROJECT PREPARATION
KINSMEN PEDESTRIAN BRIDGE
TOWN OF TILLSONBURG
PRELIMINARY CONCEPTUAL DESIGN COST ESTIMATES
OPTION 1 - DO NOTHING
DESCRIPTION UNIT PRICE TOTAL AMOUNT
Page 178 of 219
521015-1
ITEM ESTIMATED UNIT OF
NO.QUANTITY MEASURE
A MOBILIZATION AND PROJECT PREPARATION
A.1 Mobilization, demobilization and miscellaneous project costs 100%L.S.100,000.00$ 100,000.00$
A.2 Bonding and insurance 100%L.S.75,000.00$ 75,000.00$
A.3 Pedestrian traffic control - full bridge closure 100%L.S.20,000.00$ 20,000.00$
A.4 Environmental protection measures 100%L.S.30,000.00$ 30,000.00$
A.5 Temporary access system 100%L.S.500,000.00$ 500,000.00$
A.6 Supply and install bird netting 100%L.S.20,000.00$ 20,000.00$
A.7 Coordination with utilities 100%L.S.5,000.00$ 5,000.00$
A.8 Contractor Layout 100%L.S.5,000.00$ 5,000.00$
SUB-TOTAL SECTION A 760,000.00$
B REMOVAL WORK
B.1 Removal of approach asphalt, bridge deck, barriers, complete 100%L.S.75,000.00$ 75,000.00$
SUB-TOTAL SECTION B 75,000.00$
C STRUCTURE REHABILITATION WORK
C.1 Supply and install timber deck boards 320.0 m2 500.00$ 160,000.00$
C.2 Supply and install timber deck ties 100%L.S.70,000.00$ 70,000.00$
C.3 Temporary bridge jacking 100%L.S.200,000.00$ 200,000.00$
C.4 Remove and replace abutment bearings 4.0 Ea.15,000.00$ 60,000.00$
C.5 Remove and replace deteriorated steel web stiffeners at on
girders 100%L.S.30,000.00$ 30,000.00$
C.6 Remove and replace steel diaphragms beneath the deck 100%L.S.200,000.00$ 200,000.00$
C.7 Remove and replace steel bracing beneath the deck 100%L.S.150,000.00$ 150,000.00$
C.8 Remove and replace steel lattice on pier columns 100%L.S.50,000.00$ 50,000.00$
C.9 Remove and replace lattice on horizontal bracing between steel
piers 100%L.S.50,000.00$ 50,000.00$
C.10 Replacement of structural connections (provisional)114.0 Ea.1,500.00$ 171,000.00$
KINSMEN PEDESTRIAN BRIDGE
TOWN OF TILLSONBURG
PRELIMINARY CONCEPTUAL DESIGN COST ESTIMATES
OPTION 2 - BRIDGE REHABILITATION
DESCRIPTION UNIT PRICE TOTAL AMOUNT
Page 179 of 219
521015-1
C.11 Concrete and masonry motar repairs
C.11.1 Abutments 100%L.S.10,000.00$ 10,000.00$
C.11.2 Wingwalls 100%L.S.10,000.00$ 10,000.00$
C.11.3 Piers 100%L.S.50,000.00$ 50,000.00$
C.12 Supply and install chain link fence 225.0 m 75.00$ 16,875.00$
C.13 Supply and install approved pedestrian barrier over bridge deck
and approaches (low range barrier)225.0 m 350.00$ 78,750.00$
SUB-TOTAL SECTION C 1,310,000.00$
D COATING REHABILITATION WORK
D.1 Environmental containment and contaminant removal 100%L.S.400,000.00$ 400,000.00$
D.2 Abrasive blast cleaning and coating on structural steel
D.2.1 Main plate girders (Approx. 750m2)100%L.S.250,000.00$ 250,000.00$
D.2.2 Horizontal bracing between piers (Approx. 400m2)100%L.S.110,000.00$ 110,000.00$
D.2.3 Diagonal bracing between piers (Approx. 350m2)100%L.S.100,000.00$ 100,000.00$
D.2.4 Pier columns (Approx. 340m2)100%L.S.95,000.00$ 95,000.00$
D.2.5 Structural connections (Qty = 114) 100%L.S.90,000.00$ 90,000.00$
D.2.6 Pier Bearings (Qty = 16)100%L.S.30,000.00$ 30,000.00$
D.3 Seal structural steel joints and connections with epoxy sealer 100%L.S.40,000.00$ 40,000.00$
SUB-TOTAL SECTION D 1,120,000.00$
E ROAD WORKS AND SITE RESTORATION
E.1 Remove and replace asphalt approaches 100%L.S.20,000.00$ 20,000.00$
E.2 Earth excavation, backfill and grading 100%L.S.25,000.00$ 25,000.00$
E.3 Supply and install R-50 rip rap on embankments and at abutment
faces 100%L.S.50,000.00$ 50,000.00$
E.4 Site restoration 100%L.S.30,000.00$ 30,000.00$
SUB-TOTAL SECTION E 125,000.00$
SUB-TOTAL SECTION A-E 3,390,000.00$
Page 180 of 219
521015-1
F ENGINEERING AND CONTINGENCY ITEMS
F.1 Engineering design, construction administration and inspection
fees (10%)100%L.S.330,000.00$ 330,000.00$
F.2 Contingency allowance (15%)100%L.S.500,000.00$ 500,000.00$
SUB-TOTAL SECTION F 830,000.00$
2021 CAPITAL COSTS - OPTION 2 4,220,000.00$
600,000.00$
TOTAL COSTS OVER ESTIMATED SERVICE LIFE - OPTION 2 4,820,000.00$
Additional costs for concrete deck 100%L.S.-$ -$
Additional costs for steel grating deck 100%L.S.275,000.00$ 275,000.00$
Additional costs for mid range pedestrian barrier 225.0 m 200.00$ 45,000.00$
Additional costs for high range pedestrian barrier 225.0 m 500.00$ 112,500.00$
Additional costs for decorative lighting 100%L.S.75,000.00$ 75,000.00$
FUTURE MAINTENANCE AND REHABILITATION COSTS (OVER ESTIMATED SERVICE LIFE)
*Additional costs noted above are above and beyond the costs within the estimate and should be added to the total for
comparison purposes.
