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211213 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg Council Meeting AGENDA Monday, December 13, 2021 5:00 PM Electronic Meeting 1.Call to Order 2.Closed Session (5:00 p.m.) Proposed Resolution #1 Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to consider a matter of a proposed or pending acquisition or disposition of land by the municipality or local board. 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 2.5.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 Decemeber 13, 2021, be approved. 4.Moment of Silence 5.Disclosures of Pecuniary Interest and the General Nature Thereof 6.Adoption of Council Minutes of Previous Meeting Proposed Resolution #3 Moved By: ________________ Seconded By: ________________ THAT the minutes of the Council meeting held on November 23, 2021, be approved. 7.Presentations 7.1.A+LiNK Architecture Inc. Re: Aquatic Centre Rehabilitation and Construction Project Mr. Ed van der Maarel, A+LiNK Architecture Inc. Proposed Resolution #4 Moved By: ________________ Seconded By: ________________ THAT Council receives the presentation from A+LiNK Architecture Inc. regarding the Aquatic Centre Rehabilitation and Construction Project, as information. 8.Public Meetings 9.Planning Reports 9.1.Application for Zone Change - Removal of Holding Provision ZN 7-21-14 (Hiebert) Proposed Resolution #5 Moved By: ________________ Seconded By: ________________ THAT Council approve the zone change application, File No. ZN 7-21-14, as submitted by Peter Hiebert, for lands described as Lot 16, Plan 41M-144, in the Town of Tillsonburg, to remove the Holding Provision from the lands to facilitate the construction of a single detached dwelling. 9.2.Application for Zone Change - Removal of Holding Provision ZN 7-21-15 (Friesen) Proposed Resolution #6 Moved By: ________________ Seconded By: ________________ THAT Council approve the zone change application, File No. ZN 7-21-15, as submitted by Peter & Megan Friesen, for lands described as Lot 3, Plan 41M-144, in Page 2 of 817 the Town of Tillsonburg, to remove the Holding Provision from the lands to facilitate the construction of a single detached dwelling. 9.3.Application for Zone Change- Removal of Holding Provision ZN 7-21-16 (Eaglewing Homes Inc.) Proposed Resolution #7 Moved By: ________________ Seconded By: ________________ THAT Council approve the zone change application, File No. ZN 7-21-16, as submitted by Eaglewing Homes Inc., for lands described as Lot 42, Plan 41M-144, in the Town of Tillsonburg, to remove the Holding Provision from the lands to facilitate the construction of a single detached dwelling. 9.4.Application for Draft Plan of Condominium and Exemption from Draft Plan Approval CD 21-03-7 (2563557 Ontario Inc.) Proposed Resolution #8 Moved By: ________________ Seconded By: ________________ THAT Council advise County Council that the Town supports the application for draft approval of a proposed condominium submitted by 2563557 Ontario Inc, (File No. CD 21-03-7), prepared by CJDL Consulting Engineers and Kim Husted Surveying Inc, dated September 16, 2021, for lands described as Blocks 21, 22, 23, 24, Daffodil Drive and Daisy Court, Plan 41M-155, save and except Parts 1 & 2 of 41R-10168, in the Town of Tillsonburg; AND THAT Council advise County Council that the Town supports the application for exemption from the draft plan of condominium approval process, submitted by 2563557 Ontario Inc, (File No. CD 21-03-7), prepared by CJDL Consulting Engineers and Kim Husted Surveying Inc, dated September 16, 2021, for lands described as Blocks 21, 22, 23, 24, Daffodil Drive and Daisy Court, Plan 41M-155, save and except Parts 1 & 2 of 41R-10168, in the Town of Tillsonburg, as all matters relating to the development have been addressed through the Site Plan Approval process and a registered site plan agreement with the Town of Tillsonburg. 10.Delegations 10.1.Wayne Thomas Re: Noise Complaint A&W on Broadway Proposed Resolution #9 Moved By: ________________ Seconded By: ________________ THAT Council receives the delegation from Mr. Wayne Thomas as information. Page 3 of 817 11.Deputation(s) on Committee Reports 11.1.RCP 21-33 Memorial Park Revitalization Advisory Committee Update Proposed Resolution #10 Moved By: ________________ Seconded By: ________________ THAT report RCP 21-33 Memorial Park Revitalization Advisory Committee Update, be received as information. 12.COVID-19 13.Information Items 13.1.Long Point Region Conservation Authority Re: Transition Plan Proposed Resolution #11 Moved By: ________________ Seconded By: ________________ THAT Council receives the correspondence from the Long Point Region Conservation Authority dated December 2, 2021, as information. 14.Staff Reports 14.1.Chief Administrative Officer 14.1.1.CAO 21-15 Tillsonburg Succession Management Policy and Plan Proposed Resolution #12 Moved By: ________________ Seconded By: ________________ THAT report CAO 21-15 Tillsonburg Succession Management Policy and Plan be received by Council as information; AND THAT Council approve the attached Succession Management Policy and Plan. 14.1.2.CAO 21-16 Joint Service Delivery Review – Update Proposed Resolution #13 Moved By: ________________ Seconded By: ________________ THAT report CAO 21-16 titled “Joint Service Delivery Review – Update” be received by Council as information. Page 4 of 817 14.2.Corporate Services 14.3.Economic Development 14.4.Finance 14.4.1.FIN 21-35 2022 Updated Rates and Fees Proposed Resolution #14 Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 21-35 2022 Rates and Fees; AND THAT a By-Law to provide a schedule of fees for certain municipal applications, services, and permits be brought forward for Council consideration. 14.4.2.FIN 21-36 2022 Capital Pre-Budget Approvals Proposed Resolution #15 Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 21-36 2022 Capital Pre-Budget Approvals; AND THAT pre-budget approval for the following 2022 Operations & Development projects be granted: X73 2022 Asphalt Program $400,000• X76 Beech Blvd & Stoney Creek Retaining Walls $1,176,000• X79 Cranberry Rd Design $260,000• X81 3D Lidar – Manhole Condition Assessment $170,000• X82 Woodcock and Pheasant Design $180,000• 14.5.Fire and Emergency Services 14.6.Operations and Development 14.6.1.OPD 21-57 Traffic By-Law Comprehensive Review Proposed Resolution #16 Moved By: ________________ Seconded By: ________________ Page 5 of 817 THAT report OPD 21-57 Traffic By-Law Comprehensive Review be received as information; AND THAT a By-Law to regulate traffic and the parking of motor vehicles within the Town of Tillsonburg and to repeal By-Law 3701, be brought forward for Council's consideration. 14.7.Recreation, Culture and Parks 14.7.1.RCP 21-34 Splash Pad Equipment Purchase Proposed Resolution #17 Moved By: ________________ Seconded By: ________________ THAT report RCP 21-34 Splash Pad Equipment Purchase, be received as information; AND THAT in accordance with Section 7(b) of Purchasing Bylaw 2020-070, Council approve the acquisition of the preferred splash pad equipment directly from OpenSpace Solutions Inc., Wellesley, Ontario to an upset limit of $150,000. 15.New Business 16.Consideration of Committee Minutes 16.1.Committee Minutes Proposed Resolution #18 Moved By: ________________ Seconded By: ________________ THAT Council receives the Cultural, Heritage and Special Awards Advisory Committee minutes date November 3, 2021, the Tillsonburg 150 Committee minutes dated November 16, 2021, the Boundary Adjustment Committee minutes dated November 16, 2021, the Memorial Park Revitalization Advisory Committee minutes dated November 17, and the Affordable and Attainable Housing Committee minutes dated November 24, 2021, as information. 16.2.Long Point Region Conservation Authority Board of Director Minutes Proposed Resolution #19 Moved By: ________________ Seconded By: ________________ THAT Council receives the Long Point Region Conservation Authority Board of Director minutes dated November 3 and November 10, 2021, as information. Page 6 of 817 17.Motions/Notice of Motions Proposed Resolution # Moved By: Councillor Gilvesy Seconded By: ________________ THAT Coon Alley located in the Town of Tillsonburg be renamed Racoon Alley 18.Resolutions/Resolutions Resulting from Closed Session 19.By-Laws 19.1.A By-Law to amend By-Law 3295 (ZN 7-21-14) 19.2.A By-Law to amend By-Law 3295 (ZN 7-21-15) 19.3.A By-Law to amend By-Law 3295 (ZN 7-21-16) 19.4.A By-Law to regulate traffic and the parking of motor vehicles in the Town of Tillsonburg and to repeal By-Law 3701 Proposed Resolution #20 Moved By: ________________ Seconded By: ________________ THAT A By-Law to amend By-Law 3295 (ZN 7-21-14); and A By-Law to amend By-Law 3295 (ZN 7-21-15); and A By-Law to amend By-Law 3295 (ZN 7-21-16); and A By-Law to regulate traffic and the parking of motor vehicles in the Town of Tillsonburg and to repeal By-Law 3701, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 20.Confirm Proceedings By-law Proposed Resolution #21 Moved By: ________________ Seconded By: ________________ THAT By-Law 2021-122, to Confirm the Proceedings of the Council meeting held on December 13, 2021, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 21.Items of Public Interest Page 7 of 817 22.Adjournment Proposed Resolution #22 Moved By: ________________ Seconded By: ________________ THAT the Council meeting of December 13, 2021 be adjourned at ___ p.m Page 8 of 817 1 The Corporation of the Town of Tillsonburg Council Meeting MINUTES Tuesday, November 23, 2021 3:00 PM Electronic Meeting ATTENDANCE: Mayor Molnar Deputy Mayor Beres Councillor Esseltine Councillor Gilvesy Councillor Luciani Councillor Parker Councillor Rosehart Staff: Kyle Pratt, Chief Administrative Officer Michelle Smibert, Director of Corporate Services/Clerk Renato Pullia, Interim Director of Finance/Treasurer Shane Caskanette, Fire Chief Chris Baird, Director of Recreation, Culture and Parks Carlos Reyes, Director of Operations and Development Cephas Panschow, Development Commissioner Amelia Jaggard, Deputy Clerk _____________________________________________________________________ 1. Call to Order The meeting was called to order at 3:00 p.m. 2. Closed Session (3:00 p.m.) Resolution # 2021-501 Page 9 of 817 2 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres 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. Carried 2.1 Adoption of Agenda 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof 2.3 Adoption of Closed Session Council Minutes 2.4 Reports 2.4.1 239 (2) (b) personal matters about identifiable individuals, including municipal or local board employees 2.4.2 239 (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.) Resolution # 2021-502 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy 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 following item 7.1, be approved. Carried 4. Moment of Silence 5. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 6. Adoption of Council Minutes of Previous Meeting Mayor Molnar shared thanks to all who supported the Rogers Hometown Hockey event held on the weekend. Page 10 of 817 3 Resolution # 2021-503 Moved By: Councillor Gilvesy Seconded By: Councillor Parker THAT the minutes of the Council meeting held on November 8, 2021, be approved. Carried 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 were present to provide a presentation. Opportunity was provided for comments and questions from Council. The presenter noted that under option 2 after twenty-five years the Town would likely need to conduct another detailed inspec tion to determine needed rehabilitation or replacement work. The presenter noted that due to corrosion the structure needs rehabilitation or replacement. There was discussion regarding the structure and potential heritage elements. Resolution # 2021-504 Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine 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. Carried Item 15.6.1. was dealt with next. 8. Public Meetings 9. Planning Reports Page 11 of 817 4 10. Delegations 11. Deputation(s) on Committee Reports 11.1 RCP 21-29 Museum Advisory Committee Recommendation Joan Weston, Chair of the Museum Advisory Committee, was present to speak to the recommendation. If supported staff will need to investigate associated costs, consult further with the Museum Advisory Committee and report back to Council. Resolution # 2021-506 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres 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 and support same. Carried 11.2 CS 21-35 Tillsonburg 150 Committee Recommendation - Terms of Reference Amendment Christine Wade, Chair of the Tillsonburg 150 Subcommittee, and Collette Takacs, Chair of the Cultural, Heritage and Special Awards Advisory Committee were present to speak to the recommendation. Opportunity was provided for comments and questions from Council. Resolution # 2021-507 Moved By: Councillor Parker Seconded By: Councillor Gilvesy THAT Council supports 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." Page 12 of 817 5 Carried 11.3 CS 21-36 Tillsonburg 150 Committee Recommendation - Request for Additional Funding Christine Wade, Chair of the Tillsonburg 150 Subcommittee, and Collette Takacs, Chair of the Cultural, Heritage and Special Awards Advisory Committee were present to speak to the recommendation. Opportunity was provided for comments and questions from Council. Resolution # 2021-508 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council supports 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. Carried 12. COVID-19 Mayor Molnar provided an update. 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 Resolution # 2021-509 Moved By: Councillor Esseltine Seconded By: Councillor Luciani 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 13 of 817 6 Carried 14. Quarterly Reports 14.1 FIN 21-33 2021 Third Quarter Consolidated Financial Results Resolution # 2021-510 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council receives report FIN 21-33 2021 Third Quarter Consolidated Financial results as information. Carried 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 Resolution # 2021-511 Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine THAT Council receives the 2021 Third Quarter Department Results, as information. Carried 15. Staff Reports 15.1 Chief Administrative Officer 15.1.1 CAO 21-14 Community Strategic Plan Related Goals for 2022 Page 14 of 817 7 Resolution # 2021-512 Moved By: Councillor Parker Seconded By: Councillor Gilvesy 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. Carried 15.2 Corporate Services 15.2.1 CS 21-37 Committee of Adjustment Resolution # 2021-513 Moved By: Councillor Esseltine Seconded By: Deputy Mayor Beres 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. Carried 15.2.2 CS 21-38 2022 Council Meeting Calendar Revisions Resolution # 2021-514 Moved By: Councillor Luciani Seconded By: Councillor Esseltine 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. Page 15 of 817 8 AND THAT the Council meeting of Monday, October 24, 2022 be cancelled due to the 2022 Municipal Election. Carried 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 Resolution # 2021-505 Moved By: Councillor Gilvesy Seconded By: Councillor Parker THAT report OPD 21-46 Kinsmen Pedestrian Bridge be received as information and be deferred until the following information has been made available to both Council and the Public. 1. Pros and cons of a heritage designation on the Kinsmen Bridge; 2. Potential funding available for Options 2, 3 and 4 with Option 2 including any potential funding with or without the heritage designation; 3. Cost per household added to tax bills to fund Options 2, 3 and 4; 4. Photos of examples of Option 4, new bridges. AND THAT once all information is compiled an open house presenting all options, costing, funding, tax increase and potential heritage designation take place to inform and allow the public to have input on this significant historical Town asset. AND THAT all the above information be forwarded to appropriate committees and service groups, in particular the Kinsmen Club for comment and review. Carried Item 11.1. was dealt with next. Page 16 of 817 9 15.6.2 OPD 21-54 TGO Bus Decals Staff confirmed the intent is to offer advertisement space as soon as next month. Resolution # 2021-515 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT report OPD 21-54 T:GO Bus Decals report be received as information and that Council supports the decal changes. Carried 15.6.3 OPD 21-55 Results for RFT 2021-012 Airport Access Way Expansion Staff are asking for pre-approval for the use of the RATI funding so that projects can be expedited to meet the completion deadline of March, 2022. If awarded staff will arrange for the work to be completed as soon as possible. Staff will keep the airport community updated with regards to these projects. Resolution # 2021-516 Moved By: Councillor Esseltine Seconded By: Councillor Parker 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 total amount of $535,000. Page 17 of 817 10 Carried 15.7 Recreation, Culture and Parks 15.7.1 RCP 21-30 New Splash Pad Funding Opportunities Staff will develop the program further to create a hierarchy grid for recognition based on best practices. Resolution # 2021-517 Moved By: Councillor Parker Seconded By: Councillor Luciani 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. Carried 15.7.2 RCP 21-31 Dog Park Shelter Staff confirmed that the ground will remain natural under the structure. Resolution # 2021-518 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart 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. Carried 16. New Business 17. Consideration of Committee Minutes 17.1 Committee Minutes Resolution # 2021-519 Page 18 of 817 11 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres 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. Carried 18. Motions/Notice of Motions 19. Resolutions/Resolutions Resulting from Closed Session 20. By-Laws 20.1 By-Law 2021-117, to appoint a Committee of Adjustment 20.2 By-Law 2021-118, 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 By-Law 2021-119, to authorize an agreement with the Toronto- Dominion Bank for the provision of banking services Resolution # 2021-520 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT By-Law 2021-117, to appoint a Committee of Adjustment; and By-Law 2021-118, 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 By-Law 2021-119, 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. Carried 21. Confirm Proceedings By-law Page 19 of 817 12 Resolution # 2021-521 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy 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. Carried 22. 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. Staff noted that Rolling Meadows Phase 1 is now complete and Phase 2 sidewalk work expected to be completed this week. Vienna Road will reopen soon. Concession Street is expected to be completed early December. The latest edition of the Discover Tillsonburg magazine is available at various locations around Town and can be viewed online at discovertillsonburg.ca Upcoming Council meetings include:  Monday, November 29, 2021 at 4:00 p.m. budget meeting (2022 budget deliberations).  Monday, December 6, 2021 at 9:00 a.m. budget meeting (2022 budget deliberations).  Monday, December 13, 2021 at 6:00 p.m. regular meeting.  Thursday, December 16, 2021 at 4:00 p.m. budget meeting (2022 budget deliberations). 23. Adjournment Resolution # 2021-522 Moved By: Councillor Esseltine Seconded By: Councillor Luciani THAT the Council meeting of November 23, 2021 be adjourned at 7:39 p.m. Page 20 of 817 13 Carried Page 21 of 817 123PPPP7Hardy AveHardy Av e Sanders S t Hardy A v e Optimist Park Memorial Park Kiwanis Ball Park DESIGN TILLSONBURG COMMUNITY CENTRESITE CONDITIONS DIAGRAM : AERIAL LegendTillsonburg Community Centre - (Site)Natural ParkSports Facilities Entrance Memorial Park Parking Bus Stop BLUE Transit Line Car CirculationRED Transit Line Pedestrian Circulation Kolin Smith Memorial Skatepark123P7Future Parking Page 22 of 817 DESIGN TILLSONBURG COMMUNITY CENTRESCOPE OF WORK : UPPER LEVELLegendMain Lobby Pool Viewing Auditorium Arena Pool Area Health Club Change Rooms Senior Center Info Desk 123456789Type of WorkRenovation Addition 1234596New Entry + Change Rooms(+/- 5,400sf)Existing Pool ViewingRamp relocated(+/- 400sf)Accessible Pool ViewingAddition+Renovation(150+200sf)([LVWLQJ$GPLQ2ႈFHAdded area(300sf)Existing WashroomConverted to Mechanical(58sf)Page 23 of 817 DESIGN TILLSONBURG COMMUNITY CENTRESCOPE OF WORK : LOWER LEVELType of WorkRenovation Addition 56789LegendUpper Lobby Pool Viewing Auditorium Arena Existing Poolnew ramp + deck resurfacing(+/- 7,830 sf) Pool Area Health Club Change Rooms Senior Center Info Desk 123456789Change Rooms Administration Meeting Room 101112Existing SaunaRemoved for additional Health Club area(+/- 540 sf) Existing Change 5RRPV3RRO2ႈFHRenovation(+/- 3,000 sf) New Entry + Change Rooms(+/- 5,400sf)New Ice Melt Pit + Storage(775 sf) Page 24 of 817 DESIGN TILLSONBURG COMMUNITY CENTREFLOOR ELEVATIONS DIAGRAM : UPPER LEVEL 12334596LegendFloor Heights Upper Lobby Pool Viewing 241.65m 242.10mAuditorium Arena Pool Area 241.34m241.04mHealth Club Change Rooms Senior Center 239.82mInfo Desk 123456789238.29m239.14mChange Rooms Administration Meeting Room 10111212Page 25 of 817 DESIGN TILLSONBURG COMMUNITY CENTREFLOOR ELEVATIONS DIAGRAM : LOWER LEVEL56789Floor Heights 238.29m239.14m-LegendMain Lobby Pool Viewing Auditorium Arena Pool Area Health Club Change Rooms Senior Center Info Desk 1123456789Change Rooms Administration Meeting Room 1010111212Page 26 of 817 DESIGN TILLSONBURG COMMUNITY CENTRECIRCULATION DIAGRAM : UPPER LEVELREGULAR CIRCULATION PATH BARRIER FREE CIRCULATION PATH Entrance Exit Info Desk Circulation Path Pool Circulation PathHealth Club Circulation Path Arena Circulation Path Pool Viewing Circulation Path LegendCirculation Main Lobby Pool Viewing Auditorium Arena Pool Area Health Club Change Rooms Senior Center Change Rooms Administration Meeting Room Info Desk 111222333444555666789991011121212Page 27 of 817 DESIGN TILLSONBURG COMMUNITY CENTRECIRCULATION DIAGRAM : LOWER LEVELREGULAR CIRCULATION PATH BARRIER FREE CIRCULATION PATH Entrance Exit Info Desk Circulation Path Pool Circulation PathHealth Club Circulation Path Arena Circulation Path Pool Viewing Circulation Path LegendMain Lobby Pool Viewing Auditorium Arena Pool Area Health Club Change Rooms Senior Center Change Rooms Administration Meeting Room Info Desk 12345678910111111121212Circulation 667710101010552211Page 28 of 817 RINKSTORAGECORRIDORCHANGEROOMDESIGN TILLSONBURG COMMUNITY CENTRESCHEMATIC PLAN : LOWER LEVELPage 29 of 817 POOLMEN’S WASHROOMWOMEN’S WASHROOMJAN.STORAGELOUNGEAUDITORIUMCORRIDORARENACONCESSIONLOUNGESTAGEDESIGN TILLSONBURG COMMUNITY CENTRESCHEMATIC PLAN : UPPER LEVELPage 30 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 31 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 32 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 33 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 34 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 35 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 36 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 37 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 38 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 39 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPage 40 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPRECEDENTS : EXTERIORPage 41 of 817 DESIGN TILLSONBURG COMMUNITY CENTREPRECEDENTS : INTERIORPage 42 of 817 Page 1 of 4 Report No: CP 2021-398 COMMUNITY PLANNING Council Date: December 13, 2021 To: Mayor and Members of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community Planning Application for Zone Change - Removal of Holding Provision ZN 7-21-14 –Hiebert REPORT HIGHLIGHTS  The application for zone change proposes to remove the holding provision from one lot within the Oak Park Estates subdivision. The appropriate servicing works and development agreements have been completed. Removal of the holding provision will allow for the issuance of a building permit.  Planning staff are recommending approval of the application, as sufficient water and wastewater capacity is available for the development, and all necessary development agreements have been completed. DISCUSSION Background OWNER: Peter Hiebert 180 Elizabeth Street, Thedford ON N0M 1N0 LOCATION: The subject lands are legally described as Lot 16, Registered Plan 41M-144, Town of Tillsonburg. The lands are located on the northwest corner of Beech Boulevard, and Concession Street West, and are municipally known as 116 Beech Boulevard, in the Town of Tillsonburg. COUNTY OF OXFORD OFFICIAL PLAN: Schedule “T-1” Town of Tillsonburg Land Use Plan Residential Schedule “T-2” Town of Tillsonburg Residential Density Plan Low Density Residential Page 43 of 817 Report No: CP 2021-398 COMMUNITY PLANNING Council Date: December 13, 2021 Page 2 of 4 TOWN OF TILLSONBURG ZONING BY-LAW NO.3295: Existing Zoning: Low Density Residential Type 1A Holding Zone (R1A-H) Proposed Zoning: Low Density Residential Type 1A Zone (R1A) PROPOSAL: The purpose of the Application for Zone Change is to remove a holding provision on the subject lands to allow for the development of a single detached dwelling. The subject lands are located on the northwest corner of Concession Street West and Beech Boulevard, and have an area of approximately 856 m2 (9,214 ft2). Surrounding land uses to the north include primarily low density residential development consisting of single detached dwellings. Agricultural uses within the Township of South-West Oxford are located to the west, and vacant residential land in agricultural production is located to the south. The subject lands are currently vacant. The holding provisions were originally implemented to ensure that the servicing works have been paid for, to ensure that sufficient water and wastewater treatment capacity is available, and to ensure that any required easements have been provided. The owner has now requested that the holding provision on the lands be lifted to allow for the issuance of a building permit for a single detached dwelling. Plate 1, Location Map with Existing Zoning, depicts the location of the subject lands. Plate 2, 2020 Aerial Map, provides an aerial view of the subject lands. Plate 3, Applicant’s Sketch, is a sketch provided by the applicant depicting the proposed location of the single detached dwelling. Application Review PROVINCIAL POLICY STATEMENT: Section 1.1.3.1 of the PPS states that Settlement Areas will be the focus of growth and their vitality and regeneration shall be promoted. Section 1.1.1 provides that healthy liveable and safe communities are sustained by promoting efficient development and land use patterns which sustain the financial well-being of the Province and municipalities over the long term; accommodating an appropriate range and mix of residential, employment (including industrial, commercial and institutional uses), recreational and open space uses to meet long-term needs; and avoiding development and land use patterns which may cause environmental or public health and safety concerns. Page 44 of 817 Report No: CP 2021-398 COMMUNITY PLANNING Council Date: December 13, 2021 Page 3 of 4 OFFICIAL PLAN: The subject lands are designated ‘Low Density Residential’ according to the Official Plan. Within the ‘Low Density Residential’ designation, permitted land uses are primarily low density housing forms including single detached dwellings, duplexes and street fronting town houses and accessory uses. The use of the lands for a single detached dwelling, and accessory uses thereto conforms to the ‘Low Density Residential’ policies of the Official Plan. TOWN OF TILLSONBURG ZONING BY-LAW: The subject phase of the draft approved plan is currently zoned ‘R1A (H)’ according to the Town of Tillsonburg Zoning By-law. Section 36 of the Planning Act governs the use of Holding Provisions. Holding provisions are typically used to ensure that technical or administrative matters are addressed prior to the intended use of a property being permitted. Removal of holding provisions does not require public notice or circulation of the application, and the only right to appeal lies with the applicant. In this instance, holding provisions were applied to ensure that appropriate development agreements are in place, any required easements have been provided, servicing works have been paid, and adequate water and wastewater capacity is assigned to the development prior to the construction of dwelling units. The applicant proposes to remove the holding provision to allow the lands to be used for residential purposes. AGENCY COMMENTS: The application was circulated to various public agencies considered to have an interest in the proposal. The Town Building Services Department and Town Engineering Services Department indicated that they have no concerns with the request to remove the holding provision from the lands. The Oxford County Public Works Department indicated that they have no objection to the request, as there is adequate water and wastewater treatment capacity to service the proposed development. Planning Analysis It is the opinion of this Office that the proposed zoning application is consistent with the policies of the Provincial Policy Statement and maintains the intent and purpose of the Official Plan, and can therefore be supported from a planning perspective. Oxford County Public Works Department have confirmed that there is sufficient water and wastewater capacity available to service the proposed development and Town staff have indicated that they have no objection to the removal of the holding provision as payment has been received for the servicing works that were recently completed, and any required easements have been provided. It is Planning staff’s opinion that the request to remove the holding provision from the subject lands to allow for the construction of a single detached dwelling is appropriate from a planning perspective and can be given favourable consideration. Page 45 of 817 Report No: CP 2021-398 COMMUNITY PLANNING Council Date: December 13, 2021 Page 4 of 4 A copy of the draft amending by-law is attached for Council’s consideration. RECOMMENDATION That the Council of the Town of Tillsonburg approve the zone change application, File No. ZN 7-21-14, as submitted by Peter Hiebert, for lands described as Lot 16, Plan 41M-144, in the Town of Tillsonburg, to remove the Holding Provision from the lands to facilitate the construction of a single detached dwelling. SIGNATURES Authored by: “original signed by” Eric Gilbert, MCIP RPP, Senior Planner Approved for submission: “original signed by” Gordon K. Hough, RPP, Director Page 46 of 817 November 15, 2021 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 1020 Notes NAD_1983_UTM_Zone_17N 51 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500)Beech Boulevard Concession Street West Walnut Drive Hemlock Drive Lands within the Township of South-West Oxford Subject Property Plate 1 - Location Map with Existing Zoning File No.: ZN 7-21-14 - Hiebert Lot 16, Plan 41M-144, Town of Tillsonburg- 116 Beech Boulevard Page 47 of 817 November 15, 2021 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 510 Notes NAD_1983_UTM_Zone_17N 26 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 2 - 2020 Aerial Map File No.: ZN 7-21-14 - Hiebert Lot 16, Plan 41M-144, Town of Tillsonburg- 116 Beech Boulevard Beech Boulevard Concession Street West Subject Property Page 48 of 817 Plate 3 - Applicant's Sketch File No.: ZN 7-21-14 - Hiebert Lot 16, Plan 41M-144, Town of Tillsonburg- 116 Beech Boulevard Page 49 of 817 Page 50 of 817 Page 51 of 817 Page 52 of 817 Page 53 of 817 Page 54 of 817 Page 1 of 4 Report No: CP 2021-400 COMMUNITY PLANNING Council Date: December 13, 2021 To: Mayor and Members of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community Planning Application for Zone Change- Removal of Holding Provision ZN 7-21-15 – Peter & Megan Friesen REPORT HIGHLIGHTS  The application for zone change proposes to remove the holding provision from one lot within the Oak Park Estates subdivision. The appropriate servicing works and development agreements have been completed. Removal of the holding provision will allow for the issuance of a building permit.  Planning staff are recommending approval of the application, as sufficient water and wastewater capacity is available for the development, and all necessary development agreements have been completed. DISCUSSION Background OWNER: Peter & Megan Friesen 402-360 Quarter Town Line, Tillsonburg ON N4G 0H7 LOCATION: The subject lands are legally described as Lot 3, Registered Plan 41M-144, Town of Tillsonburg. The lands are located on the west side of Beech Boulevard, between Sycamore Drive and Hemlock Drive, and are municipally known as 90 Beech Boulevard, in the Town of Tillsonburg. COUNTY OF OXFORD OFFICIAL PLAN: Schedule “T-1” Town of Tillsonburg Land Use Plan Residential Schedule “T-2” Town of Tillsonburg Residential Density Plan Low Density Residential TOWN OF TILLSONBURG ZONING BY-LAW NO.3295: Existing Zoning: Low Density Residential Type 1A Holding Zone (R1A-H) Proposed Zoning: Low Density Residential Type 1A Zone (R1A) Page 55 of 817 Report No: CP 2021-400 COMMUNITY PLANNING Council Date: December 13, 2021 Page 2 of 4 PROPOSAL: The purpose of the Application for Zone Change is to remove a holding provision on the subject lands to allow for the development of a single detached dwelling. The subject lands front on the west side of Beech Boulevard, between Sycamore Drive and Hemlock Drive and have an area of approximately 567 m2 (6,103 ft2). Surrounding land uses to the north, south and east include primarily low density residential development consisting of single detached dwellings, with agricultural uses within the Township of South-West Oxford located to the west. The subject lands are currently vacant. The holding provisions were originally implemented to ensure that the servicing works have been paid for, to ensure that sufficient water and wastewater treatment capacity is available, and to ensure that any required easements have been provided. The owners have now requested that the holding provision on the lands be lifted to allow for the issuance of a building permit for a single detached dwelling. Plate 1, Location Map with Existing Zoning, depicts the location of the subject lands. Plate 2, 2020 Aerial Map, provides an aerial view of the subject lands. Plate 3, Applicants’ Sketch, is a sketch provided by the applicant depicting the proposed location of the single detached dwelling. Application Review PROVINCIAL POLICY STATEMENT (PPS: Section 1.1.3.1 of the PPS states that Settlement Areas will be the focus of growth and their vitality and regeneration shall be promoted. Section 1.1.1 provides that healthy liveable and safe communities are sustained by promoting efficient development and land use patterns which sustain the financial well-being of the Province and municipalities over the long term; accommodating an appropriate range and mix of residential, employment (including industrial, commercial and institutional uses), recreational and open space uses to meet long-term needs; and avoiding development and land use patterns which may cause environmental or public health and safety concerns. OFFICIAL PLAN: The subject lands are designated ‘Low Density Residential’ according to the Official Plan. Within the ‘Low Density Residential’ designation, permitted land uses are primarily low density housing forms including single detached dwellings, duplexes and street fronting town houses and accessory uses. The use of the lands for a single detached dwelling, and accessory uses thereto conforms to the ‘Low Density Residential’ policies of the Official Plan. TOWN OF TILLSONBURG ZONING BY-LAW: The subject phase of the draft approved plan is currently zoned ‘R1A (H)’ according to the Town of Tillsonburg Zoning By-law. Page 56 of 817 Report No: CP 2021-400 COMMUNITY PLANNING Council Date: December 13, 2021 Page 3 of 4 Section 36 of the Planning Act governs the use of Holding Provisions. Holding provisions are typically used to ensure that technical or administrative matters are addressed prior to the intended use of a property being permitted. Removal of holding provisions does not require public notice or circulation of the application, and the only right to appeal lies with the applicant. In this instance, holding provisions were applied to ensure that appropriate development agreements are in place, any required easements have been provided, servicing works have been paid, and adequate water and wastewater capacity is assigned to the development prior to the construction of dwelling units. The applicants propose to remove the holding provision to allow the lands to be used for residential purposes. AGENCY COMMENTS: The application was circulated to various public agencies considered to have an interest in the proposal. The Town Building Services Department and Town Engineering Services Department indicated that they have no concerns with the request to remove the holding provision from the lands. The Oxford County Public Works Department indicated that they have no objection to the request, as there is adequate water and wastewater treatment capacity to service the proposed development. Planning Analysis It is the opinion of this Office that the proposed zoning application is consistent with the policies of the Provincial Policy Statement and maintains the intent and purpose of the Official Plan, and can therefore be supported from a planning perspective. Oxford County Public Works Department have confirmed that there is sufficient water and wastewater capacity available to service the proposed development and Town staff have indicated that they have no objection to the removal of the holding provision as payment has been received for the servicing works that were recently completed, and any required easements have been provided. It is Planning staff’s opinion that the request to remove the holding provision from the subject lands to allow for the construction of a single detached dwelling is appropriate from a planning perspective and can be given favourable consideration. A copy of the draft amending by-law is attached for Council’s consideration. Page 57 of 817 Report No: CP 2021-400 COMMUNITY PLANNING Council Date: December 13, 2021 Page 4 of 4 RECOMMENDATION That the Council of the Town of Tillsonburg approve the zone change application, File No. ZN 7-21-15, as submitted by Peter & Megan Friesen, for lands described as Lot 3, Plan 41M- 144, in the Town of Tillsonburg, to remove the Holding Provision from the lands to facilitate the construction of a single detached dwelling. SIGNATURES Authored by: “original signed by” Eric Gilbert, MCIP RPP, Senior Planner Approved for submission: “original signed by” Gordon K. Hough, RPP, Director Page 58 of 817 Page 59 of 817 Page 60 of 817 Page 61 of 817 Page 62 of 817 Page 63 of 817 Page 1 of 4 Report No: CP 2021-401 COMMUNITY PLANNING Council Date: December 13, 2021 To: Mayor and Members of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community Planning Application for Zone Change- Removal of Holding Provision ZN 7-21-16 – Eaglewing Homes Inc. REPORT HIGHLIGHTS  The application for zone change proposes to remove the holding provision from one lot within the Oak Park Estates subdivision. The appropriate servicing works and development agreements have been completed. Removal of the holding provision will allow for the issuance of a building permit.  Planning staff are recommending approval of the application, as sufficient water and wastewater capacity is available for the development, and all necessary development agreements have been completed. DISCUSSION Background OWNER: Eaglewing Homes Inc. 60 Cedar Street, Tillsonburg ON N4G 0E4 LOCATION: The subject lands are legally described as Lot 42, Registered Plan 41M-144, Town of Tillsonburg. The lands are located on the north side of Concession Street West, between Beech Boulevard and Quarter Town Line, and are municipally known as 162 Concession Street West, in the Town of Tillsonburg. COUNTY OF OXFORD OFFICIAL PLAN: Schedule “T-1” Town of Tillsonburg Land Use Plan Residential Schedule “T-2” Town of Tillsonburg Residential Density Plan Low Density Residential TOWN OF TILLSONBURG ZONING BY-LAW NO.3295: Existing Zoning: Low Density Residential Type 1A Holding Zone (R1A-H) Proposed Zoning: Low Density Residential Type 1A Zone (R1A) Page 64 of 817 Report No: CP 2021-401 COMMUNITY PLANNING Council Date: December 13, 2021 Page 2 of 4 PROPOSAL: The purpose of the Application for Zone Change is to remove a holding provision on the subject lands to allow for the development of a single detached dwelling. The subject lands front on the north side of Concession Street West, between Beech Boulevard and Quarter Town Line, and have an area of approximately 593 m2 (6,383 ft2). Surrounding land uses to the north and south are vacant residential land, with low density residential development to the west and institutional uses to the east. The subject lands are currently vacant. The holding provision was originally implemented to ensure that the servicing works have been paid for, to ensure that sufficient water and wastewater treatment capacity is available, and to ensure that any required easements have been provided. The owner has now requested that the holding provision on the lands be lifted to allow for the issuance of a building permit for a single detached dwelling. Plate 1, Location Map with Existing Zoning, depicts the location of the subject lands. Plate 2, 2020 Aerial Map, provides an aerial view of the subject lands. Plate 3, Applicant’s Sketch, is a sketch provided by the applicant depicting the proposed location of the single detached dwelling. Application Review PROVINCIAL POLICY STATEMENT: Section 1.1.3.1 of the PPS states that Settlement Areas will be the focus of growth and their vitality and regeneration shall be promoted. Section 1.1.1 provides that healthy liveable and safe communities are sustained by promoting efficient development and land use patterns which sustain the financial well-being of the Province and municipalities over the long term; accommodating an appropriate range and mix of residential, employment (including industrial, commercial and institutional uses), recreational and open space uses to meet long-term needs; and avoiding development and land use patterns which may cause environmental or public health and safety concerns. OFFICIAL PLAN: The subject lands are designated ‘Low Density Residential’ according to the Official Plan. Within the ‘Low Density Residential’ designation, permitted land uses are primarily low density housing forms including single detached dwellings, duplexes and street fronting town houses and accessory uses. The use of the lands for a single detached dwelling, and accessory uses thereto conforms to the ‘Low Density Residential’ policies of the Official Plan. TOWN OF TILLSONBURG ZONING BY-LAW: The subject phase of the draft approved plan is currently zoned ‘R1A (H)’ according to the Town of Tillsonburg Zoning By-law. Page 65 of 817 Report No: CP 2021-401 COMMUNITY PLANNING Council Date: December 13, 2021 Page 3 of 4 Section 36 of the Planning Act governs the use of Holding Provisions. Holding provisions are typically used to ensure that technical or administrative matters are addressed prior to the intended use of a property being permitted. Removal of holding provisions does not require public notice or circulation of the application, and the only right to appeal lies with the applicant. In this instance, holding provisions were applied to ensure that appropriate development agreements are in place, any required easements have been provided, servicing works have been paid, and adequate water and wastewater capacity is assigned to the development prior to the construction of dwelling units. The applicant proposes to remove the holding provision to allow the lands to be used for residential purposes. AGENCY COMMENTS: The application was circulated to various public agencies considered to have an interest in the proposal. The Town Building Services Department and Town Engineering Services Department indicated that they have no concerns with the request to remove the holding provision from the lands. The Oxford County Public Works Department indicated that they have no objection to the request, as there is adequate water and wastewater treatment capacity to service the proposed development. Planning Analysis It is the opinion of this Office that the proposed zoning application is consistent with the policies of the Provincial Policy Statement and maintains the intent and purpose of the Official Plan, and can therefore be supported from a planning perspective. Oxford County Public Works Department have confirmed that there is sufficient water and wastewater capacity available to service the proposed development and Town staff have indicated that they have no objection to the removal of the holding provision as payment has been received for the servicing works that were recently completed, and any required easements have been provided. It is Planning staff’s opinion that the request to remove the holding provision from the subject lands to allow for the construction of a single detached dwelling is appropriate from a planning perspective and can be given favourable consideration. A copy of the draft amending by-law is attached for Council’s consideration. Page 66 of 817 Report No: CP 2021-401 COMMUNITY PLANNING Council Date: December 13, 2021 Page 4 of 4 RECOMMENDATION That the Council of the Town of Tillsonburg approve the zone change application, File No. ZN 7-21-16, as submitted by Eaglewing Homes Inc., for lands described as Lot 42, Plan 41M-144, in the Town of Tillsonburg, to remove the Holding Provision from the lands to facilitate the construction of a single detached dwelling. SIGNATURES Authored by: “original signed by” Eric Gilbert, MCIP RPP, Senior Planner Approved for submission: “original signed by” Gordon K. Hough, RPP, Director Page 67 of 817 November 15, 2021 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 1210 Notes NAD_1983_UTM_Zone_17N 61 Meters Plate 1 - Location Map with Existing Zoning File No.: ZN 7-21-16 -Eaglewing Homes Inc. Lot 42, Plan 41M-144, Town of Tillsonburg- 162 Concession Street West Beech Boulevard Subject Property Concession Street West Hemlock Drive Walnut Drive Page 68 of 817 November 15, 2021 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 510 Notes NAD_1983_UTM_Zone_17N 26 Meters Plate 2 - 2020 Aerial Map File No.: ZN 7-21-16 - Eaglewing Homes Inc. Lot 42, Plan 41M-144, Town of Tillsonburg- 162 Concession Street West Subject Property Concession Street West Walnut Drive Page 69 of 817 Plate 3 - Applicant's Sketch File No.: ZN 7-21-16 - Eaglewing Homes Inc. Lot 42, Plan 41M-144, Town of Tillsonburg- 162 Concession Street WestPage 70 of 817 Page 71 of 817 Page 72 of 817 Page 73 of 817 Page 74 of 817 Page 75 of 817 Report No: CP 2021-389 COMMUNITY PLANNING Council Date: December 13, 2021 Page 1 of 5 To: Mayor and Members of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community Planning Application for Draft Plan of Condominium and Exemption from Draft Plan Approval CD 21-03-7 – 2563557 Ontario Inc. REPORT HIGHLIGHTS  The purpose of this report is to consider the approval of a draft plan of condominium and exemption from the draft approval process to facilitate condominium ownership of a residential development consisting of 104 townhouse dwelling units, with a commercial block including 4 units.  