Page 181 of 219
521015-1
ITEM ESTIMATED UNIT OF
NO.QUANTITY MEASURE
A MOBILIZATION AND PROJECT PREPARATION
A.1 Mobilization, demobilization and miscellaneous project costs 100%L.S.125,000.00$ 125,000.00$
A.2 Bonding and insurance 100%L.S.100,000.00$ 100,000.00$
A.3 Pedestrian traffic control - full bridge closure 100%L.S.20,000.00$ 20,000.00$
A.4 Environmental protection measures 100%L.S.30,000.00$ 30,000.00$
A.5 Temporary access system 100%L.S.500,000.00$ 500,000.00$
A.6 Coordination with Utilities 100%L.S.5,000.00$ 5,000.00$
A.7 Contractor Layout 100%L.S.5,000.00$ 5,000.00$
SUB-TOTAL SECTION A 790,000.00$
B REMOVAL WORK
B.1 Removal of approach asphalt, bridge deck, barriers, complete 100%L.S.75,000.00$ 75,000.00$
B.2 Removal of steel superstructure, complete 100%L.S.250,000.00$ 250,000.00$
SUB-TOTAL SECTION B 325,000.00$
C STRUCTURE REHABILITATION WORK
C.1 Supply and install timber deck boards 320.0 m2 500.00$ 160,000.00$
C.2 Supply and install timber deck ties 100%L.S.70,000.00$ 70,000.00$
C.3 Supply and install steel girders 18.0 Ea.45,000.00$ 810,000.00$
C.4 Supply and install steel diaphragms beneath the deck 100%L.S.200,000.00$ 200,000.00$
C.5 Supply and install steel bracing beneath the deck 100%L.S.150,000.00$ 150,000.00$
C.6 Supply and install steel pier columns 100%L.S.210,000.00$ 210,000.00$
C.7 Supply and install horizontal bracing between steel piers 100%L.S.150,000.00$ 150,000.00$
C.8 Supply and install diagonal bracing between pier columns 100%L.S.225,000.00$ 225,000.00$
C.9 Supply and install structural connections 114.0 Ea.1,500.00$ 171,000.00$
C.10 Remove and replace steel strapping on pier caps 16.0 Ea.1,000.00$ 16,000.00$
C.11 Supply and install pier and abutment bearings 20.0 Ea.15,000.00$ 300,000.00$
DESCRIPTION UNIT PRICE TOTAL AMOUNT
KINSMEN PEDESTRIAN BRIDGE
TOWN OF TILLSONBURG
PRELIMINARY CONCEPTUAL DESIGN COST ESTIMATES
OPTION 3 - BRIDGE SUPERSTRUCTURE RECONSTRUCTION (LIKE-FOR-LIKE REPLACEMENT)
Page 182 of 219
521015-1
C.12 Concrete and masonry motar repairs
C.12.1 Abutments 100%L.S.10,000.00$ 10,000.00$
C.12.2 Wingwalls 100%L.S.10,000.00$ 10,000.00$
C.12.3 Piers 100%L.S.50,000.00$ 50,000.00$
C.13 Supply and install chain link fencing 225.0 m 75.00$ 16,875.00$
C.14 Supply and install approved pedestrian barrier over bridge deck
and approaches (low range barrier)225.0 m 350.00$ 78,750.00$
SUB-TOTAL SECTION C 2,630,000.00$
D ROAD WORKS AND SITE RESTORATION
D.1 Remove and replace asphalt approaches 100%L.S.20,000.00$ 20,000.00$
D.2 Earth excavation, backfill and grading 100%L.S.35,000.00$ 35,000.00$
D.3 Supply and install R-50 rip rap on embankments and at abutment
faces 100%L.S.50,000.00$ 50,000.00$
D.4 Site restoration 100%L.S.30,000.00$ 30,000.00$
SUB-TOTAL SECTION D 140,000.00$
SUB-TOTAL SECTION A-D 3,890,000.00$
E PROVISIONAL AND CONTINGENCY ITEMS
E.1 Engineering design, construction administration and inspection
fees (10%)100%L.S.380,000.00$ 380,000.00$
E.2 Contingency allowance (15%)100%L.S.550,000.00$ 550,000.00$
SUB-TOTAL SECTION E 930,000.00$
2021 CAPITAL COSTS - OPTION 3 4,820,000.00$
1,300,000.00$
TOTAL COSTS OVER ESTIMATED SERVICE LIFE - OPTION 3 6,120,000.00$
Additional cost to remove and replace abutments and piers 100%L.S.1,500,000.00$ 1,500,000.00$
Additional costs for pile foundation 100%L.S.500,000.00$ 500,000.00$
Additional costs for concrete deck 100%L.S.-$ -$
Additional costs for steel grating deck 100%L.S.275,000.00$ 275,000.00$
Additional costs for mid range pedestrian barrier 225.0 m 200.00$ 45,000.00$
Additional costs for high range pedestrian barrier 225.0 m 500.00$ 112,500.00$
Additional costs for decorative lighting 100%L.S.75,000.00$ 75,000.00$
*Additional costs noted above are above and beyond the costs within the estimate and should be added to the total for
comparison purposes.