No concerns were raised as a result of agency circulation.  The proposal is consistent with the relevant policies of the Provincial Policy Statement, maintains the general intent of the County Official Plan, and complies with the provisions of the Town’s Zoning By-law. DISCUSSION Background OWNER: 2563557 Ontario Inc. 183 Tillson Avenue, Tillsonburg ON N4G 3B1 LOCATION: The subject lands are legally described as Blocks 21, 22, 23, 24, Plan M-155, Daisy Court & Daffodil Drive, in the Town of Tillsonburg. The subject lands are located on the west side of Quarter Town Line, south of Southridge Road, and north of Trillium Drive, and are municipally known as 361 Quarter Town Line, Tillsonburg. COUNTY OF OXFORD OFFICIAL PLAN: Schedule “T-1” Town of Tillsonburg Land Use Plan Residential Schedule “T-2” Town of Tillsonburg Residential Medium Density Residential Density Plan Page 76 of 817 Report No: CP 2021-389 COMMUNITY PLANNING Council Date: December 13, 2021 Page 2 of 5 TOWN OF TILLSONBURG ZONING BY-LAW 3295: Existing Zoning: Special Medium Density Residential Zone (RM-7) PROPOSAL: An application has been received for approval of a plan of condominium and exemption from the draft approval process. The application will facilitate condominium ownership of the development of a phased condominium consisting of 104 townhouses (76 stacked townhouses and 28 street fronting townhouses), and a 2 storey commercial plaza with an approximate gross floor area of 1,168 m2 (12,580 ft2). For Council’s information, a zone change application (ZN 7-20-17) was approved by Town Council in January 2021 for the purpose of facilitating the proposed development. Subsequent to this, the owner obtained site plan approval for the development from the Town in March 2021 (TSPC 7-201). The approved site plan includes the 104 townhouses and 2 storey commercial plaza, with access from Quarter Town Line and Trillium Drive. The exemption from draft plan approval of condominium process can only occur if site plan approval has been granted, and all requirements of the Town and County have been met. The subject property is approximately 2.1 ha (5.2 ac) and contains a number of townhouse blocks currently under construction. Surrounding land uses include low density residential uses consisting of single detached dwellings to the south and north, townhouses to the west, a medium density townhouse development to the east, with Southridge Public School and parkland to the north. Plate 1, Existing Zoning and Location Map, provides the location of the subject property and the existing zoning in the immediate vicinity. Plate 2, Approved Site Plan, shows the approved site plan for the development. Plate 3, Proposed Draft Plan of Condominium, shows the proposed units, parking areas and access, and exclusive use and common elements. Application Review Provincial Policy Statement (2020) Section 1.1.1 of the PPS provides that healthy liveable and safe communities are sustained by accommodating an appropriate range and mix of residential (including second units, affordable housing, and housing for older persons) to meet long-term needs, and promoting cost-effective development that minimizes land consumption and servicing costs. Page 77 of 817 Report No: CP 2021-389 COMMUNITY PLANNING Council Date: December 13, 2021 Page 3 of 5 Section 1.4.3 directs that planning authorities shall provide for an appropriate range and mix of housing types and densities to meet projected requirements of current and future residents by permitting and facilitating all forms of housing required to meet the social, health, and well-being requirements of current and future residents, including special needs requirements and increasing the supply of affordable housing, and utilizing existing infrastructure and public service facilities. Section 1.1.3.1 of the PPS states that Settlement Areas will be the focus of growth and their vitality and regeneration shall be promoted. Land use patterns within settlement areas shall be based on:  densities and mix of land uses which are appropriate for, and efficiently use the infrastructure and public service facilities which are planned or available;  support active transportation;  efficiently use land and resources;  a range of uses and opportunities for intensification and redevelopment in accordance with the criteria in policy 1.1.3.3, where this can be accommodated. Official Plan The subject property is designated Medium Density Residential as per Schedule T-2, Residential Density Plan for the Town of Tillsonburg, as contained in the Oxford County Official Plan. The Official Plan directs that Medium Density Residential Areas are those lands that are primarily developed or planned for low to medium profile multiple unit development that exceeds densities established for Low Density Residential areas. Residential uses within the Medium Density Residential areas include townhouses, medium density cluster development, converted dwellings and low-rise apartments. The maximum net residential density in the Medium Density Residential area is 62 units per hectare (25 units per acre) and no building shall exceed four stories in height at street elevation. Within areas of new Medium Density Residential development, the minimum net residential density shall be 31 units per hectare (13 units per acre). Any new buildings or additions will respect the height, bulk, scale and setbacks of adjacent residential uses and shall not adversely impact adjacent residential uses in terms of light, views, privacy or traffic. When considering a specific proposal for Medium Density Residential development, Town Council will be satisfied that the policies of Section 8.2.7 are adequately addressed. The review criteria contained within Section 8.2.7 include consideration of driveways and parking areas, pedestrian activity, landscaping, play/recreational opportunities, utilities and operational facilities, and safety and comfort. ZONING BY-LAW : The subject property is currently zoned ‘Special Medium Density Residential Zone (RM-7)’, according to the Town of Tillsonburg Zoning By-law. The RM-7 zone permits a multiple unit dwelling, street-fronting townhouse dwelling, subject to a number of special provisions related to front yard depth, rear yard depth, interior side yard widths, and maximum building height. The RM-7 Zone also permits a number of commercial uses within the proposed 2 storey commercial plaza. Page 78 of 817 Report No: CP 2021-389 COMMUNITY PLANNING Council Date: December 13, 2021 Page 4 of 5 The approved site plan complies with all of the provisions of the Zoning By-law, including the special provisions noted above, as well as provisions related to required landscaped open space, maximum permitted lot coverage and required amenity area. AGENCY REVIEW : The Town of Tillsonburg Building Services Department and County Public Works Department indicated that they have no comments or concerns regarding the application. Planning Analysis Applications for condominium approval can be dealt with in one of two ways, in accordance with the Condominium Act. The first method generally involves a process similar to an application for draft plan of subdivision where, after appropriate circulation, a proposal receives 'draft' approval which is contingent on the applicant satisfying a number of conditions prior to final approval and registration. The second process is where the approval of the condominium is exempt from the draft or ‘conditional’ approval stage and proceeds directly to final approval. The exemption process is intended to apply to proposals that have previously undergone a complete evaluation (i.e. site plan approval) and no further conditions of approval are required by the municipality for the development to proceed. As noted, the proposed development was subject to a zoning amendment that was approved by Town Council in January 2021. The development received site plan approval from the Town in March 2021, and is subject to the conditions of the development agreement that was entered into with the Town of Tillsonburg as part of the site plan approval process. In light of this, staff are of the opinion that the requested exemption can be considered appropriate. As the proposal will facilitate the creation of an alternative form of housing to meet the long term needs of current and future residents in a designated Settlement Area, Planning staff are of the opinion that the proposal is consistent with the policies of the PPS. The proposal complies with the policies contained within Section 8.2.2.2 that encourage the creation of housing opportunities that may result in a mix of tenure forms, such as ownership, rental, and cooperative, throughout the Town. The proposal is also consistent with the policy direction within Section 8.2.2.5 that promotes residential intensification in appropriate locations to make more efficient use of existing land, infrastructure, and public services. Based on a review of the draft plan of condominium, it would appear that the proposed development will meet the relevant provisions of the ‘RM-7’ Zone. In light of the foregoing, Planning staff are of the opinion that the proposal is consistent with the relevant policies of the Provincial Policy Statement, maintains the general intent of the County Official Plan, and complies with the provisions of the Town’s Zoning By-law. As such, the application for draft plan of condominium and exemption from the draft approval process can be supported from a planning perspective. Page 79 of 817 Report No: CP 2021-389 COMMUNITY PLANNING Council Date: December 13, 2021 Page 5 of 5 RECOMMENDATIONS That the Council of the Town of Tillsonburg advise County Council that the Town supports the application for draft approval of a proposed condominium submitted by 2563557 Ontario Inc, (File No. CD 21-03-7), prepared by CJDL Consulting Engineers and Kim Husted Surveying Inc, dated September 16, 2021, for lands described as Blocks 21, 22, 23, 24, Daffodil Drive and Daisy Court, Plan 41M-155, save and except Parts 1 & 2 of 41R-10168, in the Town of Tillsonburg; And further, that the Council of the Town of Tillsonburg advise County Council that the Town supports the application for exemption from the draft plan of condominium approval process, submitted by 2563557 Ontario Inc, (File No. CD 21-03-7), prepared by CJDL Consulting Engineers and Kim Husted Surveying Inc, dated September 16, 2021, for lands described as Blocks 21, 22, 23, 24, Daffodil Drive and Daisy Court, Plan 41M-155, save and except Parts 1 & 2 of 41R-10168, in the Town of Tillsonburg, as all matters relating to the development have been addressed through the Site Plan Approval process and a registered site plan agreement with the Town of Tillsonburg. SIGNATURES Authored by: Eric Gilbert, MCIP, RPP Senior Planner Approved for submission: Gordon K. Hough, RPP Director Page 80 of 817 November 9, 2021 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 1020 Notes NAD_1983_UTM_Zone_17N 51 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 1- Existing Zoning and Location Map File No. CD 21-03-7- 2563557 Ontario Inc Blocks 21-24, Daisy Court & Daffodil Drive, Plan 41M-155- 361 Quarter Town Line, Town of Tillsonburg Quarter Town Line Southridge Road Trillium Drive Dogwood Drive Tulip Drive Subject Lands Page 81 of 817 V V V V V V V V V V V V V V V V V VVVVV V V V V V V V V V V V V V V V V V V VVVVVVVVBFBFVVEX. CENTEROF ROADPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPP PP PP PROPOSED FIRE ROUTE SIGN (F.R.S.) - NO PARKING TYPICAL. LOCATE AS REQ'D BY TOWN. MUST ADHERE TO OBC 3.2.5.6 AND 3.2.5.16 (REF. CIVIL FOR OCCURRENCE)COVEREDPORTICOGARAGEUNIT 1 / 2 UNIT 3 / 4 6.10m [20'-2"] 6.10m [20'-0"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.P GARAGEP UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.GARAGEUNIT 11 / 12UNIT 9 / 10 6.10m [20'-2"] 6.10m [20'-0"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.P GARAGEP UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 7 / 8GARAGEP UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 5 / 6 GARAGEP UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.6.10m [20'-0"] 6.10m [20'-0"] EXISTING CENTER LINE OF STREET (REF. CIVIL DWGS.) COMMUNITY AMENITY AREA (REF. CIVIL DWGS.) MAIL LAY-BY PARKING MODIFIED EX. ENTRANCE TO ACCESS EXISTING & NEW TOWNHOUSE DEVELOPMENT CONTRACTOR TO MAKE SEAMLESS CONNECTION INTO EXISTING ROADWAY PER OPSD STANDARDS (TYP. BOTH SIDES) - REF. CIVIL ENG. DWGS.GGNEW GARBAGE FACILITIES 2X 'EARTH BIN' 6.5-YARD WASTE CONTAINERS (REF. MANUFACTURER'S DETAILS) - TYP. AS SHOWN 7.5 m FIRE ROUTE FIRE ROUTE TO BE POSTED UNDER DESIGNATED MUNICIPAL COVERED PORTICO LANDSCAPE AMENITY AREA GARAGEUNIT 1 / 2 UNIT 3 / 4 UNIT 5 / 6 UNIT 7 / 8 6.10m [20'-2"] 6.10m [20'-0"] 6.10m [20'-0"] 6.10m [20'-2"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.P GARAGEP GARAGEP GARAGEP UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.GARAGEUNIT 1 / 2 UNIT 3 / 4 UNIT 5 / 6 UNIT 7 / 8 6.10m [20'-2"] 6.10m [20'-0"] 6.10m [20'-0"] 6.10m [20'-2"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.P GARAGEP GARAGEP GARAGEP UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.BF BF V V PPPPPPPPPPP 20.70m[67'-10"] TO CL OF ROADGARAGEUNIT 1 / 2UNIT 3 / 4UNIT 5 / 6UNIT 7 / 86.10m[20'-2"]6.10m[20'-0"]6.10m[20'-0"]6.10m[20'-2"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.PGARAGEPGARAGEPGARAGEPUNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.PPPPPPGARAGEUNIT 1 / 2UNIT 3 / 4UNIT 5 / 6UNIT 7 / 86.10m[20'-2"]6.10m[20'-0"]6.10m[20'-0"]6.10m[20'-2"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.PGARAGEPGARAGEPGARAGEPUNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.PPPPPPGARAGEUNIT 1 / 2UNIT 3 / 4UNIT 5 / 6UNIT 7 / 86.10m[20'-2"]6.10m[20'-0"]6.10m[20'-0"]6.10m[20'-2"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.PGARAGEPGARAGEPGARAGEPUNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.PPPPPPGARAGEUNIT 1 / 2UNIT 3 / 4UNIT 5 / 6UNIT 7 / 86.10m[20'-2"]6.10m[20'-0"]6.10m[20'-0"]6.10m[20'-2"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.PGARAGEPGARAGEPGARAGEPUNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.PPPPPPGARAGEUNIT 1 / 2UNIT 3 / 4UNIT 5 / 6UNIT 7 / 86.10m[20'-2"]6.10m[20'-0"]6.10m[20'-0"]6.10m[20'-2"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.PGARAGEPGARAGEPGARAGEPUNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.PPPPPPBFBFVVCRU UNIT #1 (CAFE) UNIT AREA = 1,650 SF (153.29 SM)STAIR TO UPPERSTAIR TO UPPER12.70m [41'-8"] 14.80m [48'-7"] 14.80m [48'-7"] 7.70m [25'-3"]12.00m[39'-5"]CONDO UTILITY150 SFCRU UNIT #3 (DANCE STD.) UNIT AREA = 1,820 SF (169.08 SM) TOTAL ON BOTH FLOORS = 3,640 SF (338.16 SM) CRU UNIT #2 (DAYCARE) UNIT AREA = 1,820 SF (169.08 SM) TOTAL ON BOTH FLOORS = 3,640 SF (338.16 SM) CRU UNIT #4 (RETAIL) UNIT AREA = 1,000 SF (92.90 SM) CAFE SEATING AREA (2,000 SF) DAYCARE PLAY AREA (1.300 SF)GGGGBLOCK 100 BLOCK 200 BLOCK 900 BLOCK 1000 BLOCK 1100 BLOCK 1200 BLOCK 1300 CRU BLOCK BLOCK 500BLOCK 600BLOCK 700BLOCK 800LOT A LOT B LOT C COMMUNITY AMENITY AREA 2.40m[7'-11"]12.00m[39'-5"]2.90m[9'-7"]1.20m[3'-11"]1.8M CONC. SIDEWALK 1.8M CONC. SIDEWALK1.8M CONC. SIDEWALK2.4M CONC. SIDEWALK 1.8M CONC. SIDEWALK1.2M CONC. SIDEWALK 1.2M CONC. SIDEWALK 1.2M CONC. SIDEWALK 1.5M CONC. SIDEWALK EXISTING STREET ENTRANCE SHOWN IN DASHED LINES (REF. CIVIL DWGS.) 1.50m [4'-11"] 1.5M OFFSET FROM EX. ADJACENT ROADWAY (REF. CIVIL DWGS.)NEW CENTEROF ROADPLANTERS GARAGEUNIT 1 / 2 UNIT 3 / 4 UNIT 5 / 6 UNIT 7 / 8 6.10m [20'-2"] 6.10m [20'-0"] 6.10m [20'-0"] 6.10m [20'-2"]UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.P GARAGEP GARAGEP GARAGEP UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 2 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.UNIT 1 ENT.PPPP BLOCK 300 P 1.50m [4'-11"] PP P P EX. CONC. SIDEWALK EX. CONC. SIDEWALK 53.00m [174'-2"] 7.60m [24'-11"] 3.80m [12'-6"]5.57M5.57MPPPPP PP P 3.50m [11'-8"]5.50m[18'-1"]0.80m [2'-7"]2.10m[6'-11"]R12.09mR12. 0 0 m R12.90mR14 . 85m R12. 0 0 m R12. 0 0 m 6.90m [22'-9"] 13.00m [42'-7"] 6.00m [19'-8"] 7.60m [24'-11"] 6.00m [19'-8"] BLOCK 400 PROPOSED LOT LINES12.10m[39'-9"]8.00m[26'-5"]EXISTING HYDRO POLE LOCATION 2 HOUR F.R.R. FIRE WALL TO SEPERATE OVERALL BUILDING INTO TWO SEPERATE BUILDINGS (TYP.AS SHOWN) 2 HOUR F.R.R. FIRE WALL TO SEPERATE OVERALL BUILDING INTO TWO SEPERATE BUILDINGS (TYP. AS SHOWN) NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 1 GARAGE REAR YARD TYP. UNIT 2 GARAGE NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 6 GARAGE REAR YARD TYP. UNIT 5 GARAGE NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 4 GARAGE REAR YARD TYP. UNIT 3 GARAGE P7.30m[24'-1"]P P P P P7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-1"]NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 1 GARAGE REAR YARD TYP. UNIT 2 GARAGE NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 6 GARAGE REAR YARD TYP. UNIT 5 GARAGE NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 4 GARAGE REAR YARD TYP. UNIT 3 GARAGE P 7.30m[24'-1"]P P P P P 7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-1"]NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 1 GARAGE REAR YARD TYP. UNIT 2 GARAGE NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 6 GARAGE REAR YARD TYP. UNIT 5 GARAGE NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 4 GARAGE REAR YARD TYP. UNIT 3 GARAGE P7.30m[24'-1"]P P P P P7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-1"]NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 8 GARAGE REAR YARD TYP. UNIT 7 GARAGE P 7.30m[24'-1"]P NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 1 GARAGE REAR YARD TYP. UNIT 2 GARAGE NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 6 GARAGE REAR YARD TYP. UNIT 5 GARAGE NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 4 GARAGE REAR YARD TYP. UNIT 3 GARAGE P 7.30m[24'-1"]P P P P P 7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-0"]7.30m[24'-1"]NEW DRIVEWAY TYP. REAR YARD TYP. UNIT 8 GARAGE REAR YARD TYP. UNIT 7 GARAGE P 7.30m[24'-1"]P PLANTERS PLANTERS PLANTERSPLANTERS PLANTERS PLANTERSPLANTERS PLANTERS PLANTERSPLANTERS PLANTERSPLANTERS 5.50m [18'-1"] 9.00m [29'-7"] 1.40m [4'-9"] WIND. WELL WIND. WELLWIND. WELL WIND. WELLWIND. WELL WIND. WELLWIND. WELL WIND. WELLWIND. WELL WIND. WELLWIND. WELL WIND. WELL WIND. WELL WIND. WELLWIND. WELL WIND. WELL WIND. WELL WIND. WELL 16.20m[53'-0"]0.90m[3'-0"]1.20m[3'-11"]5.50m[18'-1"]7.60m[24'-11"]1.40m[4'-6"]58.60m[192'-4"]2.10m[6'-10"]1.80m[5'-11"]5.50m[18'-1"]7.60m[24'-11"]5.50m[18'-1"]1.20m[3'-11"]0.90m[3'-0"]16.20m[53'-0"]1.80m[5'-10"]1.20m[3'-11"]7.10m[23'-3"]2.70m [8'-10"]5.90m[19'-6"]4.20m[13'-8"]3.00m[9'-9"]R7.50m 3.80m [12'-5"] 3.80m [12'-5"] 3.20m [10'-5"]3.00m[9'-9"]4.20m[13'-8"]5.90m[19'-6"]1.80m[5'-10"]16.20m[53'-0"]0.90m[3'-0"]1.20m[3'-11"]5.50m[18'-1"]7.60m[24'-11"]1.40m[4'-6"]58.60m[192'-4"]11.80m[38'-9"]1.50m[4'-11"]5.50m[18'-1"]7.70m[25'-3"]2.70m[8'-10"]1.50m[4'-11"]1.30m[4'-4"]3.00m [9'-10"] 32.40m [106'-5"] 1.10m [3'-7"] 7.10m [23'-4"] 12.80m [42'-0"] 6.00m [19'-8"] 7.60m [24'-11"] 5.50m [18'-1"] 1.80m [5'-11"] 11.00m [36'-1"]9.40m[30'-10"]7.60m[24'-11"]5.50m[18'-1"]2.10m[7'-0"]16.20m[53'-0"]1.80m[5'-10"]1.20m[3'-11"]7.10m[23'-2"]0.60m [2'-0"] 1.20m [3'-11"] 1.50m [5'-1"] 3.30m [10'-11"] 24.50m [80'-5"] 3.60m [11'-9"] 24.50m [80'-5"] 3.60m [11'-9"] 24.50m [80'-5"] 3.60m [11'-9"] 24.50m [80'-5"] 3.60m [11'-9"] 24.50m [80'-5"] 3.40m [11'-3"]1.80m[5'-10"]5.50m[18'-1"]7.60m[24'-11"]5.50m[18'-1"]2.50m [8'-1"]10.10m[33'-0"]7.10m[23'-3"]1.20m[3'-11"]0.90m[3'-0"]0.90m[2'-10"]COMMUNITY AMENITY AREA COMMUNITY AMENITY AREA 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.20m [3'-11"] 1.50m [4'-9"] 1.20m [3'-11"] 0.60m [2'-1"]10.00m[32'-11"]16.20m[53'-0"]2.10m[7'-0"]5.50m[18'-1"]12.80m [42'-0"] 38.00m [124'-9"] 12.80m [42'-0"] 6.00m [19'-8"] 7.60m [24'-11"] 6.00m [19'-8"] 12.80m [42'-0"] 7.20m [23'-6"]4.10m[13'-6"]5.50m[18'-1"]7.60m[24'-11"]5.50m[18'-1"]2.10m[7'-0"]2.70m [8'-10"] 2.70m [8'-10"] 1.50m [4'-11"] 2.70m [8'-10"]5.50m[18'-1"]9.30m [30'-6"] 17.70m [58'-1"] 11.00m [36'-2"] 2.70m [8'-10"] 1.50m [4'-11"] 2.70m [8'-10"]5.50m[18'-1"]1.40m[4'-6"]7.60m[24'-11"]5.50m[18'-1"]2.10m[7'-0"]16.20m[53'-0"]5.90m[19'-6"]R7 . 5 0m R7. 5 0 m 0.90m [2'-10"] 1.30m [4'-3"] 1.20m [3'-11"] 1.30m [4'-3"] 1.2M CONC. SIDEWALK 1.2M CONC. SIDEWALK 1.2M CONC. SIDEWALK 1.2M CONC. SIDEWALK WIND. WELL WIND. WELLWIND. WELL WIND. WELLWIND. WELLWIND. WELL WIND. WELLWIND. WELL WIND. WELLWIND. WELL WIND. WELLWIND. WELL WIND. WELLWIND. WELL WIND. WELLWIND. WELLWIND. WELL WIND. WELL LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.)LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) LANDSCAPING (REF. CIVIL DWGS.) PAD MOUNTED TRANSFORMER (REF. CIVIL DWGS.) - TYP. AS SHOWN NEW FIRE HYDRANT (REF. CIVIL DWGS.) - TYP. AS SHOWN PAD MOUNTED TRANSFORMER (REF. CIVIL DWGS.) - TYP. AS SHOWN MODIFIED EX. ENTRANCE TO ACCESS EXISTING & NEWTOWNHOUSE DEVELOPMENTCONTRACTOR TO MAKE SEAMLESS CONNECTION INTO EXISTINGROADWAY PER OPSD STANDARDS (TYP. BOTH SIDES) - REF. CIVILENG. DWGS.4.10m[13'-6"]9.10m[29'-10"]5.50m[18'-1"]1.40m[4'-8"]2.70m [8'-10"] 1.2M CONC. SIDEWALK 1.2M CONC. SIDEWALK 1.2M CONC. SIDEWALK1.2M CONC. SIDEWALK 1.2M CONC. SIDEWALK 1.2M CONC. SIDEWALK WOOD PRIVACY FENCES (TYP. AS SHOWN) EXISTING SIDEWALK (REF. CIVIL DWGS.) EXISTING SIDEWALK (REF. CIVIL DWGS.) EXISTING SIDEWALK (REF. CIVIL DWGS.) 7.5 m FIRE ROUTE FIRE ROUTE TO BE POSTED UNDER DESIGNATED MUNICIPAL 7.5 m FIRE ROUTEFIRE ROUTE TO BE POSTEDUNDER DESIGNATED MUNICIPAL7.5 m FIRE ROUTEFIRE ROUTE TO BE POSTEDUNDER DESIGNATED MUNICIPAL8.70m[28'-9"]15.20m [50'-0"] 10.40m [34'-1"] 12.40m [40'-8"] 6.60m [21'-10"] 7.10m [23'-3"]5.30m[17'-7"]2.70m[8'-11"]1.80m[5'-11"]14.20m[46'-9"]36.40m [119'-7"] EASEMENT LINE EX. CENTRE LINE OF ROAD 4.50m [14'-9"] 4.50m [14'-9"] EX. CENTRE LINE OF ROADEX. CENTRE LINE OF ROAD 47.00m [154'-5"] 1.80m [5'-11"]5.50m [18'-1"] 7.60m [24'-11"] 3.20m [10'-7"] 7.40m [24'-5"] 3.20m [10'-5"] 3.20m [10'-5"] 3.30m [10'-11"]5.20m[17'-0"]5.20m[16'-11"]5.20m[16'-11"]P R7.50m R7 . 5 0 m R3. 8 0 m R 7 . 5 0m R7.5 0 m R 7 . 5 0 m R7.50mR7. 5 0 m R 7 . 5 0m R7.50m R 7 . 