FUTURE MAINTENANCE AND REHABILITATION COSTS (OVER ESTIMATED SERVICE LIFE)
*Need geotechnical investigation to confirm replacement foundation costs
Page 183 of 219
521015-1
ITEM ESTIMATED UNIT OF
NO.QUANTITY MEASURE
A MOBILIZATION AND PROJECT PREPARATION
A.1 Mobilization, demobilization and miscellaneous project costs 100%L.S.100,000.00$ 100,000.00$
A.2 Bonding and insurance 100%L.S.75,000.00$ 75,000.00$
A.3 Pedestrian traffic control - full bridge closure 100%L.S.20,000.00$ 20,000.00$
A.4 Environmental protection measures 100%L.S.30,000.00$ 30,000.00$
A.5 Construction site access - temporary road access 100%L.S.500,000.00$ 500,000.00$
A.6 Dewatering 100%L.S.50,000.00$ 50,000.00$
A.7 Coordination with utilities 100%L.S.5,000.00$ 5,000.00$
A.8 Contractor Layout 100%L.S.5,000.00$ 5,000.00$
SUB-TOTAL SECTION A 790,000.00$
B REMOVAL WORK
B.1 Removal of approach asphalt, bridge deck, barriers, complete 100%L.S.75,000.00$ 75,000.00$
B.2 Removal of steel superstructure, complete 100%L.S.250,000.00$ 250,000.00$
B.3 Removal of concrete abutments, piers, and pile caps, complete 100%L.S.450,000.00$ 450,000.00$
SUB-TOTAL SECTION B 780,000.00$
C STRUCTURE REPLACEMENT WORK
C.1 Form and pour concrete pile caps, complete 80.0 m3 1,500.00$ 120,000.00$
C.2 Form and pour concrete piers and pier caps including
reinforcement, complete 165.0 m3 1,500.00$ 247,500.00$
C.3 Form and pour concrete abutments including reinforcement,
complete 80.0 m3 1,500.00$ 120,000.00$
C.4 Supply and install abutment and pier bearings 8.0 Ea.15,000.00$ 120,000.00$
C.5 Supply prefabricated pedestrian bridge complete with deck, curbs,
barriers, complete 100%L.S.800,000.00$ 800,000.00$
C.6 Install prefabricated pedestrian bridge complete with deck, curbs,
barriers, complete 100%L.S.300,000.00$ 300,000.00$
C.7 Supply and install cast-in-place concrete endwalls at each
approach 4.0 Ea.5,000.00$ 20,000.00$
SUB-TOTAL SECTION C 1,730,000.00$
UNIT PRICE TOTAL AMOUNT
KINSMEN PEDESTRIAN BRIDGE
TOWN OF TILLSONBURG
PRELIMINARY CONCEPTUAL DESIGN COST ESTIMATES
OPTION 4 - BRIDGE REPLACEMENT (PREFABRICATED PEDESTRIAN BRIDGE)
DESCRIPTION
Page 184 of 219
521015-1
D ROAD WORKS AND SITE RESTORATION
D.1 Remove and replace asphalt approaches 100%L.S.50,000.00$ 50,000.00$
D.2 Earth excavation, backfill and grading 100%L.S.150,000.00$ 150,000.00$
D.3 Supply and install R-50 rip rap on embankments and at abutment
faces 100%L.S.50,000.00$ 50,000.00$
D.4 Site restoration 100%L.S.100,000.00$ 100,000.00$
SUB-TOTAL SECTION D 350,000.00$
SUB-TOTAL SECTION A-D 3,650,000.00$
E PROVISIONAL AND CONTINGENCY ITEMS
E.1 Engineering design, construction administration and inspection
fees (10%)100%L.S.350,000.00$ 350,000.00$
E.2 Contingency allowance (15%)100%L.S.500,000.00$ 500,000.00$
SUB-TOTAL SECTION E 850,000.00$
2021 CAPITAL COSTS - OPTION 4 4,500,000.00$
1,300,000.00$
TOTAL COSTS OVER ESTIMATED SERVICE LIFE - OPTION 4 5,800,000.00$
Pile foundation* (PROVISIONAL)100%L.S.500,000.00$ 500,000.00$
Additional costs for decorative lighting 100%L.S.75,000.00$ 75,000.00$
FUTURE MAINTENANCE AND REHABILITATION COSTS (OVER ESTIMATED SERVICE LIFE)
*Additional costs noted above are above and beyond the costs within the estimate and should be added to the total for
comparison purposes.
*Need geotechnical investigation to confirm replacement foundation costs
Page 185 of 219
Page 1 of 2
Subject: T:GO Bus Decals
Report Number: OPD 21-54
Department: Operations and Development Department
Submitted by: Ashley Taylor, Transit Coordinator
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT report OPD 21-54 T:GO Bus Decals report be received as information.
BACKGROUND
The T:GO In-Town transit service operates Monday to Friday from 6:00am to 6:00pm.
The T:GO Inter-Community transit service operates four routes between Monday and
Friday.
Since Voyago has been contracted to provide the T:GO transit service in 2020, the
T:GO transit vehicles have been mostly white with the exception of T:GO and SCT
logos.
DISCUSSION
Bus decals will provide more visibility to the T:GO transit service and will aide in
promoting the transit service wherever the vehicle is travelling. Since the vehicles are
not typical public transit vehicles, decals will also help passengers identify the T:GO
vehicles. The design of the decals provides higher visibility of our vehicles while still
leaving room to allow for future advertising on the vehicle to provide additional revenue
for T:GO.
CONSULTATION
The Tillsonburg Transit Advisory Committee has provided input into the design and
supports decals on the buses.
Staff have also consulted with the Communications Officer on the bus decal design.
Page 186 of 219
OPD 21-54
Page 2 of 2
FINANCIAL IMPACT/FUNDING SOURCE
The cost to install the decals on the four transit vehicles is $9,600 (plus HST). This cost
will be funded through the 2021 Transit Services operating budget.
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 Bus Decals
Page 187 of 219
*Concept drawing only. Minor variations may occur.
Page 188 of 219
Page 1 of 3
Subject: Results for RFT 2021-012 Airport Access Way Expansion
Report Number: OPD 21-55
Department: Operations and Development Department
Submitted by: Carlos Reyes, Director of Operations and Development
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT report OPD 21-55 Results for RFT 2021-012 Airport Access Way Expansion be
received as information;
AND THAT Council authorizes the Director of Operations and Development to award
the RFT 2021-012 Airport Access Way Expansion to Oxford Civil Group Inc at a cost of
$332,339 (net HST included), the lowest bid received satisfying all Tender
requirements;
AND THAT Council authorizes the Director of Operations and Development to award an
additional $202,661by March 30, 2022 to use the funding provided by the Regional Air
Transportation Initiative (RATI) for the Tillsonburg Regional Airport in the amount of
$535,000.
BACKGROUND
The Regional Air Transportation Initiative (RATI) is a $206-million program that will
provide support over two years to eligible regional businesses and airports that directly
contribute to regional air transportation. The fund is designed to help ensure that
regional air connectivity and services, which are critical to economic growth, are
maintained and that regional routes are reconnected across the country.
Earlier this year, Staff successfully applied for a non-repayable contribution for the
Tillsonburg Regional Airport from the Federal Economic Development Agency for
Southern Ontario as part of the RATI program.
The Project activities included under this agreement include but are not limited to the
expansion of the airport’s apron to support increases in air traffic and to alleviate
congestion; extension of the airport taxiway to support safe navigation of aircraft from
Page 189 of 219
OPD 21-55
Page 2 of 3
the hangars to the main runway, improvements to airside and ground side safet y
perimeter such as the construction of access roads and perimeter fencing to create a
hard barrier and to delineate between the airside and ground side traffic.
RATI will provide 100% funding ($535,000) for these activities. These activities need to
be completed by March 2022.
DISCUSSION
The tender for the Airport Access Way Expansion was advertised on Bids and Tender.
Results of the tender are summarized below:
Bidder Location Bid Amount (No HST)
1. Oxford Civil Group Inc. Woodstock, ON $326,591.06
2. Viewcon Construction Ltd Woodstock, ON $363,229.21
3. J-AAR Excavating Limited London, ON $378,442.99
4. Capital Paving Inc Guelph, Ontario $411,065.29
5. Gedco Excavating Ltd. Brantford, Ontario $422,666.94
6. Dufferin Construction Company Simcoe, Ontario $485,635.00
7. Malcolm Holdings Inc Burgessville, ON $497,013.80
8. Amico Infrastructures Inc. Oldcastle, ON $521,307.60
9. 2SC Contracting Inc. Etobicoke, ON $709,283.25
The above bids do not include Net HST (1.76%). The bids also include a $20,000
contingency allowance for unforeseen expenses encountered during construction .
CONSULTATION
The following staff and resources have been consulted in preparing this report:
Director of Finance
FINANCIAL IMPACT/FUNDING SOURCE
No impact to the budget. RATI will provide 100% funding up to $535,000 for any eligible
activities completed by March 2022.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
Page 190 of 219
OPD 21-55
Page 3 of 3
☐ 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 – Tillsonburg residents and businesses will be connected to each other, regional
networks, and the world through effective traditional and digital infrastructure.
Strategic Direction – Leverage the municipal airport more effectively to increase
access, visibility and business activity in Tillsonburg.
Priority Project – Immediate Term – Airport Master Plan and implementation
ATTACHMENTS:
None.
Page 191 of 219
Page 1 of 2
Subject: New Splash Pad Funding Opportunities
Report Number: RCP 21-30
Department: Recreation, Culture & Parks Department
Submitted by: Christopher Baird, Director of Recreation, Culture & Parks Department
Meeting Type: Council Meeting
Meeting Date: Monday, November 22, 2021
RECOMMENDATION
THAT report RCP 21-30 New Splash Pad Funding Opportunities, be received as
information;
AND THAT Staff be authorized to approach the community for various fundraising
opportunities and facility naming rights.
BACKGROUND
The purpose of this report is to follow-up on a presentation made to Council by the Town’s
consultant lead Alicia Lesniak with a+LiNK at the November 8, 2021 meeting. S taff are
seeking approval to reach out to the community to identify potential funding opportunities
and naming rights for the new Splash Pad.
DISCUSSION
The splash pad will be a free community experience that will further augment the
programming at the Lake Lisgar Water Park, however the pad will have a longer season
opening a month earlier and remaining open a month later than the outdoor pool.
The 3,600 square foot, $400,000 project is fully funded with a grant provided in
partnership with the Federal, Provincial and Town budget. The project design is nearing
completion and a tender document will be ready for issuance in early 2022. As with
numerous recreation assets in Tillsonburg, there might be an opportunity for
donations/fundraising and potentially the naming rights for the new splash pad. Additional
funding could further augment the project with additional elements in and around the new
facility.
Page 192 of 219
RCP 21-30
Page 2 of 2
Staff are seeking Council approval to reach out to the community, service clubs and
businesses to identify potential financial support for the project.
CONSULTATION
This report has been prepared in consultation with the Recreation, Culture & Parks
Department.
FINANCIAL IMPACT/FUNDING SOURCE
No financial impact, other than fundraising donations that would offset project
expenditures or be earmarked for future site enhancements.
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 – Target new programs, services, amenities and attractions that
will be a magnet for young families.
Priority Project – Immediate Term – Partnership for a new splash pad.
ATTACHMENT
N/A
Page 193 of 219
Page 1 of 3
Subject: Dog Park Shelter
Report Number: RCP 21-31
Department: Recreation, Culture and Parks Department
Submitted by: David Drobitch, Manager of Parks and Facilities
Meeting Type: Council Meeting
Meeting Date: Tuesday, November 23, 2021
RECOMMENDATION
THAT staff report RCP 21-31 Dog Park Shelter, be received as information; and
THAT Council direct staff to procure the structure and install in the Dog Park with
funding contained in the approved 2021 budget.
BACKGROUND
The Tillsonburg Dog Park, located in Memorial Park, provides a controlled setting for
residents to bring their dogs for exercise and social interaction. It similarly serves as a
place where residents also get exercise and socially interact. The Dog Park is a year-
round facility, and is used in all weather conditions.
DISCUSSION
With reference to the Dog Park Committee Minutes attached to this agenda, the
Committee has made the recommendation that a small shelter, approximately 12’ x 14’
be placed in the ‘large’ and most utilized side of the dog park.
The goal of the shelter is to provide users some measure of shelter from the elements
while dogs run about & exercise. The shelter proposed is a simple, commercially-
available pre-fabricated structure that would be placed on the appropriate (‘sonotube’
etc) concrete post supports. The shelter is a wood (cedar) structure, with metal roof,
supported by posts - there would be no walls.
A sample drawing is attached, Appendix A
Page 194 of 219
RCP 21-31
Page 2 of 3
CONSULTATION
1. Dog Park Committee
2. Town of Tillsonburg Building Services
Based on the shelter’s footprint size, as well as to ensure that the shelter is safe, the
Building Department has been contacted and any approvals necessary would be
obtained.
FINANCIAL IMPACT/FUNDING SOURCE
Costs for this shelter would be borne out of existing funding: Council has previously
established funding for the ongoing development of Dog Park, with a total $6,000
allocated in 2021.
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 – 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 Projects – N/A
ATTACHMENTS
Appendix A – Drawing and Sample Photo
Page 195 of 219
RCP 21-31
Page 3 of 3
Page 196 of 219
Page 1 of 3
The Corporation of the Town of Tillsonburg
Affordable and Attainable Housing Committee
October 27, 2021
4:00 p.m.
Electronic
MINUTES
Present: Councillor Chris Parker (Chair), Gary Green, Councillor Penny Esseltine, Lisa
Lanthier, Rebecca Smith, Cedric Tomico and Mayor Stephen Molnar.
Absent with Regrets: Collette Takacs, and Suzanne Renken.
Staff:
Kyle Pratt, CAO
Cephas Panschow, Development Commissioner
Kennedy Atkinson, Acting Executive Assistant
Staff Absent:
Geno Vanhaelewyn, CBO
1.Call to Order
The meeting was called to order at 4:03 p.m.