5 0m 1.5M CONC. SIDEWALK1.5M CONC. SIDEWALK1.5M CONC. SIDEWALK1.5M CONC. SIDEWALK1.5M CONC. SIDEWALK1.2M CONC. SIDEWALK1.5M CONC. SIDEWALK1.50m [4'-10"] DRAWING TITLE D O N O T S C A L E D R A W I N G S . U S E O N L Y D R A W I N G S M A R K E D "I S S U E D F O R C O N S T R U C T I O N ". V E R I F Y C O N F I G U R A T I O N S & D I M E N S I O N S O N S I T E B E F O R E BEGINNING WORK. NOTIFY LIC. TECH. OAA IMMEDIATELY O F A N Y E R R O R S , O M I S S I O N S O R D I S C R E P A N C I E S . GENERAL NOTES: PROJECT No. ISSUED FOR SCALE BY SHEET NO. 360 QUARTER TOWN LINE TILLSONBURG, ON N4G 5T9 PROFESSIONAL CERTIFICATION PROJECT DATE YY-MM-DDDESCRIPTIONBYISSUE FILE PATH:CHECKED 360 West Development Site Plan - REV-2.dwgDWG NAME:SHEET REV CLIENT: ARCHITECTURAL CONSULTANT: 20 - 154 ADDRESS: N NPROJECT NORTH TRUE NORTH ISSUED DATE (YY-MM-DD) 2563557 Ontario Inc 183 Tillson Ave. Tillsonburg, Ontario N4G 3B1 JW PRECONSULTATION SUBMISSION 19-09-271 20/11/23 C:\Users\12892\OneDrive - Srarchitecture\Projects\20-154 - 360 West Development - Tillsonburg Condos\3.0 - Drawings\3.2 - SPA\REV-2\360 WEST DEVELOPMENT JW SITE PLAN APPROVAL - REV.1 20-09-282 JW SITE PLAN APPROVAL - REV.2 20-11-233 SITE 1 A-100 OVERALL SITE PLAN 1:300 2A-1001:300 JWJW SITE PLAN APPROVAL - REV.1 OVERALL SITE PLANAMNoon PM3:0010:009:005:00JUNE Sun Orientation Ontario Canada45° 25' 40" North LatitudeLIGHTING MUST BE DIRECTED ON SITE AND MUST NOT SPILL OVER TO ADJACENT PROPERTIES OR STREETS. MUST PROVIDE "HOUSE SHIELDS" WHERE NEEDED, TO COMPLETELY ELIMINATE GLARE TO ADJACENT PROPERTIES. ALL LIGHT FIXTURES TO BE WALL MOUNTED ONLY. LIGHTING NOTE THIS PROPERTY IS INELIGIBLE FOR MUNICIPAL COLLECTION OF GARBAGE. ALL SITE TENANTS ARE TO STORE THEIR GARBAGE WITHIN THE GARAGE AREA. GARBAGE WASTE IS THEN TO BE DEPOSITED INTO THE 'ENVIROWIRK' WASTE CONTAINERS BY EACH TENANT AS DESIRED. THE PROPOSED GARBAGE CONTAINERS WILL BE EMPTIED ON A WEEKLY BASIS BY THE WASTE MANAGEMENT COMPANY. SITE SUPERINTENDENT WILL BE RESPONSIBLE FOR MAINTAINING A CLEAN GARBAGE AREA AT ALL TIMES. THIS PROPERTY IS ELIGIBLE FOR MUNICIPAL COLLECTION OF RECYCLABLES. SITE SUPERINTENDENT WILL BE RESPONSIBLE FOR THE COLLECTION OF ALL RECYCLABLES OF EACH TENANT. RECYCLABLE MATERIAL AND LEAF AND YARD WASTE IS STRONGLY ENCOURAGED. EACH T GARBAGE AND RECYCLING KEY PLAN N.T.S. Plate 2- Approved Site Plan File No. CD 21-03-7- 2563557 Ontario Inc Blocks 21-24, Daisy Court & Daffodil Drive, Plan 41M-155- 361 Quarter Town Line, Town of Tillsonburg Page 82 of 817 COVEREDPORTICOGGGGGGSITE PLANSCALE 1:500SOUTH RIDGE PUBLIC SCHOOLSOUTH RIDGE ROADTULIP DRIVETRILLIUM DRIVEQUARTER TOWN LINE SIMPLY 360CONDOMINIUMSEXISTINGCONDOMINIUMSLANGRELLAVENUESOUTHRIDGE PARKEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALNORTH LEGSOUTH LEGWEST LEG EAST LEG EASTENTRANCELEGEND2001615 SEPT 2021GPLAN PREPARED BY:EXISTINGRESIDENTIALTRILLIUM DRIVEI:\ACAD Projects\2020\20016\01-Model\20016_Mast.dwg, 2021-09-14 6:39:35 PM, CJDLPC38 Plate 3- Proposed Draft Plan of Condominium File No. CD 21-03-7- 2563557 Ontario Inc Blocks 21-24, Daisy Court & Daffodil Drive, Plan 41M-155- 361 Quarter Town Line, Town of TillsonburgPage 83 of 817 Page 84 of 817 Page 85 of 817 Page 86 of 817 Page 87 of 817 Page 88 of 817 Page 89 of 817 Delegation Request Form Members of the public or citizen group may submit a Delegation Request to speak at a regular meeting of Council. Due to the ongoing COVID19 pandemic, physical attendance public will not be permitted into Council Chambers. Proceedings will be web-streamed on the Town of Tillsonburg Website. Proceedings held on the fourth Monday of the month will also be televised via Rogers TV. Delegations take place near the beginning of the meeting and are allowed 15 minutes for their presentation; ten (10) minutes is meant for the presentation and the remaining five (5) minutes is to allow for comments and questions from Council. Any Information contained on this form will be made public through the publication of the agenda. Through submission of a Delegation Request, individuals are agreeing to the release and inclusion of their personal information within the public record. Applicants may request the removal of their personal contact information when submitting this form. The request to remove personal contact information cannot be made after agenda publication. Please note that all meetings occur in an open public forum and are regularly recorded and televised. Accessibility accommodations are available. Please make your request in advance. Page 90 of 817 First Name *Last Name * Street Address *Town/City * Postal Code *Phone Number * E-mail *Subject * Name of Group or Person(s) being represented (if applicable) All Delegations are limited to fifteen (15) minutes, including questions and answers. * I acknowledge Details of the nature of the business/purpose: * Do you or any members of your party require accessibility accommodations? * Yes No How can we assist you? * Page 91 of 817 Will there be a Power Point presentation? * Yes No Please attach a copy of your presentation. I acknowledge that all presentation material must be submitted to the Office of the Clerk by 4:30 p.m. the Wednesday before the Council meeting date. I accept Page 92 of 817 Upon receipt and approval of a Delegation, full details on the process will be sent to all presenters. If you have any questions please contact the Office of the Clerk at: clerks@tillsonburg.ca or 519-688-3009 ext. 4041 Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and mainted for the purpose of creating records that are available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, Ontario, N4G 5A7, Telephone 519-688-3009 Ext. 4040. Page 93 of 817 Page 1 of 2 Subject: Memorial Park Revitalization Advisory Committee Update Report Number: RCP 21-33 Department: Recreation, Culture and Parks Department Submitted by: Christopher Baird, Director of Recreation, Culture and Parks Meeting Type: Council Meeting Meeting Date: Monday, December 13, 2021 RECOMMENDATION THAT report RCP 21-33 Memorial Park Revitalization Advisory Committee Update , be received as information. BACKGROUND The purpose of this report is to provide Council with an update on the recent accomplishments of the Memorial Park Revitalization Advisory Committee. DISCUSSION At the most recent Advisory Committee Meeting on November 17 th, the following Motion was adopted: Master Plan Report Card Review – as circulated to the members and amended. Moved by: Joan Weston Seconded by: Ken Patterson THAT the list of Memorial Park Master Plan accomplishments and future priorities be presented to council and that Council, endorse the outstanding items as presented. Carried A comprehensive list of accomplishments is attached herewith this report. CONSULTATION This report has been prepared in consultation with the Recreation, Culture & Parks Department and the members of the Memorial Park Revitalization Advisory Committee . Page 94 of 817 RCP 21-33 Page 2 of 2 FINANCIAL IMPACT/FUNDING SOURCE All of the associated projects have been completed with funding previously and currently approved by Town Council. 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 – N/A. ATTACHMENT Appendix A – Memorial Park Master Plan Implementation Update 2021 Page 95 of 817 Memorial Park Master Plan implementation Completed items per Master Plan: 1. Bandshell – with support from Tillsonburg Kinsmen Club, the Bandshell was built at the South end of the park 2. Pedestrian walkway – installed to connect the Sanders Street park entrance to the Hawkins Bridge, accessible, paved and maintained year round 3. Removed race track and horse barn – the track and barn have been removed and the berm flattened on the South end to remove visual obstruction of the area. 4. Closed the North – South roadway to vehicular traffic, the roadway is restricted to maintenance traffic only. 5. Parking was added near the Sanders Street entrance 6. Gateway flowerbeds were planted at the Sanders Street entrance. 7. New, larger parking area was added at the NE side of the community centre in 2020. 8. Additional handicapped parking spaces were created near the East entrance to the community centre. 9. Summer Place and Rowing Club facility have been leased to E&E McLaughlin for 10 years, with the use retained for Summer Camp programming in the building. The building had some repairs completed. 10. Original entrance gates to Memorial Park from Sanders Street were renovated by Tillsonburg Historical Society. 11. A turnaround/passenger drop-off area was added at the Sanders Street entrance. 12. Welding street was closed to vehicular traffic. 13. Outdoor fitness equipment was installed near tennis courts by Rotary Club 14. New water slide was installed at the water park. 15. Pathway connecting Lisgar Avenue and Hardy Ave was cleared and partially paved 16. Carolinian trees were planted around the tennis courts, along the McLaughlin trail and around ball diamonds. 17. Existing ash trees along the race track were removed. 18. Butterfly garden created with support from WWF Completed items in addition to Master Plan: 1. Installed Kolin Smith Memorial Skate Park – donation fundraiser by T. Smith. 2. Installed Pumptrack – donation fundraiser by T. Smith. 3. Created off leash Dog Park by fundraising committee. 4. New playground equipment installed near tennis courts. 5. New family swings installed near tennis courts by Rotary Club of Tillsonburg. 6. Lions Grove created, cleared and planted with native species by Lions Club of Tillsonburg near Hawkins Bridge. 7. New outdoor recreation pad installed, by donation from J.L. Scott McLean Legacy Fund fundraiser. 8. New lighting installed at the hardball diamonds Page 96 of 817 9. Derby area for Tillsonburg Tri-County Agricultural Fair was moved near the outdoor recreational pad. 10. Water service added to the Dog Park. 11. Trees planted at the Dog Park. 12. Repairs and renovations to the cattle barn by Tillsonburg Agricultural Society. 13. Removal of posts and debris and general cleanup of area around the cattle barn. 14. Removal of old track side wooden light poles, wiring and fixtures. 15. Courtland Gardens planted 20 new native species trees to celebrate their 20-year anniversary. 16. New trees planted around Sam Lamb Field. 17. Vehicle laneway access to north end grassed/parking area regraded Projects in progress: 1. New splash pad next to the water park. 2. Continuation of paving of pathway near tennis courts with contribution from Rotary Club. 3. Removal of stairs and reconfiguration of entrances to the community centre in conjunction with ICIP grant funding. 4. Wayfinding signage to tie in with updates to town-wide wayfinding. 5. Exterior signage at the community centre as part of the ICIP grant project. 6. Dog Park enhancements including hard-surfacing entry points and Concrete pads for Gazebos. 7. Continuing work to keep the site and facilities well maintained, in order to convey a sense of community pride and ownership and discourage opportunistic vandalism. 8. Update/Refresh of Master Plan Mapping. Projects proposed for 2022 and beyond – Subject to Budget Approval: 1. Repairs to Hawkins Bridge structure and shoreline erosion. 2. Rear and Side walls installation at the Bandshell. 3. Continuing tree planting and beautification throughout the park. 4. Continued regrading and filling of the race track. 5. Rotary Pathway paved extension from Tennis Courts to Welding Road pedestrian access. 6. Paving of Aquatics Centre gravel parking area following Pool Rehabilitation Project (2023/24). 7. Delevan Crescent Gateway Landscaping. 8. Memorial stones along the lake lifted and cleaned. Page 97 of 817 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 A Member of the Conservation Ontario Network December 2, 2021 Kyle Pratt, CAO kpratt@tillsonburg.ca Re: LPRCA Transition Plan – O. Reg. 687/21 Dear Mr. Pratt, The Board of Directors meeting was held on Wednesday December 1, 2021 and the LPRCA Transition Plan (attached) was recommended to be circulated to member municipalities. The LPRCA Transition Plan communicates the Authority’s strategy to achieve the requirements of Ontario Regulation 687/21. Ontario Regulation 687/21 requires each Conservation Authority to develop and implement a “Transition Plan” that outlines the steps to be taken to develop an inventory of programs and services. The Transition Plan is to be circulated to member municipalities and submitted to the Ministry of Environment, Conservation and Parks by December 31, 2021. The Authority’s inventory of programs and services will be circulated to member municipalities by February 28, 2022. If you or your officials 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. The Long Point Region Conservation Authority appreciates your continued support and we look forward to working with you to ensure the delivery of quality programs and services throughout the watershed. Sincerely, Judy Maxwell, General Manager cc. Michelle Smibert, Director of Corporate Services/Clerk Page 98 of 817 1 Transition Plans and Agreements for Programs and Services O. Reg. 687/21 Effective Date: December 1, 2021 Page 99 of 817 2 Transition Plan: O. Reg. 678/21 Prepared by: Lorrie Minshall Title: Project Manager Approved by: Judy Maxwell Title: General Manager Prepared for: LPRCA Board of Directors, Member Municipalities and MECP Long Point Region Conservation Authority Transition Plan Introduction O. Reg. 687/21 “Transition Plans and Agreements for Programs and Services” made under the Section 21.1.2 of the Conservation Authorities Act came into effect on October 1, 2021. O. Reg. 687/21 requires each Conservation Authority to develop and implement a Transition Plan. The Transition Plan is to outline the process and timelines for the development of cost apportionment agreements with their member municipalities for non-mandated programs and services that rely, in whole or in part, on municipal levy. The purpose of the transition period is to prepare conservation authorities and municipalities for the change to the budgeting process based on the delivery of mandatory and non-mandatory programs and services by January 1, 2024. Phase 1 Transition Plan This Transition Plan is required to be completed by December 31, 2021 and distributed to member municipalities and the Ministry of the Environment, Conservation and Parks (MECP). Prior to this distribution, the Long Point Region Conservation Authority (LPRCA) Board of Directors will receive the Transition Plan. The Transition Plan will be posted on the LPRCA website before December 31, 2021. Inventory of Programs and Services An inventory of program and services is to be prepared and circulated to member municipalities by February 28, 2022. LPRCA’s programs and services will be classified as either Category 1 Mandatory, Category 2 Non-Mandatory or Category 3 Other, as identified in Section 21 of the Conservation Authorities Act and O. Reg. 686/21. The inventory will include an estimate of the annual cost of the service, sources of funding and the percentage attributed to each funding source. In addition, a record of the municipal distribution of the inventory is to be forwarded to MECP. Any changes to the inventory after February 28, 2022 will be documented and forwarded to MECP. Phase 2 Municipal Agreements All municipal agreements for non-mandated services are to be in place by January 1, 2024. LPRCA will negotiate with its municipal partners to develop agreements for non-mandated but Page 100 of 817 3 important watershed-wide programs and services. The negotiations will be undertaken upon the circulation of the inventory in February 2022. In addition, LPRCA will consult with neighbouring Conservation Authorities to ensure we are coordinating programs and services to meet the needs of our shared municipal partners. Timeline Summary Chart Action/Deliverable Execute Deadline 2021 Develop Transition Plan Oct. - Nov. 2021 Dec. 31, 2021 Board Report on Transition Plan Dec. 2021 Transition Plan sent to member municipalities and MECP, posted to LPRCA web Dec. 2021 Dec. 31, 2021 2022 Develop Programs and Services Inventory Oct. 2021 – Jan. 2022 Feb. 28, 2022 Board Review of Programs and Services Inventory for circulation to municipalities Feb. 23, 2022 Inventory of Programs and Services sent to municipalities Feb. 28, 2022 Feb. 28, 2022 Inventory of Programs and Services sent to MECP with municipal circulation record Feb. 28, 2022 Feb. 28, 2022 2023 Negotiate cost apportioning agreements with municipalities Feb. 2, 2022 – Sep. 30, 2023 Sept. 30, 2023 Consult with neighbouring CAs Dec. 2, 2021 – Sep. 30, 2023 Sept. 30, 2023 Request for extension of transition date (if required) Sept. 30, 2023 Execute municipal agreements August/September 2023 Dec. 31, 2023 2024 Board Approval of 2024 Budget implementing agreements Jan. 2024 Final Report to MECP Jan. 30, 2024 The Authority Shall submit progress reports to the Ministry on the following dates: Quarterly Progress Report July 1, 2022 Quarterly Progress Report October 1, 2022 Quarterly Progress Report January 1, 2023 Quarterly Progress Report April 1, 2023 Quarterly Progress Report July 1, 2023 Quarterly Progress Report October 1, 2023 Page 101 of 817 CAO 21-15 Subject: Tillsonburg Succession Management Policy and Plan Report Number: CA0 21-15 Department: Office of the CAO Submitted by: Kyle Pratt, Chief Administrative Officer Meeting Type: Council Meeting Meeting Date: Monday, December 13, 2021 RECOMMENDATION THAT report CAO 21-15 Tillsonburg Succession Management Policy and Plan be received by Council as information; AND THAT Council approve the attached Succession Management Policy and Plan. BACKGROUND The Town of Tillsonburg has not had a Succession Management Policy and Plan in the past. A Succession Management Policy and Plan can be used as a guide for hiring and promotional practices. Implementing a Succession Plan will support the Town’s current strategic objectives and staffing needs. Staff reviewed publicly available reports on succession planning at other municipalities in preparation for this task. From this exercise, a number of conclusions were drawn: that the Town is too small to require or benefit from a highly formalized succession management program, that many succession plans fail for lack of leadership buy-in or lack of funding and that there are specific areas which require focused effort. As some basic commentary, the purpose of the Succession Management Policy is twofold: firstly, to ensure that Council and Senior Administration turn their minds to how they might maintain the skill set of the Town’s staff and secondly as a key component of the Customer Service, Communication and Engagement Framework which Council has identified as being a core focus of the Strategic Plan. Page 102 of 817 CAO 21-15 From a staffing perspective, one of Tillsonburg’s greatest challenges is that many important functions are provided by single staff members, including but not limited to purchasing, payroll, and corporate communications. While the Town’s Senior Leadership Team (“SLT”) has been taking steps towards developing redundancy by creating some amount of overlap in skill sets amongst staff, there are many tasks which require professional accreditation or specialized knowledge that cannot simply be covered by a staff member who lacks those qualifications. For those tasks and roles where succession is theoretically possible, it is important for members of SLT to identify the skills or knowledge gaps in junior and intermediate level staff, and then provide opportunity, be it through courses/seminars or work assignments, to help those staff be qualified to Tillsonburg job competitions when promotional opportunities come available. DISCUSSION The proposed policy contains a key aspirational target: that between 33% and 50% of all mid-to-senior level positions in the corporation be filled by internal applicants. This target is meant to recognize the need for internal promotional activities that reward and encourage hard work by staff, while also respecting the benefits of fresh perspectives which external hires provide. As an additional benefit, this target creates an easily understandable metric for future assessment of both the policy and plan’s effectiveness. So as to avoid simply “going through the motions” in succession planning, Town administration wishes to make this a non-labour intensive, ongoing process where the specifics of the plan itself are reviewed every other year, or immediately after significant change in staff complement. In compliance with the principles identified in the attached policy, the CAO will discuss the topic on at least an annual basis (but ideally twice per year) with each member of the SLT. This in turn will require each member of the SLT to consider and review their Departmental needs, and assess those relative to the skill development of the staff who report to them. All of the foregoing will be supported by the Human Resources Coordinator who will maintain records of training or project/task related work completed by persons who have been identified as succession candidates. The benefit of the proposed approach is that it is relatively easy to administer, and there is a mechanism for financing staff development activities which need not detract from existing priorities or budgeted activities. It is believed that the above tasks should not require more than about 2 days of work per year for each senior leader, making this a sustainable activity that can be accomplished within existing resources and workload. FINANCIAL IMPACT/ FUNDING SOURCE While some monies will be spent in future years on training and providing professional opportunities, as they become available and as weaknesses and areas for improvement are identified in potential successors, training needs will be addressed through existing Page 103 of 817 CAO 21-15 training budgets or through any future Council approved budgets. Mentorship, which has no direct financial cost, will continue to form a major component of preparing junior and intermediate level staff for more senior roles. ALTERNATIVES REVIEWED There are no practical alternatives to having a Succession Management Policy and Plan. These are necessary items to ensure that the Town maintains the skill sets needed to provide residents with the array of services which they pay and rel y upon. Given the size of Tillsonburg’s municipal administration, there are many functions that are performed by only a single person. If the person ceases to be an employee, it may not be possible to continue providing the service with existing staff, accordingly a plan that encourages sustainability and identifies strategic threats to service capacity is of significant benefit. CONSULTATION All members of SLT were consulted in the drafting of the Policy and Plan. Staff were consulted regarding the Skills Inventory. 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 – Enhance employee engagement and training as the foundation for exceptional customer service. Priority Project – Intermediate Term - Employee Engagement Strategy. Page 104 of 817 CAO 21-15 ATTACHMENTS Appendix A – Draft Town of Tillsonburg Succession Management Policy and Plan Page 105 of 817 Policy #____ Page 1 of 3 Human Resources Policy #___: Succession Management Policy and Plan Approval Date: Month, DD, YYYY Approval Authority: Council, Resolution ____ Effective Date: Next Scheduled Review Year: Department: Human Resources Last reviewed: Month, DD, YYYY Revision Date/s: Schedules: Talent Inventory POLICY STATEMENT This policy states that the CAO shall develop, maintain and implement a Succession Plan for all leadership positions, which shall be reviewed at least annually and confidentially shared with Council upon request. The Senior Leadership Team will identify the key positions requiring succession planning and determine which employees will be suitable to compete for these positions in the future. The Town of Tillsonburg shall provide educational, skills and leadership development opportunities to suitable employees, as determined by the CAO and SLT. The development progress of the employee will be monitored through the performance management process and appropriate records will be kept within the Human Resources Department. PURPOSE The purpose of this policy is to identify and develop employees as potential successors for key mid-level and senior management positions in the organization. The goal is to have between 33% - 50% of all mid-level to senior positions filled by internal candidates by 2023, and every year thereafter. Page 106 of 817 Policy #____ Page 2 of 3 SCOPE This policy applies to all Town of Tillsonburg employees. DEFINITIONS Definition of Succession Planning: A strategic approach to ensure that necessary talent, skills and core competencies will be available when needed, and that essential knowledge and abilities will be maintained when employees in critical positions leave. IMPLEMENTATION PROCEDURE 1. General Provisions The key for successful succession management is to identify those areas where the Town is most susceptible to operational/service disruption as the result of (early) retirement or resignation. The CAO is responsible for this task. The SLT is responsible to advise and assess subordinate staff for their capacity and suitability for promotion. 