2.Adoption of Agenda
25 Maple Lane to be added as agenda item 5.3.
Resolution #1
Moved by: Councillor Esseltine
Seconded by: Gary Green
THAT the Agenda as prepared for the Affordable and Attainable Housing
Committee, October 27, 2021, be adopted.
Carried
Page 197 of 219
Page 2 of 3
Cedric Tomico entered the meeting at 4:05 p.m.
3.Minutes of the Previous Meeting
Resolution #2
Moved by: Gary Green
Seconded by: Mayor Stephen Molnar
THAT the Minutes as prepared for the Affordable and Attainable Housing Advisory
Committee meeting of September 22, 2021, be adopted.
Carried
4.Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5.General Business and Reports
5.1. Consultation with External Agencies
This agenda item to be addressed in the next Committee meeting.
5.1.1 Tillsonburg and District Real Estate Board
This agenda item to be addressed in the next Committee meeting.
5.1.2. Multi-Service Centre
This agenda item to be addressed in the next Committee meeting.
5.1.3 Community Living
This agenda item to be addressed in the next Committee meeting.
Tillsonburg non profit housing will be discussed in the next two meetings.
5.2. Homelessness in Oxford County
Oxford Housing Action Committee will be in contact to talk about housing and
homelessness in Oxford County and how we can share resources.
5.3 25 Maple lane
Staff shared information on the Maple Lane property. Tillsonburg has 90 days to
respond with expression of interest and 90 days after to present offer of
purchase.
6.Round Table
Tillsonburg Non-Profit Housing Corporation’s funding application to be considered at
the next County Council meeting on November 10, 2021.
7.Next Meeting
Page 198 of 219
Page 3 of 3
Wednesday, November 24, 2021 at 4:15 p.m.
8. Adjournment
Resolution #3
Moved by: Cedric Tomico
Seconded by Rebecca Smith
THAT the October 27, 2021 Affordable and Attainable Housing Committee meeting
be adjourned at 4:45 p.m.
Page 199 of 219
Page 1 of 2
The Corporation of the Town of Tillsonburg
Tillsonburg Physician Recruitment and Retention Committee
November 2, 2021
12:00 p.m.
Electronic
MINUTES
Present: Mayor Stephen Molnar, Deputy Mayor Dave Beres (Chair), Dr. Matt Johnson,
Councillor Esseltine, Dr. Howard. Lamb, Lesley Ross, Mike Bastow, Sandy Jansen and
Dr. James Cluett.
Also Present:
Kyle Pratt, CAO
Kennedy Atkinson, Acting Executive Assistant
Cephas Panschow, Development Commissioner
1. Call to Order
The meeting was called to order at 12:08 p.m.
Mayor Stephen Molnar entered the meeting at 12:09 p.m.
2. Adoption of Agenda
Resolution #1
Moved by: Councillor Esseltine
Seconded by: Dr. Howard Lamb
THAT the Agenda as prepared for the Physician Recruitment and Retention
Committee meeting of June 1, 2021, be adopted.
Carried
3. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
Page 200 of 219
Page 2 of 2
4. General Business and Reports
4.1. A report from Sandy Jansen and Dr. Cluett regarding investigating Community
Health Center Clinics as a model for Tillsonburg
Previously discussed the possibility of a one stop health care centre (166-178
Rolph Street). The business model still needs to be developed and what kind of
clinic/ facility could be supported there. A conceptual drawing is planned to be
created by the middle of the month. It was suggested that the committee discuss
a general budget for the project to present in the 2022 budget..
4.2. Report from Chair: Tillsonburg Council approved the Committee’s
recommendation regarding increases to stipend payments at their meeting on
September 27, 2021.
4.3. Physician recruitment metric baseline
This is the baseline amount of doctors we have and can be used to advance
goals of the committee. The average patient roster in Tillsonburg is 1900. For
every 1 doctor who retires it is projected that 1.5 will need to be hired in order to
maintain a standard Doctor/ Patient ratio.
5) Round table
It was discussed that there needs to be an increase in physicians who work in the
emergency department. A suggested solution for this problem is the hiring of full time
emergency doctor(s). Dr. James Cluett and Sandy Jansen are working to accelerate
this. It was suggested that the Committee assemble a meeting in January if a resolution
is found.
6) Next Meeting
The next meeting will be held on February 1, 2022 at 12:00 p.m.
7) Adjournment
Resolution #2
Moved by: Sandy Jensen
Seconded by: Mayor Stephen Molnar
THAT the November 2, 2021 Physician Recruitment and Retention Committee
meeting be adjourned at 1:00 p.m.
Carried
Page 201 of 219
Page 1 of 4
The Corporation of the Town of Tillsonburg
Economic Development Advisory Committee
November 9, 2021
7:30 a.m.
Electronic
MINUTES
Present: Jesse Goossens (Chair), Dane Willson, Lisa Gilvesy, Mayor Stephen
Molnar, Collette Tackacs, Andrew Burns, Suzanne Renken, Cedric Tomcio, Kirby
Heckford, Steve Spanjers, Randy Thornton
Also Present:
Kyle Pratt, CAO
Cephas Panschow, Development Commissioner
Kennedy Atkinson, Acting Executive Associate
Ravi Baichan, General Manager of Operations
Ravi Baichan,
1.Call to Order
This meeting was called to order at 7:34 a.m. by the Chair
2.Adoption of Agenda
Proposed Resolution #1
Moved by: Suzanne Renken
Seconded by: Randy Thorton
THAT the Agenda as prepared for the Economic Development Advisory Committee
meeting of November 9, 2021, be adopted.
3.Minutes of the Previous Meeting
October 12, 2021
Page 202 of 219
Page 2 of 4
Proposed Resolution #2
Moved by: Andrew Burns
Seconded by: Lisa Gilvesy
THAT the Minutes as prepared for the Economic Development Advisory Committee
meeting of October 12, 2021 be adopted.
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5. General Business and Reports
5.1. Tillsonburg Hydro – Introduction and Overview (Ravi Baichan, General
Manager)
The CAO introduced Ravi Baichan who previously worked for Halton hydro. Ravi
clarified that there has been a successful applicant for the Manager of
Operations position and will have a full staff by January 1st. Hydro is currently
waiting on a status update from Armtech.
Hydro rate change on Nov 1st.
5.2. Monthly Projects Update
Staff gave updates such as the Town Hall space needs study is moving forward,
and wayfinding signage final designs are being delivered this week. It was
expressed that there is a plan to re-envision the Clock Tower. The Town Hall
space needs design is moving forward. An update on VanNorman is forth
coming shortly – the final staging in registering subdivision.
Please have staff send out map of acreage.
5.3. 2022 Economic Development & Marketing Business Plan
Staff discussed the business plan and how it overlaps with the strategic plan.
Note that there there is a variation in the business plan cost of VIP phase 2.
The committee discussed the need to have properties listed on Realtor.ca to
maximize marketing. Council approved an RFP to start using Realtor.ca to start
the sale of properties.
5.4. Planning Items Circulation
There were no disclosures of pecuniary interest declared.
Page 203 of 219
Page 3 of 4
6. Community Strategic Plan - Nov 22nd Council meeting
It was noted that some baseline measurements that still need to be collected.
6.1. Town Hall Task Force
There will be a Tour of the Town Hall facilities November 16th
6.2. Affordable & Attainable Housing Committee
It was noted that the addition of affordable housing has discussed and evaluated
in hopes to add housing to the Town of Tillsonburg.
6.3. Boundary Adjustment Committee
The Committee expressed need to have the Hempson report expedited in order
to make changes to the Boundary
6.4. Physician Recruitment & Retention
Committee discussed the proposal of a medical centre and the pros and cons of
building one. The Tillsonburg memorial Hospital is working to the completion of
drawings.
7. Community Organization Updates
7.1. Downtown Business Improvement Association
There were no disclosures of pecuniary interest declared.
7.2. Tillsonburg District Chamber of Commerce
The Committee discussed the Awards of Excellence which are taking place on
November 18th.
8000 Rapid COVID-19 test kits have been distributed through Tillsonburg
Chamber since August
7.3. Tillsonburg District Real Estate Board
Report will be sent to Executive Assistant and distributed to Committee
8. Round Table
Committee is looking to move forward with in person meetings. Staff to look into
booking the Lion’s Den for the next meeting (December 14th Discuss with Clerks
Department)
9. Next Meeting
December, 14, 2021
10. Adjournment
Page 204 of 219
Page 4 of 4
Proposed Resolution #2
Moved by: Collette Tackacs
Seconded by: Cedric Tomcio
THAT the November 9, 2021 Economic Development Advisory Committee meeting
be adjourned at 8:50 a.m.
Page 205 of 219
Page 1 of 3
The Corporation of the Town of Tillsonburg
Recreation & Sports Advisory Committee
November 10, 2021
5:30 p.m.
Electronic
MINUTES
Present:
Scott Gooding, Christian Devlin, Carrie Lewis, Taylor Campbell, Dace Zvanitajs, Susie
Wray
Absent with Regrets:
Jeff Vanrybroeck, Kim Sage
Also Present:
Chris Parker, Christopher Baird, Andrea Greenway, Margaret Puhr
1. Call to Order
The meeting was called to order at 5:33 p.m.
2. Adoption of Agenda
Resolution #1
Moved by: Susie Wray
Seconded by: Scott Gooding
THAT the Agenda as prepared for the Recreation & Sports Advisory Committee
meeting of November 10, 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 206 of 219
Page 2 of 3
5. General Business and Reports
5.1. Staff update – Andrea reached out to Baldwin and Hickory Hills communities
regarding some physical brochures and technical education, is waiting for
responses from their respective boards. The library has tech support program
that started up recently, which is available to all, and Andrea will meet with the
Head Librarian to discuss mutual support.
The recreation department is now able to go into the schools, therefore there will
be more programs available through use of the school facilities. Winter guide will
be released on December 6, registration starting December 8.
The hometown hockey preparation is on schedule with the partnership with BIA,
including the downtown parade, main event site at the community centre and
fireworks on Saturday evening. The downtown lights have been fast tracked to
be installed on time for the parade.
5.2. Splash Pad presentation to council – as shared through email, this was
presented to council on Monday by the design team A+Link Architects. The
construction tender will be going out early in the New Year, with opening
planned for June 2022. The indoor pool renovation will be presented to council
in December and will be shared with the committee for comments. Committee
also discussed the closure of the indoor pool and timing of it with the purpose of
keeping staff re-assigned during the shutdown.
5.3. Recreation Master Plan – an opportunity for the new members to review and ask
questions.
6. Next Meeting
December 8 at 5:30p.m., hybrid format.
7. Adjournment
Resolution #3
Moved by: Karrie Lewis
Seconded by: Scott Gooding
THAT the November 10, 2021 Recreation & Sports Advisory Committee meeting be
adjourned at 6:11p.m.
Page 207 of 219
Page 3 of 3
Carried
Please contact the Staff Liaison listed below to gain access to this electronic
meeting:
Contact
Margaret Puhr
mpuhr@tillsonburg.ca
519-688-3009 ext.4202
Page 208 of 219
Page 1 of 2
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2021-___
A BY-LAW to appoint a Committee of Adjustment for the Town of Tillsonburg
pursuant to Section 44 of the Planning Act., R.S.O. 1990 c. P. 13.
WHEREAS Section 44 of the Planning Act, 1990 allows municipalities who have passed
a zoning by-law under Section 34 of the Act, to appoint a Committee of Adjustment for
the municipality;
AND WHEREAS the Town of Tillsonburg is desirous of appointing a Committee of
Adjustment;
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. That the Committee of Adjustment for the Corporation of the Town of Tillsonburg
shall have all statutory duties listed under Sections 44 and 45 of the Planning
Act., R.S.O. 1990 c. P. 13, as amended.
2. That the following members of Council shall be appointed to the Town of
Tillsonburg Committee of Adjustment for a term to expire November 14, 2021;
Stephen Molnar
Dave Beres
Penny Esseltine
Deb Gilvesy
Pete Luciani
Chris Parker
Chris Rosehart
3. That the Chair of the Committee of Adjustment shall be the Mayor of the Town of
Tillsonburg or designate.
4. That the Clerk for the Town of Tillsonburg, or designate, is responsible for the
Secretary-Treasurer duties of the Committee of Adjustment as prescribed in the
Planning Act.
5. That all hearings of the Committee of Adjustment shall be called by the
Secretary-Treasurer or designate as it is necessary, according to the submission
of applications for minor variances.