2. Tracking The accurate tracking of data associated with succession planning will assist Town staff in maintaining a successful program. Data tracking will be used to identify the following:  The number of high potential staff  Employee gap analysis and training plans for potential candidates  Training or task opportunities designed to enhance capacity  Number of key positions without an heir apparent  Number of mid-to-senior level positions filled internally All data will be tracked in an HR database that will be used to monitor progress in enhancing the capacity and core competencies of high potential staff. 3. Training and Development The Town of Tillsonburg will provide education and workplace opportunities for employees that have been identified as being high potential staff members. In order to effectively groom these candidates for any potential upward change in career, they may be provided with any or all of the following opportunities: Page 107 of 817 Policy #____ Page 3 of 3 Mentoring: Senior employees that have been identified as those that may be leaving their post in the near future will provide mentoring for candidates by sharing their wealth of knowledge and experience pertaining to the roles and duties of the position. This will help the candidates by teaching them the essential skills necessary to perform the required tasks. Cross-Training: Employees will be trained by other employees on the duties and required skills for other jobs at the Town of Tillsonburg. This will help to increase the knowledge base of potential candidates, and allow them to gain a deeper understanding of the overall work done at the Town and help to identify potentially beneficial areas of work that best suit the candidate. Educational Opportunities: Most professional organizations to which staff belong offer educational courses or seminars. In support of both ongoing education requirements and to prepare staff for more senior roles, the Town will continue to pay for some courses and training provided there is a connection between the education and the employee’s current or potential future role. Page 108 of 817 First Name Last Name Position Talent Inventory Town of Tillsonburg Staff Completed level of Education YES Degree / Certificate Ph. D Master Degree Undergrad Degree College Diploma Secondary School Diploma Designations Other Relevant Training – Certificates, Licenses, Courses Date Education Personal Information Page 109 of 817 Organization Sector / Field Position Held Employment Dates Key Strengths Talents / Specific Skills Communications Computer Skills Leadership Organization/Planning Customer Service Problem Solving Decision Making Teamwork Development of Employment Workload Management Independent working Goals and Aspirations Position - Department - Other - Career History including Position Title and length of stay Page 110 of 817 Page 1 of 3 Subject: Joint Service Delivery Review – Update Report Number: CA0 21-16 Department: Office of the CAO Submitted by: Kyle Pratt, Chief Administrative Officer Meeting Type: Council Meeting Meeting Date: Monday, December 13, 2021 RECOMMENDATION THAT Report CAO 21-16 titled “Joint Service Delivery Review – Update” be received by Council as information. BACKGROUND The objective of this report is to update Council on the status of the implementation of recommendations found in the Oxford County Joint Municipal Service Delivery Review. On Thursday, June 11th, 2020 Council received staff report “Oxford County Joint Service Delivery Review – CAO Update” (Attachment #1). This report included the “Service Delivery Review – Oxford County Municipalities” completed by Watson & Associates Economists Ltd. The objective of that report was to present to Council the consultant’s summary recommendations from the Joint Service Delivery Review and to obtain Council’s direction to have staff continue discussions with area municipal partners and proceed with implementation of recommendations relevant to the Town of Tillsonburg subject to any further necessary Council approvals. In March of 2021, area Municipal CAOs convened to review Watson & Associates Economists Ltd. Service Delivery Review report in light of the results of the public workshops with each area municipal Council. The CAOs went through each recommendation, discussed the current status, next steps, and appointed a lead. In June of 2021, The Town of Tillsonburg and Oxford County received notice from the Province regarding Modernization Program Funding – Intake 2, approving funding for projects identified as part of the Joint Service Delivery Review. Page 111 of 817 CAO 21-16 Page 2 of 3 DISCUSSION In the summer of 2021, Dennis Guy, Manager of Strategic Initiatives, County of Oxford, reached out to the Oxford County and lower-tier CAOs to obtain updates on the status of the Joint Service Delivery Review (JSDR) recommendations. Subsequently, Denis Guy compiled the results from the area CAOs and brought a staff report entitled “Joint Service Delivery review – Update and Close-Out” to Oxford County Council on September 22, 2021. The results of the status updates indicate that:  89% of the recommendations are considered complete.  11% of the recommendations are in progress, and are expected to be completed. A detailed list of the recommendations and their respective status is provided in Attachment #2 – Oxford Joint Service Delivery Review Recommendation Status September 2021. Tillsonburg staff continue to collaborate with area municipal counterparts on items arising from the JSDR, including, but not limited to, those which received funding, by both the County and the Town, under the Municipal Modernization Program – Intake 2 provided by the Province of Ontario. While the Oxford County report noted that the Joint Service Delivery Review, as a project, can be closed out, Staff at all nine municipalities remain committed to ongoing continuous improvement discussions and activities. At their September 22, 2021 Council meeting, Oxford County Council Resolved: Moved By: Trevor Birtch Seconded By: Deborah Tait Resolved that the recommendation contained in Report No. CAO 2021 -05, titled “Joint Service Delivery Review – Update and Close-Out”, be adopted. Recommendation - That Report No. CAO 2021-05 titled “Joint Service Delivery Review – Update and Close-Out” be received for information. CONSULTATION The Oxford County ‘Joint Service Delivery Review – Update and Close-Out’ report was discussed by the Oxford County area CAOs at their November 25, 2021 Oxford County CAO Meeting. FINANCIAL IMPACT/FUNDING SOURCE There are no financial implications associated with this update. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Page 112 of 817 CAO 21-16 Page 3 of 3 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 – Explore opportunities for service efficiencies in partnerships with adjacent municipalities. Priority Project – Ongoing Project – County-wide service delivery study Implementation; Short term - Municipal Service Review. ATTACHMENTS Attachment 1 – CAO 2020-04 Oxford County Joint Service Delivery Review – CAO Update Attachment 2 – Oxford Joint Service Delivery review Recommendation Status September 2021. Page 113 of 817 Subject: Oxford County Joint Service Delivery Review – CAO Update Report Number: CAO 20-04 Author: Kyle Pratt, Chief Administrative Officer Meeting Type: Council Meeting Meeting Date: Thursday, June 11, 2020 RECOMMENDATION THAT Council receives the Service Delivery Report; AND direct Staff to continue discussions with our area municipal partners and proceed with implementation of recommendations relevant to the Town of Tillsonburg subject to any further necessary Council approvals. OBJECTIVE The objective of this report is to present Council with the consultants’ summary recommendations from the Service Delivery Review and make recommendations to the nine municipal councils based on a collaboration and consensus of the CAO’s within Oxford County. BACKGROUND In 2019 the Province announced that it would undertake a review of Regional Governments within Ontario. The purpose was to ensure efficiency and effectiveness of government services within these municipalities. The Terms of reference and mandate for the review are provided here from the provincial site to refresh memories on the purpose and goals of the review. Terms of reference for the special advisors Background Since Ontario’s regional municipalities were established in the 1970s, populations have grown or changed, infrastructure pressures have increased, and taxpayers’ dollars are being stretched. Page 1 of 21 Page 114 of 817 CAO 20-04 The government is committed to undertaking a review of regional government and Simcoe County to help ensure that the upper and lower-tier municipalities in these geographic areas are efficient and accountable to their residents and businesses. The review will cover Ontario’s eight regional municipalities (Halton, York, Durham, Waterloo, Niagara, Peel, Muskoka District, and Oxford County) and their lower-tier municipalities. Simcoe County and its lower-tier municipalities will be included in the review because of its rapid growth and associated challenges. Mandate 1. The mandate of the advisory body is to provide expert advice to the Minister of Municipal Affairs and Housing and to make recommendations to the government on opportunities to improve regional governance and service delivery. Recommendations from the advisory body will focus on the following questions: Questions on municipal governance and decision-making; a. Is the decision-making (mechanisms and priorities) of upper and lower-tier municipalities efficiently aligned? b. Does the existing model support the capacity of the municipalities to make decisions efficiently? c. Are two-tier structures appropriate for all of these municipalities? d. Does the distribution of councillors represent the residents well? e. Do the ways that regional councillors/heads of council get elected/appointed to serve on regional council help to align lower and upper-tier priorities? Questions on municipal service delivery; f. Is there opportunity for more efficient allocation of various service responsibilities? g. Is there duplication of activities? h. Are there opportunities for cost savings? i. Are there barriers to making effective and responsive infrastructure and service delivery decisions? Oxford County local municipalities CAOs and the County CAO, wishing to be proactive rather than reactive in the face of this review, met to discuss options to consider and make recommendations to their respective Councils. The decision was made to jointly conduct a service delivery review across the multitude of services provided by the municipalities to determine not only an inventory of what was being done, also how it was being done and whether or not there were efficiencies to be found. Page 2 of 21 Page 115 of 817 CAO 20-04 The Study was to look at whether or not there were opportunities for generating costs savings to area taxpayers, or enhancing the level of services without increasing the costs associated with delivering those services. Each CAO took a report to their respective Council, recommending that a joint study be undertaken, with each municipality contributing $20,000 from the Provincial grant that was provided to every Ontario Municipality for the express purpose of service delivery improvements and modernization. All nine municipal Councils agreed to do so without hesitation. The CAOs along with staff support developed terms of reference and did a request for proposals. Six firms responded to the RFP. The proposals were then reviewed and rated, and the successful firm was selected. Watson and Associates, a firm familiar to the area, began their work and the process was underway. DISCUSSION The final Service Delivery Review report for Oxford County Municipalities (attached) is 406 pages in length and has approximately 96 recommendations. Area Municipal CAO’s and the County CAO reviewed each recommendation contained in the final report at several virtual meetings. For expediency and ease of reading, the following list highlights the recommendations found within the Service Delivery Review, supplemented with summary discussion(s) that took place at the CAO level. The CAO recommendations represent a consensus position from all CAO’s, with some recommendations only applying to a subset group of municipalities. The recommendations were divided into three categories: • Recommendations that could deliver cost savings (Table ES-2) • Recommendations that result in an enhanced level of Service (Table ES-3) • Other recommendations for further consideration (Table ES-4) Oxford County Municipal Service Delivery Review Summary of Major Cost Saving Recommendations (Table ES- 2 Watson Report) Animal Control Recommendation Summary – Joint tender Annual Cost Savings - $1500 - $7500 Benefiting Municipalities – All Local Municipalities CAO Discussion Currently most municipalities are using the same private contractor for animal control. There are very few firms in this line of work, hence there is very little competitiveness. Most municipalities communicate amongst themselves and the prices provided by the firm are similar if not the same across jurisdictions. The consensus reached was there was little advantage, based on current pricing to dissolve current contract for the sake of issuing a joint RFP. Recommendation That the animal control process remains status quo, with municipalities continuing to share information to ensure fair pricing is achieved by all. Page 3 of 21 Page 116 of 817 CAO 20-04 Tax Collections Recommendation Summary – Reduction in arrears mailing frequency Annual Cost Savings - $500 - $6,300 Benefiting Municipalities – All Local Municipalities CAO Discussion The need and the frequency or arrears notices vary from municipality to municipality and from taxpayer to taxpayer. It was agreed that each municipality should consider the need and frequency of tax reminder letters and reduce when and where ever possible to save the postage costs when able. Recommendation That each municipality review the need and frequency of tax arrears reminder letters. Police Recommendation Summary – Consolidation of Police Boards (Exclude Woodstock) Annual Cost Savings - $3,000 - $83,000 Benefiting Municipalities – Blandford Blenheim, EZT, Ingersoll, Norwich Tillsonburg CAO Discussion The discussion primarily focused on the understanding that the Province was moving towards the consolidation of Police Service Boards under legislation. Recommendation With the expectation that this will become a legislated requirement, savings potential be realized when the changes are implemented. Building Services, CBOs and Property Standards Recommendations Summary – Joint purchase of IT Services to integrate software Annual Savings – to be determined Benefiting Municipalities – All Local Municipalities CAO Discussion With the implementation of the Amanda software system there have been some discussion around the timeliness and effectiveness of the implementation. There have been some deficiencies noted as well from some users. Some discussion was held on whether local municipalities should provide additional financial resources to assist /facilitate the implementation. Recommendation That as the County, with the support of the majority of local municipalities, determined it was in its interest to implement a new software, it would fall to the County to ensure that the software and implementation to full usability be financially supported. Emergency Management Recommended Summary – Additional coordination and assistance from County resource to eliminate duplication of effort Page 4 of 21 Page 117 of 817 CAO 20-04 Annual Savings - $0 - $1200 Benefiting Municipalities – All Local Municipalities CAO Discussion The discussions focused on whether or not the County CEMC could be utilized for helping local municipal CEMC with the planning and coordination of annual exercises and administrative requirements. Although the report indicated the potential for very modest savings, the concern was noted that when this was examined a few years ago additional staffing was proposed to deliver this assistance. A number of municipalities did not see the need to augment their current processes and resources. It was thought best to not pursue universally but allow municipalities with a need to work together. Recommendation That only those municipalities that require additional resources or supports for CEMC and other emergency management duties, work cooperatively amongst themselves to ensure that they have adequate resources, rather than adding to additional potential costs on the County Levy, when others do not need that support. Roads and Bridges, Culverts, Active Transportation and Structures Recommendation Summary – Undertake a detailed review of service provisions for operations, other studies and formalization of service agreements. Annual savings - $50,000 - $ 150,000 Benefiting Municipalities – All CAO Discussion This is one of the larger, potential efficiency and savings identified in the SDR study. It was noted that a similar recommendation for the local municipalities was identified in a previous study but the recommendations where never implemented. The recommendation is to undertake a detailed specific study on the benefits of local municipalities assuming the day to day maintenance responsibilities of all county roads within its jurisdictions. These duties would be funded via the county levy with the County approved servicing standards. Capital replacement, Bridges and Structures would remain under the care and control of the County. Recommendation That the nine member municipalities making up Oxford County conduct a detailed review on the service of road maintenance to determine if the service should be delivered by the local municipalities based on cost savings, safety and efficiencies. Wastewater Recommendation Summary – Develop Capital plan for optimization Annual Savings – Exact amount may vary based on outcomes of study Benefiting Municipalities – County CAO Discussion The consensus was that the County should be already doing this to determine the growth and expansion of the systems that they operate. They should be coordinating Page 5 of 21 Page 118 of 817 CAO 20-04 between planning, public works and local municipalities to ensure that systems are robust and have growth capacities planned and implemented to keep pace with the grown and demand being realized in the current environment. Recommendation That the County ensure that studies are regularly undertaken to ensure the optimization of wastewater facilities in the county, to enable the serviced municipalities to meet their growth needs and expectations. Water/Wastewater Assets Management, Capital Programing, Financing and Billing Recommendation Summary – Review Option for single billing provider Annual Savings – $0 - $10,000 Benefiting Municipalities – All CAO Discussion The consensus was that this item should not be pursued. With the complexity of the relationships between the current two billing providers, ERTH Corp. and Tillsonburg and the County combined with little if any savings, this was not an item to be investigated further. Recommendation That the status quo for billing of water and waste water be maintained. Solid Waste Management Recommended Summary- Combined contracts and alignment of large item collection Annual Savings - $0 - $220,000 Benefiting Municipalities – All CAO Discussion Currently Woodstock and SWOX provide waste collection for the county under agreements. There was no consensus that there was a need to roll these separate contracts into a unified county wide contract. There was general agreement that both the bag tag system and the large article collection systems be reviewed for efficiency. The primary concern was that limiting large article collection to an annual endeavor may contribute to illegal dumping during other periods of the year. The thought of examining whether a large article pickup bag tag, at a higher cost could be studied. It works in other jurisdictions across the province where to dispose of a couch or mattress, for example, would require a specialized sticker at a higher cost but could be done at any time. Recommendation That the current arrangement for general waste collection remain. The system of bag tag user pay system along with a large article be reviewed to identify improvements to both systems. Page 6 of 21 Page 119 of 817 CAO 20-04 Municipal Drains Recommendation Summary – Reduce time spent on doing locates Annual Savings - $2,500 - $5,000 Benefiting Municipalities – the Rural Municipalities CAO Discussion The general feeling was that the rural municipalities impacted by municipal drains, should work together to see if there are areas of joint cooperation and funding that would provide them benefits. Recommendation That the Rural Municipalities further their own discussion on areas of mutual interest and benefit in regards to municipal drains. Cemeteries Recommendations Summary- Coordinated Purchasing Annual Cost Savings – Unknown to be assessed individually Benefiting Municipalities- Blandford Blenheim, EZT, Norwich, SWOX, Tillsonburg, Ingersoll and Zorra. CAO Discussion and Recommendation With no indication of any concrete savings or efficiencies, and the various methods that this service is delivered in local municipalities, it was agreed that this recommendation would not be pursued at this time. Recommendation That no changes be recommended for the various municipal cemeteries. Parks and Recreation Recommendations Summary – Coordinated purchasing and user fee cost recovery analysis. Annual Cost Savings - $40,000 - $330,000 Benefiting Municipalities – All local municipalities CAO Discussion Each municipality indicated that in large part they are doing that analysis on a regular basis for their own fees bylaws and budget process. Coordinated purchasing is practices as most municipalities belong to groups that do facilitate group purchasing. Consensus was generally that each municipality in conducting its own Recreation Master Plan is in the best position to determine not only what services to provide, but also how to set user fees to recoup realistic costs associated with those programs. Recommendation That municipalities continue to communicate and participate in coordinated purchasing to realized bulk savings or discounts on commonly required resources. Municipalities conduct regular community Master Plan Reviews to determine the level of services and associated fees for their respective communities. Page 7 of 21 Page 120 of 817 CAO 20-04 Trails Recommendations Summary – Sharing of Specialized maintenance equipment Annual Savings - $0 - $ 40,000 Benefiting Municipalities – All Municipalities CAO Discussion It was generally agreed that municipalities should generate a sound process for communication and all agreed to working towards sharing equipment as a cost saving option. Recommendation That all municipalities work towards sharing specialized equipment whenever possible to save funds and reduce duplication when practical. Land Use Planning Recommendation Summary – Consolidation of Public Meetings Annual Savings – May vary by municipality Benefiting Municipalities – All Municipalities CAO Discussion Currently for many planning applications there is a process in place that two planning meetings are held. An example is for subdivision approval, meetings are held both at the local municipality and again at the County. The Planning Act does provide that one meeting could be held to satisfy both levels of government. Normally the local meeting draws the larger participation. By consolidating the meetings to one, whereby the local meeting is conducted on behalf of the County as well there would be some efficiency. County Planning Staff attend both meetings now. They would be able to make recommendations at either level by only attending the one meeting. For participating citizens, they would be able to address all their concerns at one time, assured that their issue and concerns would be shared at both levels. For developers, who we all know time is money, would be able to only use resources to attend and participate at one meeting instead of two. Other County jurisdictions use this mode. Some CAOs also wished to explore reassigning approval authority for subdivisions, consent (severances) to the local level. They felt that this would assist in expediting development applications. However there was not a consensus reached. Recommendation That County delegate public meetings for relevant planning applications to the local level, to facilitate efficiency and effectiveness of the public meetings, staff time, developer time and public consultation. Also consideration and review of other planning functions be conducted to see if other planning approvals could be delegated to the local level. If not universally to those wishing to undertake this responsibility. Page 8 of 21 Page 121 of 817 CAO 20-04 Ambulance and Fire (Facility Space) Recommendations Summary – coordination of ambulance and fire space Annual Savings – No immediate financial impact but should be reviewed when new stations are required. Benefiting Municipalities- All Municipalities CAO Discussion All were in agreement that when new facilities are being considered, either fire or ambulance, the respective municipalities should communicate to see if a joint project is warranted or advisable. This could have the benefit of saving considerable dollars if shared facilities and construction projects could be coordinated.’ Recommendation That the County and the local municipalities work together to facilitate joint capital construction on ambulance and fire facilities when timely and practical. Summary of Enhanced Service Level Recommendations (Table ES-3 Watson Report) Fire, Police, Ambulance, Emergency Management, Roads, Water and Wastewater Recommendation Summary – common system for notifications Annual Cost - $75,000 Benefiting Municipalities – All Municipalities CAO Discussion The general understanding was that the County’s 511 system should be able to enhance the aforementioned notice requirements. Recommendation That all municipalities participate in the 511 system. Administration Recommendations Summary – Standardize the procurement process, and County wide VOIP telephone system. Annual Costs - $160,000 - $210,000 Benefiting Municipalities – All Municipalities CAO Discussion The majority of municipalities have made the transition to the County wide systems others are considering it or in the process of making the change. Those that have made the switch are pleased with the system, functionality and simplicity of use. There was no consensus on as standard procurement process, interested municipalities will continue discussions going forward. Recommendation That the municipalities not on the county wide system consider joining at a time when it makes sense for their circumstances. Page 9 of 21 Page 122 of 817 CAO 20-04 Municipal Licensing Recommendation Summary – Standardization of Fees Annual cost – Cost neutral Benefiting Municipalities – All Local Municipalities CAO Discussion The general understanding is that municipal licensing is supposed to be based on a strictly cost recovery basis. As this can vary from municipality to municipality, there is no easy mechanism to move all licensing fees to the same across the jurisdictions. In relation to marriage licences, there is ongoing discussion amongst the Clerks within the County to decide if there is advantages of a standardization of fees. As noted in the report there is not cost savings or tremendous service efficiency to be gained. Recommendation That municipalities continue to follow the municipal act and the processes in place to establish fees in accordance with the legislation. Fire Recommendation Summary – Additional Fire Inspectors Annual Cost - $80,000 - $480,000 Benefiting Municipalities – Blandford Blenheim, East Zorra Tavistock, Norwich, South West Oxford, and Zorra CAO Discussion It was identified in the course of the study that the rurals, for the most part might benefit from augmenting their fire inspections service. However, there was not a unified demand in each municipality, and that they didn’t all need the equivalent of one full time inspector. For the most part Woodstock and Ingersoll feel that they are adequately served by the systems that they currently have in place. Tillsonburg is interested in discussions with others around additional staffing, however it was not committed to additional staffing. The consensus was that interested municipalities with needs should work together to establish the level of service necessary within their own community and work with neighbouring municipalities where capacity is not adequate. It was not supported to move these additional costs to the County when the need was not demonstrated uniformly by all. Recommendation That each municipality determine the level of staffing required to meet their fire inspection requirements, and where deficiencies are noted work with neighbouring municipalities to fill any gaps cooperatively. Building Services, Chief Building Officials and Property Standards Recommendation Summary – Quarterly Chapter meetings, shared IT personnel and AMANDA implementation. Annual cost – Cost Neutral Benefiting Municipalities – All municipalities Page 10 of 21 Page 123 of 817 CAO 20-04 CAO Discussion CBOs currently meet regularly to discuss changes in the legislative requirements, the group is larger than just those municipalities within Oxford County. The County has indicated that it is not willing, and rightly so, to give proprietary rights to others than its own IT staff. It was acknowledged that there are some delays and issues with the full implementation of the AMANDA system. Municipalities are at various stages of implementation and problems still exist. CAO discussed the potential for local municipalities providing funding from their building department revenues (permits) with the County to add to staffing compliment to expedite the implementation. Not all municipalities agreed, with some feeling that the system was selected by the County and was chosen to serve more than just the building permitting and inspection requirement. Therefore it should be the County’s responsibility to ensure adequate resources to allow for full implementation. Property standards, again is a service that perhaps requires trained if not solely dedicated staff to deal with the growing need for by-law enforcement. It was discussed that municipalities should again, ascertain their needs and work with willing partners within the County for shared property standards officers. Discussion also took place around the need for the County to assume the lead in bylaw prosecutorial services. Recommendation That CBOs continue to meet to ensure there is a common understanding of roles, responsibilities and legislation across all of Oxford. That the County allocate sufficient resources internally to ensure the successful and complete implementation of the AMANDA software. Municipalities continue discussions with interested parties about the potential for dedicated shared by-law enforcement staff. Discussions should take place about county leading and coordinating, bylaw prosecution, with staff trained in this role. Emergency Management Recommendation Summary – Clarification of County Certified Emergency Management Coordinator (CEMC) Annual Cost – Cost Neutral Benefiting Municipalities – County CAO Discussion There was a general discussion that CEMC in most municipalities was not a dedicated role, often the responsibility of the Fire Chief within the community. If there was an opportunity for the County CEMC to assist in some of the more administrative functions, such as planning, exercises and plan documentation across the various municipalities it might be beneficial. Currently the County CEMC is a part time position, if this was once Page 11 of 21 Page 124 of 817 CAO 20-04 again made a full time position it might have the time to assist the local municipalities in their emergency management. Concerns were raised that there was a discussion of this a few years ago, and the proposal included an additional staffing component at the County. Some municipalities were not favour of additional cost other than moving the role to full time to assist the local level. Recommendation That the nine municipalities discuss and clarify the role and function of the County CEMC, moving the position to full time if it could assist the local level in emergency management delivery within their communities. Road, Bridges, Culverts, Active Transportation and Structures Recommendation Summary – Standardized boundary road agreements and a transportation masterplan One Time Cost - $75,000 - $100,000 Benefiting Municipalities – All Municipalities CAO Discussion Most municipalities within Oxford have at least one boundary road agreement with a neighbouring municipality. Many have road boundary agreements with more than one neighbouring municipality. Agreements tend to be unique to the road. There may be a benefit if all agreements were standardized across the county. It would not matter which two municipalities were covered by the agreement, the agreements would be consistent throughout the county. This would facilitate coordination and renewal of agreements going forward. It might also be beneficial for a Transportation Master Plan to be jointly undertaken by all nine municipalities, to understand linkages and areas for improvement and interconnectivity. Recommendation That a committee of CAOs be established to develop a template for boundary road agreements to be utilized across the county, regardless of participants. Additionally, the nine municipalities should work together to conduct and all- encompassing Transportation Master Plan that identifies all interconnectivity and identifies areas for improved transportation opportunities. Transit Recommendation Summary – Coordinated funding applications and enhance desirability of transit Annual Cost – Cost Neutral Benefiting Municipalities – Ingersoll, Tillsonburg and Woodstock CAO Discussion Tillsonburg and Woodstock currently operate transit systems. Tillsonburg has recently received provincial funding and will be operating a transit system throughout various Page 12 of 21 Page 125 of 817 CAO 20-04 municipalities, within and outside of Oxford County. All municipalities should monitor the developments of the new more regionalized service and be willing to enter into discussions when the initial pilot program is completed. Recommendation That those municipalities with existing or proposed new transit opportunities discuss long term ramifications of providing transit systems, either independently or in partnership. Water Recommendation Summary – Development of procedure changes to water system Annual Cost - Cost Neutral Benefiting Municipalities – All Municipalities CAO Discussion Consensus was there needs to be ongoing communication between the County and member municipalities when proposals for changes to the water system are warranted or contemplated. Recommendation That ongoing discussions between local municipalities and the County occur to ensure proper communication on the needs and requirements of the water systems. Storm Water Management Ponds Recommendation Summary – Joint storm water management pond maintenance program Annual Costs- Cost Neutral Benefiting Municipalities – Blandford Blenheim, Ingersoll and Zorra CAO Discussion As a requirement of development, it is a requirement that pre development water flows be maintained post development while also ensuring quality control mechanisms be implemented. As a matter of course most developments have built these systems and they then are conveyed to the relevant municipality. These systems are now becoming due for municipal maintenance. No specific maintenance program or procedures have been implemented. Often the costs associated with the pond maintenance can be expensive. Some municipalities expressed the desire to work on a standardized program with other municipalities faced with the same issues. Recommendation That those Municipalities that wish to work together to develop a standardized approach to storm water management ponds do so. Solid Waste Management Recommendation Summary – Encourage Back yard composting Annual Cost – Cost Neutral Benefiting Municipalities – All Municipalities Page 13 of 21 Page 126 of 817 CAO 20-04 CAO Discussion The management of organics is of major concern to municipalities in Canada. Many municipalities have developed programs to try and deal with the volume of organics, and if possible reduce the amount of organics going to landfill facilities. Oxford County has for a number of years provided at a minimal cost back yard composters to residents through the local municipal offices. The program is not overly widely utilized or promoted any longer. The county has recently looked at a more elaborate organics option, this option has not been endorsed by County Council. Perhaps a refocusing and promotion of back yard composting might help the diversion rate for organics. A renewed promotion and potentially a free supply of composters might be beneficial and prevent the need for more elaborate, complex and costly systems to deal with organics. Recommendation That a more systematic approach be used to enhance the use of back yard composting. Municipal Drains Recommendation Summary – Full-time drainage superintendent Annual Cost – Cost Neutral as drainage cost are borne by property owners Benefiting Municipalities – Blandford Blenheim, East Zorra-Tavistock, Norwich, South West Oxford and Zorra CAO Discussion Primarily a rural municipal issue municipal drains are none the less an important service in those communities. The Drainage Act in itself is an old technical piece of legislation that does require knowledge and experience to administer effectively. Since the costs of the Superintendent can be allocated to maintenance and capital drainage works, it is possible to not impact taxes for this service. Again, where one municipality might not have a sufficient ongoing work load to justify a full time superintendent, a partnership with various municipalities might be advisable. Recommendation That the rural municipalities work together to determine if a shared full time drainage superintendent is feasible. Cemeteries Recommended Summary – Develop a working group to establish contingency reserve Annual Cost – Reserve transfers to be assessed by individual municipalities Benefiting Municipalities – Blandford Blenheim, Ingersoll, Norwich, South West Oxford, Tillsonburg and Zorra CAO Discussion Based on the unique characteristics of each municipal cemetery operations there was no need identified to establish either a working group, or to develop a system for contingency reserves, not all ready administered by perpetual care requirements of the Act. Recommendation That this study recommendation not be pursued. Page 14 of 21 Page 127 of 817 CAO 20-04 Parks and Recreation Recommendation Summary – Hire Additional staff positions, further study, establishment of a working group and coordination of programs and schedules. Annual Cost - $0 -$275,000 Benefiting Municipalities – All Municipalities CAO Discussion Programs and activities developed and implemented in a municipality tends to be based on the demographics and the expressed needs of the community. Standardization is not warranted. Additional staffing costs are not top of list, as maintaining the level of taxation is a priority in every community. No deficiencies or gaps in service were identified. Recommendation That each municipality should be responsible for the development and delivery of recreational services based on the needs of the community and the availability of budget. Each municipality should be undertaking a Recreation Master plan every 5 – 10 years to make sure its recreational programs are aligned with the wants and needs of the community it serves. Libraries Recommendation Summary – Integrated systems between the County and Woodstock, coordinated purchasing, inventory current staff and strategically recruit and the utilization of technologies Annual Cost - $0 - $10,000 Benefiting Municipalities – All Municipalities CAO Discussion There are two independent Library systems within Oxford County, Woodstock and the County. The recommendations are a matter between the two boards, for consideration and utilization. Recommendation That the report recommendations be shared with the Public Library Boards for Woodstock and the County for discussion and determination. Cultural Service Recommendation Summary – Utilize facilities as community space, collaborate with neighbouring municipalities and create links with economic development and tourism. Annual Cost – Cost Neutral CAO Discussion Consensus was that this was already being done when practical and beneficial and should continue to do so. Page 15 of 21 Page 128 of 817 CAO 20-04 Recommendation That all municipalities work together on cultural matters that provide economic value and tourism opportunities across the whole county. Trails Recommendation Summary – Review existing agreements, coordinate promotion and development of trails, formalized maintenance standards across the County and share equipment Annual Cost - Cost Neutral Benefiting Municipalities – All Municipalities CAO Discussion The CAOs were in agreement that this should be undertaken. A coordinated approach be organized across all municipalities to work on the implementation of the recommendations. Recommendation That the nine municipalities work cooperatively towards the implementation of the study recommendations. Land Use Planning Recommendation Summary – Addition of Planning Coordinators, Revision to policies and water and wastewater approval authority to local municipalities Annual Cost - $65,000 - $450,000 Benefiting Municipalities CAO Discussion There was a shared belief by the majority of the CAO that additional staff at the County Planning Department is warranted. It was argued that applications are being processed slower than what most would like to see take place. There is concern that Official Plan reviews and comprehensive Zoning reviews are not taking place in a timely a manner as necessary and that is due to insufficient staffing numbers within the department. Other policy requirements, like secondary dwellings have not been undertaken in a timely fashion, and again it primarily is because the workload at the department level exceeds the human resources available to undertake the work. Recommendation That the County review its staffing component, workload and make enhancement to staffing levels to meet the needs of the municipalities in a timelier manner. Economic Development Recommendation Summary – Establishment of a policy to share investment leads Annual Costs- Cost Neutral Benefiting Municipalities – All Municipalities CAO Discussion Ingersoll, Tillsonburg and Woodstock each run economic development departments. Page 16 of 21 Page 129 of 817 CAO 20-04 They are also members of the Southern Ontario Marketing Alliance with other non- Oxford municipal partners. The five rural municipalities have partnered and work together under the Rural Oxford Development Corporation. Through various other economic development tables all groups work collaboratively on areas of mutual interest. Recommendation That all municipalities support one and other in general economic development actives that enhance the benefit to all. Forestry and woodlands Conservation Recommendation Summary – Joint training of Staff Annual Cost – Cost Neutral Benefiting Municipalities – All Municipalities CAO Discussion Generally it was understood that this recommendation concerned the coordination of training, specifically chainsaw training for municipal staff. Recommendation That joint training be undertaken whenever practical for the efficiency and cost effectiveness for those participating. Summary of Other Recommendations (Table ES-4 Watson Report) Development Charges Recommendation Summary – Continued Coordination as opportunities arise Benefiting Municipalities – All Municipalities (Except Woodstock) CAO Discussion For the past few Development Charges Cycles, there has been joint tendering done, with the exception of Woodstock. Woodstock was not able to participate due to the timing involved with boundary adjustments and the associated implications. Recommendation That all municipalities will look at opportunities to partner in joint tenders for Development Charges. Debt Financing Recommendation Summary – Review process for acquiring financing Benefiting Municipalities – All Municipalities CAO Discussion As a regional government, debt financing is an Upper Tier responsibility. There may be some benefits to the greater borrowing power and credit rating associated with the County. However a number of municipalities would like to have the availability of sourcing its own debt when needed. It doesn’t mean that municipalities could not Page 17 of 21 Page 130 of 817 CAO 20-04 finance through the County only that they be given the option of doing debt financing in house when beneficial or expedient. All municipalities are still bound by the debt limitations that are established via legislation by the Province. It is only in Regional Governments that local municipalities are not allowed to secure their own long term borrowing needs. Recommendation That a review be undertaken, evaluating the benefits and risk of allowing local municipalities to source their own borrowing requirements and implemented unless the study determines the risk benefit analysis prove to be unwise. Municipal Licensing Recommendation Summary – Include higher fees for non-residents Benefiting Municipalities- All Municipalities CAO Discussion Again as discussed earlier within the report, municipal licensing, strictly speaking, should be based on a fee recovery basis. Each municipality would have to make a determination when establishing licencing fees, the appropriateness of the level determined. Recommendation That each municipality do a comprehensive analysis when establishing licencing fees within their jurisdiction. Tax Policy Recommendation Summary – Create a formal policy for cooperation and coordination Benefiting Municipalities – All Municipalities CAO Discussion As tax policy does have implications on all municipalities, it would be advantageous for an opportunity of all local municipalities to make comments or provide input before tax policy changes are implemented. Recommendation That the County in partnership with local municipalities develop a policy on tax policy changes and implementation. Airport Recommendation Summary – Develop long-term plan and review economic benefit through a study Benefiting Municipalities – Tillsonburg CAO Discussion Although the argument that having a local airport might provide some economic value to the entire area, that data is not readily available. A study might be worthwhile to Page 18 of 21 Page 131 of 817 CAO 20-04 demonstrate what, if any value other municipalities receive from the airport. Should value be demonstrated, funding request could follow. Recommendation That Tillsonburg conduct an economic impact analysis to support it’s argument for wider funding contribution from member municipalities in Oxford County. Land Use Planning Recommendation Summary – Update County planning bylaws for risk mitigation Benefiting Municipalities – County CAO Discussion Agreed Recommendation That the County update their planning bylaws accordingly. Other Items Water and Waste water CAO Discussion Issues around water and wastewater planning were also discussed and it was agreed that a committee of CAOs meet with the County Public Works group to discuss and develop improvements to forecasting, system expansion and interim financing for growth required services. Joint Purchasing Position CAO Discussion Discussion was held on whether or not it would be advantageous to have a joint purchasing option coordinated at the County level. Some municipalities were in favour of exploring this option, while others did not see it necessary and were concerned about added expenses when not required. It was ultimately decided that interested municipalities should work together to determine their purchasing needs and make partnerships where warranted. Joint Health and Safety Coordinator CAO Discussion The idea of a County staff position(s) for a health and safety coordinator was discussed. There were again various opinions if this should be a County position, or whether this could be a shared resource by interested local municipalities. The consensus reached was whether it was a county position or a shared partnership it should be based on a user pay agreement, whereby only those utilizing the service would pay for its costs. Page 19 of 21 Page 132 of 817 CAO 20-04 As mentioned earlier, this list of recommendations represents a consensus position of Oxford County Area CAOs. One of the more significant recommendations is the further study to identify efficiencies of contracting County road maintenance to the Area Municipalities. The consensus is to collectively budget funds in the 2021 budget to undertake this review. This undertaking has resulted in increased dialogue amongst our municipal partners and as such is one of the most positive outcomes of the effort. There is a common commitment to continue regular discussions which will undoubtedly result in fresh ideas to find new ways to deliver services more efficiently and new ways to improve service delivery working collectively. CONSULTATION Oxford County Area CAOs FINANCIAL IMPACT/FUNDING SOURCE The financial implications are detailed within the Watson report itself, and captured for the most part in the background section of this staff report. Where costs are noted there is often a variation, or range of potential costs or cost saving dependant on the take up, or number of municipalities that might participate in any given undertaking. More detail budgting and cost estimations would have to be undertaken to fine tune any additional costs for cost savings that have been noted in the report. The Town of Tillsonburg was successful in receiving Municipal Modernization Program funding in the amount of $120,275.00 towards the project Tillsonburg Service Delivery Review. Of this amount, approximately $38,000 is allocated towards the Recreation, Culture and Parks Department Service Delivery Review, with the remainder allocated towards fulfilling the recommendations allocated in the Oxford County Service Delivery Review. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☐ Make Tillsonburg an attractive place to live for youth and young professionals ☐ Provide opportunities for families to thrive ☐ Support the aging population and an active senior citizenship 4. Culture and Community Page 20 of 21 Page 133 of 817 CAO 20-04 ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living ATTACHMENT(S) Appendix A – Service Delivery Review, Oxford County Municipalities, April 30, 2020 Page 21 of 21 Page 134 of 817 Watson & Associates Economists Ltd. 905-272-3600 April 30, 2020 info@watsonecon.ca Service Delivery Review _________________________________________ Oxford County Municipalities Page 135 of 817 Watson & Associates Economists Ltd. H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Table of Contents Page Executive Summary ....................................................................................................... i 1. Introduction ...................................................................................................... 1-1 1.1 Background ............................................................................................. 1-1 1.2 Study Objectives ..................................................................................... 1-2 1.3 Study Assumptions and Data .................................................................. 1-3 2. Oxford County Restructuring Study - 2000 ................................................... 2-1 2.1 Overview ................................................................................................. 2-1 2.2 Oxford County Restructuring Study – Phase I report .............................. 2-1 2.2.1 Overview .................................................................................... 2-1 2.2.2 Results and Recommendations ................................................. 2-2 2.3 Oxford County Restructuring Study – Phase II report ............................. 2-3 2.3.1 Overview .................................................................................... 2-3 2.3.2 Results and Recommendations ................................................. 2-3 2.4 Implementation of Recommendations .................................................... 2-5 3. Service by Service Analysis ........................................................................... 3-1 3.1 Overview and Commentary .................................................................... 3-1 3.2 Service Analysis ..................................................................................... 3-3 3.2.1 Administration ............................................................................ 3-3 3.2.2 Animal Control ........................................................................... 3-7 3.2.3 Development Charges ............................................................... 3-9 3.2.4 Debt Financing ......................................................................... 3-11 3.2.5 Municipal Licencing .................................................................. 3-14 3.2.6 Tax Collections ........................................................................ 3-16 3.2.7 Tax Policy ................................................................................ 3-18 3.2.8 Fire ........................................................................................... 3-21 3.2.9 Police ....................................................................................... 3-25 3.2.10 Building Services, Chief Building Officials, and Property Standards................................................................................. 3-28 Page 136 of 817 Table of Contents (Cont’d) Page Watson & Associates Economists Ltd. H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.11 Emergency Management ......................................................... 3-32 3.2.12 Roads, Bridges, Culverts, Active Transportation, and Structures................................................................................. 3-35 3.2.13 Transit ...................................................................................... 3-40 3.2.14 Airports .................................................................................... 3-42 3.2.15 Wastewater .............................................................................. 3-45 3.2.16 Water ....................................................................................... 3-48 3.2.17 Water/Wastewater Asset Management, Capital Programming, Financing, and Billing ....................................... 3-51 3.2.18 Stormwater Management Ponds .............................................. 3-54 3.2.19 Solid Waste Management ........................................................ 3-56 3.2.20 Municipal Drains ...................................................................... 3-61 3.2.21 Cemeteries ............................................................................... 3-64 3.2.22 Parks and Recreation .............................................................. 3-67 3.2.23 Libraries ................................................................................... 3-86 3.2.24 Cultural Services ...................................................................... 3-95 3.2.25 Trails ...................................................................................... 3-100 3.2.26 Land-use Planning ................................................................. 3-105 3.2.27 Economic Development ......................................................... 3-110 3.2.28 Forestry and Woodlands Conservation .................................. 3-117 3.2.29 Ambulance ............................................................................. 3-120 4. Observations and Commentary ..................................................................... 4-1 4.1 Recommendations Related to Cost Savings ........................................... 4-1 4.2 Recommendations Related to Enhancing Service Levels ...................... 4-1 4.3 Other Recommendations ........................................................................ 4-2 5. Conclusion and Next Steps ............................................................................ 5-1 5.1 Concluding Observations ........................................................................ 5-1 5.2 Next Steps .............................................................................................. 5-1 Appendix A Municipal and Service Profiles .......................................................... A-1 Municipal Profiles...................................................................................................... A-2 Oxford County ...................................................................................................A-2 Blandford-Blenheim ...........................................................................................A-4 East-Zorra-Tavistock .........................................................................................A-6 Ingersoll .............................................................................................................A-8 Norwich ........................................................................................................... A-10 South-West Oxford .......................................................................................... A-12 Tillsonburg ....................................................................................................... A-14 Woodstock ....................................................................................................... A-16 Zorra .............................................................................................................. A-18 Page 137 of 817 Table of Contents (Cont’d) Page Watson & Associates Economists Ltd. H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Service Profiles ....................................................................................................... A-20 Administration .................................................................................................. A-21 Animal Control ................................................................................................. A-28 Development Charges ..................................................................................... A-31 Debt Financing ................................................................................................ A-35 Municipal Elections .......................................................................................... A-38 Municipal Licensing ......................................................................................... A-40 Tax Collections ................................................................................................ A-44 Tax Policy ........................................................................................................ A-48 Fire .............................................................................................................. A-51 Police .............................................................................................................. A-60 Building Services and Chief Building Officials and property standards ............ A-68 Emergency Management ................................................................................ A-75 Roads, Bridges, Culverts, Active Transportation, and structures..................... A-81 Transit ............................................................................................................. A-99 Airports .......................................................................................................... A-104 Wastewater (Municipal) ................................................................................. A-109 Water (Municipal) .......................................................................................... A-121 Stormwater .................................................................................................... A-131 Solid Waste Management ............................................................................. A-136 Municipal Drains ............................................................................................ A-147 Public Health ................................................................................................. A-152 Ambulance..................................................................................................... A-156 Cemeteries .................................................................................................... A-160 Social Assistance (Ontario Works) ................................................................ A-167 Childcare (Early Years) ................................................................................. A-171 Social and Supported Housing ...................................................................... A-174 Long-term Care homes (senior services) ...................................................... A-178 Parks and Recreation .................................................................................... A-182 Libraries ......................................................................................................... A-202 Cultural Services (museums, arts galleries, and performing arts centres) ..... A-213 Trails ............................................................................................................ A-222 Land-use Planning ......................................................................................... A-229 Economic Development ................................................................................. A-234 Forestry, and Woodlands Conservation ........................................................ A-244 Appendix B Results of the Triple Majority Process on the 11 Services ............. B-1 Page 138 of 817 Watson & Associates Economists Ltd. H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx List of Acronyms and Abbreviations Acronym Full Description of Acronym A.M.P. Asset Management Plan B.C.A. Building Code Act C.B.C. Community Benefits Charge C.B.O. Chief Building Official C.E.M.C. Community Emergency Management Coordinator C.I.P. Community Improvement Plan D.C. Development Charges D.C.A. Development Charges Act F.I.R. Financial Information Return F.T.E. Full-time Equivalent G.I.S. Geographical Information System I.T. Information Technology M.T.O. Ministry of Transportation Ontario O.P. Official Plan O.P.A. Official Plan Amendment O.P.P. Ontario Provincial Police P.T.E. Part-time Equivalent S.W.M. Stormwater Management T.A.A.C. Tillsonburg Airport Advisory Committee VoIP Voice over Internet Protocols W.W.T.P. Wastewater Treatment Plant Page 139 of 817 Executive Summary Page 140 of 817 Watson & Associates Economists Ltd. PAGE i H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Executive Summary 1. This report provided herein represents the Service Delivery Review undertaken for the Oxford County Municipalities by the Consulting Team of Watson & Associates Economists (Ltd.), Dillon Consulting Ltd. (Dillon), and Monteith Brown Planning Consultants (Monteith). This report has been prepared as a result of a coordinated effort by the Oxford County Municipalities to seek potential efficiencies and modernization opportunities. The contents include the following: • Chapter 1 – Introduction • Chapter 2 – Review of the 2000 Oxford County Restructuring Studies • Chapter 3 – Service-by-Service Analysis • Chapter 4 – Observations and Commentary • Chapter 5 – Conclusion and Next Steps 2. Oxford County is comprised of 8 local municipalities and one regional government. The local municipalities are Blandford-Blenheim, East Zorra- Tavistock, Ingersoll, Norwich, South-West Oxford, Tillsonburg, Woodstock, and Zorra. Historically, the Oxford County municipalities have practiced cooperation, shared resources, and developed formal and informal partnerships with each other. In 2019, the Ministry of Municipal Affairs and Housing commenced a Regional Government Review to assess the efficiency and accountability of the existing two-tier system. To complete this review, the Province appointed two special advisors. The mandate of the advisors was to provide expert advice to the Minister of Municipal Affairs and Housing and to make recommendations that focused on questions regarding municipal governance, decision-making, and municipal service delivery. Mainly, are services being provided effectively, efficiently, and appropriately through the Regional government structures. While undertaking the study, and throughout the Provincial review process, the government heard that local communities should decide what is best for them in terms of governance, decision-making, and service delivery. As a result, the Province completed their review with the recommendation that local Page 141 of 817 Watson & Associates Economists Ltd. PAGE ii H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx municipalities undertake their own reviews. Further to this, in early 2019 the Province provided grant funding for municipalities to undertake these service delivery reviews, implement recommendations, and modernize service delivery through technologies. This grant funding was provided through the Service Modernization Funding for Small and Rural Communities. From this grant funding the municipalities decided to undertake a Service Delivery Review. 3. The overall objective of this study is to assist the municipalities in providing municipal services to residents of the County efficiently. To achieve this objective, the study first seeks to identify the current service delivery method and framework for which the service is delivered. This is achieved through the service profiles provided in Appendix A. Through discussions with the County municipalities it is clear that the municipalities have established a relationship built on cooperation, resource sharing, and partnerships. These relationships between municipalities have provided many opportunities to reduce costs and deliver services m ore efficiently. As a result, this study seeks to highlight established best practices in the County by including these points in the “strengths” section of the SWOT analysis provided in Chapter 3. This study also aims to provide recommendations regarding potential opportunities for efficiencies in service delivery. Through discussions with staff and senior management, opportunities for efficiencies were identified. To summarize, the main objectives of this study are: a. Identify current practices in service delivery; b. Identify existing practices that assist in providing services efficiently; and c. Identify potential opportunities to provide municipal services more efficiently. 4. The service profiles provided in Appendix A layout the services provided by the municipality and how these services are currently delivered throughout the County. Each profile identifies which municipality provides the services and includes the following sections: a. General Description Page 142 of 817 Watson & Associates Economists Ltd. PAGE iii H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx b. Legislative Framework c. Level of Service d. Operating Expenditures e. Operating Revenues f. Staffing/Resources g. Contracted Services h. Union Contracts i. Assets; j. Asset Management Plan and Capital Budget Policies; and k. Best Practices. In total, 37 services were identified to be included in this study. Through discussions with the municipalities, review of applicable legislative framework, and other factors, it was determined that some services would not be included in the detailed analysis. These factors include minimal potential for cost savings, service delivery and/or funding determined by legislation, and uncertainty of service provision due to proposed changes in legislation. Table ES-1 provides a list of the services included in the report. 