Page 209 of 219
By-Law 2021-___
Page 2 of 2
6. That By-Law 2020-109 is hereby repealed in its entirety.
7. That this by-law shall come into force and take effect on the date it is passed.
READ A FIRST AND SECOND TIME THIS 23rd day of NOVEMBER, 2021.
READ A THIRD AND FINAL TIME AND PASSED THIS 23rd day of NOVEMBER,
2021.
___________________________
MAYOR – Stephen Molnar
___________________________
CLERK – Michelle Smibert
Page 210 of 219
Page 1 of 1
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2021-___
A BY-LAW to amend By-Law 2021-013 being a by-law to provide for the licensing,
regulation, and control of animals within the Town of Tillsonburg.
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. That the definition for “license issuer” be amended to remove all reference to
“cats.”
2. That Part 3 be amended to remove all reference to “cats.”
3. That Part 8 be amended to remove all reference to “cats.”
4. That Part 12 be amended to remove all reference to “cats.”
5. That these amendments to By-Law 2021-013 are hereby declared to be part of
that By-Law as if written therein.
6. That this By-law shall come into full force and effect upon passing.
READ A FIRST AND SECOND TIME THIS 23rd day of NOVEMBER, 2021.
READ A THIRD AND FINAL TIME AND PASSED THIS 23rd day of NOVEMBER,
2021.
___________________________
MAYOR – Stephen Molnar
___________________________
CLERK – Michelle Smibert
Page 211 of 219
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2021-___
A BY -LAW to authorize an agreement between The Corporation of the Town of
Tillsonburg and the Toronto-Dominion Bank for provision of banking services.
WHEREAS The Corporation of the Town of Tillsonburg deems it necessary and
expedient to enter into an agreement with the Toronto -Dominion Bank;
BE IT THEREFORE ENACTED by the Council of the Town of Tillsonburg as follows:
1. That the Agreement attached hereto as Schedule A forms part of this by-law;
2. That the Mayor and the Director of Finance 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 pas sed.
READ A FIRST AND SECOND TIME THIS 23rd day of NOVEMBER, 2021.
READ A THIRD AND FINAL TIME AND PASSED THIS 23rd day of NOVEMBER,
2021.
_____________________________________
MAYOR – Stephen Molnar
_____________________________________
CLERK – Michelle Smibert
Page 212 of 219
Internal
Ontario Southwest Region
275 Dundas Street, 9th Floor
London, ON N6C 3L1
Telephone No.: (519) 663-5724
Email: robin.foley@td.com
October 12, 2021
The Corporation of the Town of Tillsonburg
200 Broadway St. 2nd Fl
Tillsonburg, ON
N4G 5A7
Attention: Sheena Pawliwec, Director of Finance
Thank you for the opportunity to present a renewal agreement of the Business Banking agreement
to the Corporation of the Town of Tillsonburg. We are committed to continue to work with you
to provide a high level of service for your banking and financial needs. As you will find in our
proposal below, we have outlined the existing services, their transaction volumes and associated
published prices. We have modified the pricing of Cash Management services for Tillsonburg
Hydro's BPRS, which will result in an estimated $1,851.00 in new savings per year for you.
Our decision to amend these fees was based on an extensive review of your banking business and
the value of our existing relationship.
TERMS OF COMMITMENT
Pricing is based on information from past business and activity volumes. Should business and/or
activity volumes differ by 10% +/- from historical volumes or there are significant changes in the
market, we reserve the right to reopen discussions with you with a view to negotiating alternative
compensation arrangements. Any pricing changes would be reviewed and mutually agreed to by
the Corporation of the Town of Tillsonburg and TD Bank Financial Group (TD) prior to their
implementation. The products and services outlined in this proposal comply with the Bank Act of
Canada and the Canadian Payments Association and are subject to change from time to time
Either party may terminate the arrangements outlined herein by providing proper written notice to
the other party upon 180 days written notice.
Page 213 of 219
Internal
SUMMARY OF CASH MANAGEMENT SERVICES AND FEES
Cash Management services currently used by the Corporation of the Town of Tillsonburg.
(volumes based on August 2021 transactions volumes)
Product Service Description Published Pricing Volumes
(Aug '21)
Tillsonburg's
Pricing
Monthly
Savings over
Published
Price (Aug
'21)
Balance
Reporting
View all
accounts/companies with
one logon.
Customize each users'
access rights to only those
accounts they need
access to.
$15/mth/account 16 accounts $0/mth/account $240
Payments &
Transfers
Make bill payments and
transfers between
accounts/companies.
Restricted Bill payments –
only those payees signed
off by appropriate signing
officers can be lodged to
this service (fraud
prevention).
$2/transfer
$1/bill payment
$8/stop payment
10 transfers
6 stop
payments
$0/transfer
$0/bill payment
$0/stop payment
$68
Bill Payment
Receiver
Service
Allows customers (rate
payers) to pay online at
any financial institution.
Gives Merchants the
ability to consolidate the
delivery of their bill
payment details through a
single channel – File
Transfer on Web Business
Banking
$75/mth/mailbox
$0.05/payment
2 Mailboxes
(1 Township +
1 Hydro)
2,052
payment –
Town
3,475
payment –
Hydro
Township
$0/mth/mailbox
$0/payment
Hydro (Current)
$50/mth/mailbox
$0.03/payment
Hydro (NEW)
$0/mth/mailbox
$0/payment
$266
Electronic
Funds
Transfer
Send payments
electronically to vendors
in lieu of cheques.
Debits tax payors
electronically for
amounts owing.
$50/mth/org id
$10/file
$0.10/item
$2.50/NSF return
3 Org ids
7 files
4,987 items
20 NSF returns
$0/mth/org id
$0/file
$0/item
$0/NSF return
$768
Page 214 of 219
Internal
Fraud prevention: DUAL
authorization on
outgoing payments in
place and reducing paper
cheques
Remote
Deposit
Capture
Scan and deposit
incoming cheques right
at your desk. 1 scanning
location.
Credits into your account
with 2-4 hours.
$35/mth/scanner
$10/mth/addt'l
acct
$1/deposit
$0.22/item
1 scanner
1 account
24 deposits
1,041 items
$35/mth
(inclusive)
$249
Wire
Payment
Service
Send wires anywhere in
the world
Fraud prevention: Dual
authorization in place
$0/mth
$20/wire TD - TD
$40/ CAN/USA
$50/International
no activity $0/mth
$20/wire TD - TD
$40/ CAN/USA
$50/International
Cheque
Imagine
Archive
Monthly DVD Rom
delivered which includes
images of all cleared
cheques
$25/mth
$0.02/image
1 DVD
111 images
$0/mth
$0 /image
$27
Recommended New Service
Cheque Fraud
Protection
Service
Our Cheque Fraud
Protection Service is an
effective fraud
protection tool that
provides you with a
Web-based facility for
managing cheques
clearing through your
Canadian accounts.
Recommended Service
Type: Positive Pay with
Payee Match
(See appendix for full
details)
$35/mth
$0.90/item
$5/file
Ancillary fees(see
attached)
Note:
$12.50/exception
fee
1/account
110 cheques
4 files
$35/mth
$0.45/item
$5/file
(NEW estimated
monthly fee)
$104.95
$49
Total Monthly Fees Paid Total
Monthly Fee
Saved
Totals $139.95 $1,667
Page 215 of 219
Internal
BANKING SERVICES AGREEMENT
Below is a recap of the existing agreement, with respect to Cash Management Services, Account
Fees, Interest Compensation and Loan Fees
Cash Management Services
Cash Management Services are considered separate and contractual in nature and are subject to
pricing that is independent of the above-mentioned compensation arrangements.
Based on your historical activity volumes, the above pricing amendments represent a savings of
$20,004 per year, over published pricing, for the Corporation of the Town of Tillsonburg.
Account Fees (unchanged)
Monthly Account Flat Fees (all accounts)
Account Flat Fee of $0.00.
This fee was determined based on average monthly volumes over the past 12 months, represent a
savings of $14,150 per year, over published pricing. (see chart below for transaction volumes)
Interest Compensation
Interest will be calculated and paid monthly on the average daily credit balances maintained, at
the following rates:
• Canadian Account Balances: TD Prime Rate – 1.90% (Prime rate as of Oct 5th, 2021 is
2.45%)
Term Investments - Recommended
Indicative term rates as of Oct 5th follows:
1m - 0.36% 6m - 0.48%
2m - 0.43% 9m - 0.53%
3m - 0.45% 12m - 0.58%
4m - 0.46%
Page 216 of 219
Internal
AVERAGE MONTHLY CANADIAN DOLLAR ACCOUNT ACTIVITY
CREDITS Monthly Average Published Price Charge To Customer
In-Branch Deposits
# of deposits 51 $1.25 $63.75
# of RDC deposits 22 $1.25 $27.50
# of CTS deposits 0 $1.25 $0.00
# of items within deposits 702 $0.22 $154.44
$ value of cash & coin deposited $44,929.10 $2.50 per $1,000 $112.32
# of Automated Credits 145 $1.25 $181.25
DEBITS Monthly Average Charge To Customer
# of Cheques issued 106 $1.25 $132.50
# of Automated Debits 22 $1.25 $27.50
SUNDRY Monthly Average Published Price Charge To Customer
# of month end statements 2 $5.00 $10.00
# of charge backs 1 $5.00 $5.00
# of ATS Transfers 21 $0.95 $19.95
SUNDRY Monthly Average Published Price Charge To Customer
Mirror Accounting - # Operating Accts 5 $30.00 $150.00
Mirror Accounting - # Concentration Accts 1 $70.00 $70.00
Interest Allocation Service - # Accts 5 $45.00 $225.00
$1,179.21
$0.00
Volume & Pricing Recap
SUMMARY - CAD Accounts
CURRENT ACCOUNT ACTIVITY
TOTAL CURRENT ACCOUNT ACTIVITY
Published Price
Proposed Flat Fee
Loan Fees
The Corporation of the Town of Tillsonburg
Operating Line – Demand Facility - $4,000,000 TD Prime less 1.00%
TD Prime as at October 12, 2021 2.45%
Tillsonburg Hydro
Capital Expenditure Facility - $5,500,000 authorized* ($5,000,000
drawn)
TD Prime less 0.65%
Letter of Credit - $956,406 currently issued 0.75% per annum
TD Prime as at October 12, 2021 2.45%
* Increase of $500K authorized September 14 th, 2021 with amending credit agreement to be issued.
- There are no monthly admin fees or annual renewal fees associated with either borrower.
Page 217 of 219
Internal
DEDICATED SERVICE TEAM
TD Commercial Banking has a dedicated team of 5 members that is familiar with your portfolio
including Account Manager, Customer Service Officers and Manager of Cash Management,
along with our District Vice President. If there are changes within our team, we hope you will
find any transition seamless.
TERMS OF COMMITMENT
Pricing is based on information from past business and activity volumes. Should business and/or
activity volumes differ by 10% +/- from historical volumes or there are significant changes in the
market, we reserve the right to reopen discussions with you with a view to negotiating alternative
compensation arrangements. Any pricing changes would be reviewed and mutually agreed to by
the Corporation of the Town of Tillsonburg and TD Bank Financial Group (TD) prior to their
implementation. The products and services outlined in this proposal comply with the Bank Act of
Canada and the Canadian Payments Association and are subject to change from time to time
Either party may terminate the arrangements outlined herein by providing proper written notice to
the other party upon 180 days written notice.
If the terms and conditions as detailed herein to renew our Banking Services Agreement are
acceptable to the Corporation of the Town of Tillsonburg, please confirm your acceptance by
signing below. Upon receipt of this executed agreement, we will program the new fees proposed
above.
We appreciate the opportunity you have afforded us. If you have any questions, please do not
hesitate to call Robin Foley at (519) 663-5724.
Thank you for your business.
Robin Foley, Manager Cash Management
(dated Nov 15th,2021)
TO THE TORONTO – DOMINION BANK
The Corporation of the Town of Tillsonburg hereby accepts the foregoing offer this
______________ day of ___________, 2021. The Borrower confirms that, except as may be set
out above, the credit facilities detailed herein shall not be used by or on behalf of any third party.
___________________________
SIGNATURE
Stephen Molnar, Mayor
__________________________
SIGNATURE
Renato Pullia, Interim Director of Finance / Treasurer
Page 218 of 219
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2021-116
A BY-LAW to confirm the proceedings of Council at its meeting held on
November 23, 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 November 23, 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 23rd DAY OF NOVEMBER, 2021.
READ A THIRD AND FINAL TIME AND PASSED THIS 23rd DAY OF NOVEMBER,
2021.
________________________________
MAYOR – Stephen Molnar
_______________________________
CLERK – Michelle Smibert
Page 219 of 219