5. For the detailed service-by-service analysis provided in Chapter 3, a SWOT analysis was utilized to organize the findings as follows: a. Strengths – Current best practices and examples of what the municipalities currently do to provide efficiencies. b. Weaknesses – Areas where service delivery could be improved. c. Opportunities – Activities for which the recommendations are based. These include next steps that may increase service levels, decrease costs, or provide areas for further review. d. Threats – Potential changes to legislation or perceived issues with respect to service delivery. Each subsection of Chapter 3 provides a number of recommendations for the municipalities to consider. These recommendations resulted from discussions Page 143 of 817 Watson & Associates Economists Ltd. PAGE iv H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx with municipal staff, including service level staff, as well as a review or relevant documents and the experience of the Consulting Team. 6. The recommendations for each service were provided under three categories : decreased costs, enhanced service levels, or other. a. Recommendations Related to Cost Savings – If all recommendations are implemented, the total potential cost savings may range from $97,500 to $853,000. As well, total one-time cost savings for “joint purchase of IT services” will subsequently be determined based upon review of each municipality’s needs. As a result, savings will vary for each municipality. In certain instances, potential additional cost savings have been noted, however, quantification will be realized through further review by staff as per the recommendations. Table ES-2 provides a summary of these detailed recommendations. b. Recommendations Related to Enhancing Service Levels – If all recommendations are implemented, the total potential annual cost increases may range from $380,000 to $1,500,000. Additionally, the total one-time costs range from $75,000 to $100,000. In certain instances, additional study/review has been identified and this further review will quantify potential further increases to service levels and any associated costs. Table ES-3 provides a summary of these detailed recommendations. c. Other Recommendations - These recommendations are related to policy matters, mitigating risks, and matters for further review, and are summarized in Table ES-4 7. Next Steps - Each local area municipal Council and County Council will receive this report for their review and consideration. Upon review and consideration of the report, the CAOs of the municipalities and their respective Councils may wish to prepare an implementation plan that organizes the recommendations into immediate, short-term, and longer-term recommendations that may be considered accordingly. Where identified that further review and/or study is required, the area municipalities and the County may wish to begin undertaking those reviews in the shorter-term. Page 144 of 817 Watson & Associates Economists Ltd. PAGE v H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Table ES-1 Oxford County Municipalities List of Services Service Lead Consultant Service Profile Service Analysis Administration Watson ✔✔ Animal Control Watson ✔✔ Development Charges Watson ✔✔ Debt Financing Watson ✔✔ Electric Utilities (Local Development Corp)Watson ✔ Municipal Elections Watson ✔ Municipal Licensing Watson ✔✔ Tax Collections Watson ✔✔ Tax Policy Watson ✔✔ Fire Dillon ✔✔ Police Watson ✔✔ Court Services Watson ✔ Building Services and Chief Building Officials and Property Standards Watson ✔✔ Emergency Management Dillon ✔✔ Roads, Bridges, Culverts, Active Transportation, and Structures Dillon ✔✔ Transit Dillon ✔✔ Airports Dillon ✔✔ Wastewater (Municipal)Dillon ✔✔ Water (Municipal)Dillon ✔✔ Water/Wastewater Asset Management, Capital Programming, Financing and Billing Dillon ✔✔ Stormwater Dillon ✔✔ Solid Waste Management Dillon ✔✔ Municipal Drains Dillon ✔✔ Public Health Watson ✔ Ambulance Dillon ✔✔ Cemeteries Dillon ✔✔ Social Assistance (Ontario Works)Watson ✔ Childcare (Early Years)Watson ✔ Social and Supported Housing Watson ✔ Long-term Care Homes (senior services)Watson ✔ Parks and Recreation Monteith Brown ✔✔ Libraries Monteith Brown ✔✔ Cultural Services (museums, arts galleries, and performing arts centres)Monteith Brown ✔✔ Trails Monteith Brown ✔✔ Land-use Planning Watson ✔✔ Economic Development Watson ✔✔ Forestry and Woodlands Conservation Watson ✔✔ Social Housing Recreation and Cultural Services Planning and Development General Government Protection Services Transportation Services Environmental Services Health Services Social and Family Services Page 145 of 817 Watson & Associates Economists Ltd. PAGE vi H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Table ES-2 Oxford County Municipalities Summary of Cost Saving Recommendations Service Recommendations Summary Annual Cost Savings One-time Cost Savings Benefiting Municipalities Animal Control Joint contract tender $1,500 to $7,500 All local municipalities Tax Collections Reduction in arrears mailing frequency $500 to $6,300 All local municipalities Police Consolidation of Police Boards $3,000 to $83,000 Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, and Tillsonburg Building Services, Chief Building Officials, and Property Standards Joint Purchase of IT Services to integrate Building and Finance software To be determined upon review of IT needs All local municipalities Emergency Management Additional coordination and assistance from County resource to eliminate duplication of effort $0 to $1,200 All local municipalities Roads, Bridges, Culverts, Active Transportation, and Structures Undertake detailed review of service provsion for operations, other studies, and formalization of service agreements $50,000 to $150,000 All municipalities Wastewater Development of capital plan for optimization Exact amount may vary based on outcomes of further study County Water/Wastewater Asset Management, Capital Programming, Financing, and Billing Review option for single billing provider $0 to $10,000 All municipalities Solid Waste Management Combined contracts and alignment of large item collection $0 to $220,000 All municipalities Municipal Drains Reduce time spent on doing locates $2,500 to $5,000 Blandford-Blenheim, East Zorra-Tavistock, Norwich, SouthWest Oxford, and Zorra Cemeteries Coordinated purchasing To be assessed by individual municipality Blandford-Blenheim, Ingersoll, Norwich, SouthWest Oxford, Tillsonburg, and Zorra Parks and Recreation Coordinated purchasing and user fee/cost recovery analysis $40,000 to $330,000 All local municipalities Trails Sharing of specialized maintenance equipment $0 to $40,000 All municipalities Land-use Planning Consolidation of Public Meetings May vary by municipality All municipalities Ambulance and Fire Coordination of ambulance/fire space No immediate financial impact but should be reviewed when new stations required All local municipalities Total $97,500 to $853,000 Page 146 of 817 Watson & Associates Economists Ltd. PAGE vii H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Table ES-3 Oxford County Municipalities Summary of Enhanced Service Level Recommendations Service Recommendations Summary Annual Cost One-time Cost Benefiting Municipalities Fire, Police, Ambulance, Emergency Management, Roads, Water and Wastewater Common system for notifications $75,000 All municipalities Administration Standardize procurement process, addition of staff, and County- wide VOIP system $160,000 to $210,000 All municipalities Municipal Licencing Standardization of fees Cost Neutral All local municipalities Fire Additional fire inspectors $80,000 to $480,000 Blandford-Blenheim, East Zorra-Tavistock, Norwich, SouthWest Oxford, and Zorra Building Services, Chief Building Officials, and Property Standards Quarterly chapter meetings, shared IT personnel, and AMANDA Implementation Cost Neutral All municipalities Emergency Management Clarification of County Emergency Management Coordinator role Cost Neutral County Roads, Bridges, Culverts, Active Transportation, and Structures Standardized boundary road agreement and transportation master plan $75,000 to $100,000 All municipalities Transit Coordinated funding applications and enhance desirability of transit Cost Neutral Ingersoll, Tillsonburg, and Woodstock Water Development of procedure for changes to water system Cost Neutral All municipalities Stormwater Management Ponds Joint stormwater management pond maintenance program Cost Neutral Blandform-Blenheim, Ingersoll, and Zorra Solid Waste Management Encouragement of backyard composting Cost Neutral All municipalities Municipal Drains Full-time drainage superintendent Cost Neutral*Blandford-Blenheim, East Zorra-Tavistock, Norwich, SouthWest Oxford, and Zorra Cemeteries Develop working group and establish contingency reserve Reserve transfers to be assessed by individual municipality Blandford-Blenheim, Ingersoll, Norwich, SouthWest Oxford, Tillsonburg, and Zorra Parks and Recreation Additional staff positions, further study, establishment of a working group, and coordination of program schedules.$0 to $275,000 All municipalities Libraries Integrated systems between the County and Woodstock, coordinated purchasing, inventory current staff and strategically recruit, and utilization of technologies. $0 to $10,000 All municipalities Cultural Service Utilize facilities as community space, collaborate with neighbouring municipalities, and create links with economic development and tourism Cost Neutral All municipalities Trails Review existing agreements, coordinate promotion and development of trails, formalize maintenance standards across the County, and share equipment Cost Neutral All municipalities Land-use Planning Addition of Planning Coordinators, Revisions to policies, and water/wastewater approval authority to local municipalities $65,000 to $450,000 All municipalities Economic Development Establishment of policy to share investment leads Cost Neutral All municipalities Forestry and Woodlands Conservation Joint training of staff Cost Neutral All municipalities Total $380,000 to $1,500,000 $75,000 to $100,000 *Note: drainage superintendent positions are funded through Provincial grants and are able to be charged back to the property owner Page 147 of 817 Watson & Associates Economists Ltd. PAGE viii H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Table ES-4 Oxford County Municipalities Other Recommendations Service Recommendations Summary Benefiting Municipalities Development Charges Continued coordination as opportunities arise All municipalities (except Woodstock) Debt Financing Review process for acquiring financing All municipalities Municipal Licencing Include higher fees for non-residents All local municipalities Tax Policy Create a formal policy for cooperation and coordination All municipalities Airport Develop long-term plan and review economic benefit through study Tillsonburg Land-use Planning Update County planning by-laws for risk mitigation County Page 148 of 817 Report Page 149 of 817 Watson & Associates Economists Ltd. H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Chapter 1 Introduction Page 150 of 817 Watson & Associates Economists Ltd. PAGE 1-1 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 1. Introduction 1.1 Background Oxford County is comprised of 8 local municipalities and one regional government. The local municipalities are Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, South-West Oxford, Tillsonburg, Woodstock, and Zorra. In total, the County and area municipalities encompass approximately 2,000 sq.km and serves approximately 114,000 residents. Historically, the Oxford County municipalities have practiced cooperation, shared resources, and developed formal and informal partnerships with each other. These practices have allowed the County to gain efficiencies in matters such as purchasing, project tendering, training, etc. However, the County municipalities requested a review of service delivery throughout the County to ensure that services are being provided efficiently. In 2019, the Ministry of Municipal Affairs and Housing commenced a Regional Government Review to assess the efficiency and accountability of the existing two-tier system. To complete this review, the Province appointed two special advisors. The mandate of the advisors was to provide expert advice to the Minister of Municipal Affairs and Housing and to make recommendations that focused on the following questions: 1. Questions on municipal governance and decision-making; a. Is the decision-making (mechanisms and priorities) of upper- and lower-tier municipalities efficiently aligned? b. Does the existing model support the capacity of the municipalities to make decisions efficiently? c. Are two-tier structures appropriate for all of these municipalities? d. Does the distribution of councillors represent the residents well? e. Do the ways that regional councillors/heads of council get elected/appointed to serve on regional council help to align lower- and upper-tier priorities? 2. Questions on municipal service delivery; a. Is there opportunity for more efficient allocation of various service responsibilities? Page 151 of 817 Watson & Associates Economists Ltd. PAGE 1-2 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx b. Is there duplication of activities? c. Are there opportunities for cost savings? d. Are there barriers to making effective and responsive infrastructure and service delivery decisions? This report was initiated to address the municipalities’ request to review service delivery to ensure efficiency. While undertaking the study, and throughout the Provincial review process, the government heard that local communities should decide what is best for them in terms of governance, decision-making, and service delivery. As a result, the Province completed their review with the recommendation that local municipalities undertake their own reviews. Further to this, in early 2019 the Province provided grant funding for municipalities to undertake these service delivery reviews, implement recommendations, and modernize service delivery through technologies. This grant funding was provided through the Service Modernization Funding for Small and Rural Communities. The report, provided herein, is designed to establish the current service delivery methods (Appendix A), review past service delivery analysis (Chapter 2), and analyse potential efficiencies to the provision of services in the County (Chapter 3). These recommendations and potential fiscal impacts are summarized in Chapter 4. 1.2 Study Objectives The overall objective of this study is to assist the municipalities in providing municipal services to residents of the County efficiently. To achieve this objective, the study first seeks to identify the current service delivery method and framework for which the service is delivered. This is achieved through the service profiles provided in Appendix A. Through discussions with the County municipalities it is clear that the municipalities have established a relationship built on cooperation, resource sharing, and partnerships. These relationships between municipalities have provided many opportunities to reduce costs and deliver services more efficiently. As a result, t his study seeks to highlight established best practices in the County by including these points in the “strengths” section of the SWOT analysis provided in Chapter 3. Page 152 of 817 Watson & Associates Economists Ltd. PAGE 1-3 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx This study also aims to provide recommendations regarding potential opportunities for efficiencies in service delivery. Through discussions with staff and senior management, opportunities for efficiencies were identified. To summarize, the main objectives of this study are: 1. Identify current practices in service delivery; 2. Identify existing practices that assist in providing services efficiently; and 3. Identify potential opportunities to provide municipal services more efficiently. 1.3 Study Assumptions and Data To prepare the service profiles and analysis, a number of sources of information were compiled. These documents included Official Plans, Development Charge Background Studies, Master Plans, etc. These documents provided background on each of the services analysed. With respect to financial information, as the study involves 9 municipalities, a standard form of information was required. As a result, each municipality’s 2018 Financial Information Return (F.I.R.) was utilized for the service profiles. In preparing the analysis in Chapter 3, more detailed budget data was also consulted when con sidering specific cost adjustments resulting from the recommendations. It is recognized that there are some potential inaccuracies when utilizing F.I.R. information which can include miscategorized revenues or expenditures, and varying interpretations of information categories. However, the F.I.R. is still a reasonable source of data to utilize for comparison purposes as the data is mainly used to identify cost differences in service provision among the County municipalities. Where anomalies exist, discussions with staff helped to determined if this was in fact a varying cost in the provision of service, or a varied interpretation of F.I.R. categorization. Where detailed budget data was unavailable, high-level budget data was used to supplement the gaps in the F.I.R. Page 153 of 817 Watson & Associates Economists Ltd. H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Chapter 2 Oxford County Restructuring Study – 2000 Page 154 of 817 Watson & Associates Economists Ltd. PAGE 2-1 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 2. Oxford County Restructuring Study - 2000 2.1 Overview In the late 1990’s to early 2000’s the Ontario government initiated municipal restructuring across the Province. Brant County, Haldimand County, Norfolk County, Municipality of Chatham-Kent, and the Cities of Ottawa, Hamilton, Prince Edward County, Greater Sudbury, Toronto, and Kawartha Lakes are all a result of this process and were restructured between 1998 and 2001. The Ministry of Municipal Affairs and Housing identified five (5) key objectives: 1. Fewer municipal politicians; 2. Lower taxes; 3. Better, more efficient service delivery; 4. Less bureaucracy; and 5. Clear lines of responsibility and better accountability at the local level. In response to the Provincial government restructuring, Oxford County initiated a study to review their service delivery. This study was conducted in two phases. The first phase was completed by Watson (formerly C.N. Watson & Associates Ltd.) and the second phase was completed by K.P.M.G. The following provides an overview of the two reports, along with the recommendations, and resulting implementation by the County. 2.2 Oxford County Restructuring Study – Phase I report 2.2.1 Overview Watson was retained to review service delivery in the County as it related to objective number 5 noted above. That is, the study and resulting report’s purpose was to determine “clear lines of responsibility and better accountability at the local level by reducing duplication and overlap”. This study process included extensive public , staff, and council engagement. The study included 8 focus group sessions with staff and councillors, 8 focus groups sessions with councillors alone and 8 public meetings, one in each municipality within the County and two meetings with the study steering committee. In addition, a myriad of opportunities for input was afforded to staff, politicians and the general public by way of a survey available on the internet, at every Page 155 of 817 Watson & Associates Economists Ltd. PAGE 2-2 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx municipal office and library within the County, by phone, e-mail or mail directly to the consultants. 2.2.2 Results and Recommendations Watson reviewed a total of 38 services provided within the County and made recommendations to County Council as to which level of government would be best suited to provide the service. The report used a number of criteria to determine if each service was currently provided by the appropriate level of government. Out of the 38 services reviewed, it was determined that 27 of the services were provided by the appropriate level of government (i.e. local level vs. County). These services met the criteria required to satisfy objective number 5 noted above. Of the remaining 11 services it was recommended that these services did not meet the principle of “clear lines of responsibility and better accountability at the local level by reducing duplication and overlap”. It was noted that these services were either being provided at the inappropriate level of government or the appropriate jurisdiction was unclear. As a result, these services were recommended to be studied with respect to the other provincial objectives (i.e. studied in Phase II). The following provides a summary of the recommendations for the 11 services: Service Current Service Provider Recommended Service Provider Currently Met the Criteria to Migrate Jurisdiction Airport (Tillsonburg) Local municipality County No Building Inspection and Property Standards Local municipality County Yes By-law Enforcement Local municipality County Yes Fire Protection Local municipality County Yes Police Local municipality County Yes Tax Billing and Collection Local municipality County No Waste Management Collection Local municipality County No Page 156 of 817 Watson & Associates Economists Ltd. PAGE 2-3 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Service Current Service Provider Recommended Service Provider Currently Met the Criteria to Migrate Jurisdiction Economic Development Local municipality and County County No Libraries Local municipality and County County Yes Roads Local municipality and County County Yes Tourism Local municipality and County County Yes 2.3 Oxford County Restructuring Study – Phase II report 2.3.1 Overview As part of the Phase II analysis, Oxford County retained K.P.M.G. to analyse the 11 services identified in Phase I for further review. This report was tasked with reviewing the service delivery with respect to the five (5) objectives noted in section 2.1. Part one of the report provided a summary of the current delive ry model for each service and Part two provided recommendations for these services. This report took a more quantitative approach to the analysis than the first Phase and identified the potential savings of the recommendations. 2.3.2 Results and Recommendations Based on the five (5) objectives identified by the Ministry, the following recommendations were provided for each of the services: Service Recommendations Airport (Tillsonburg) Remain the responsibility of Tillsonburg Building Inspection and Property Standards Remain at the local level By-law Enforcement Remain at the local level Fire Protection Remain at the local level with some improvements. Recommended improvements included: Page 157 of 817 Watson & Associates Economists Ltd. PAGE 2-4 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Service Recommendations • Improved access to training, public education, investigation, and risk management through inter- force co-operating. • Potential for a Fire Chief to lead more than one force. • Common dispatch service across the County which could include fire, police, and ambulance. Police Remain at the local level Tax Billing and Collection Remain at the local level Waste Management Collection Move to the County Economic Development Business Development to remain at the local level and the requirement for County approval of land purchased be eliminated. Additionally, the County should develop an economic strategic plan. Libraries Remain at the local level for Woodstock and at the County level for all other municipalities. Roads Remain split between the County and area municipalities with improvements. Improvements include: • Joint purchasing and tendering, co-operative planning of capital projects, share of major fleet, and conducting a Route Optimization Study. • A common pool of engineering resources related to the design, tendering, and supervision of capital projects should be consolidated. Tourism Move to the County, however, distribution of materials should be carried our using local municipal facilities. In addition to the recommendations with respect to the above services, it was also recommended that the County provide expanded computerization of services (e.g. one - stop web portal, a customer relations management program, a recreation facility booking program, electronic document management, and standard software programs). Page 158 of 817 Watson & Associates Economists Ltd. PAGE 2-5 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 2.4 Implementation of Recommendations As noted in the previous section only Waste Management Collection and Tourism were recommended to move to the County, all other services were to remain the responsibility of the local municipality. Subsequent to KPMG’s Phase II report, additional analysis was prepared for each of the 11 services in July of 2000. Some recommendations were revised as per these reports. These recommendations were sent to each local council as well as County council for review and support. To obtain support for the recommendations, the County sought to receive a Triple Majority for each recommendation. A Triple Majority occurred when County council and the majority of municipalities representing the majority of the electors voted in support of the recommendation. Appendix B provides a summary of the recommendations and each Council’s decision. Today, it can be seen that all of the recommendations from the Phase II report have been established (or remained), with the exception of the following: • Fire o Potential for a Fire Chief to lead more than one force. o common dispatch service across the County. • Roads o A common pool of engineering resources should be consolidated. Page 159 of 817 Watson & Associates Economists Ltd. H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Chapter 3 Service by Service Analysis Page 160 of 817 Watson & Associates Economists Ltd. PAGE 3-1 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3. Service by Service Analysis 3.1 Overview and Commentary As noted in the introduction, the Province provided municipalities funds through the Service Modernization Funding for Small and Rural Communities to conduct service delivery reviews to plan, modernize, and improve the way municipalities provide services to their communities. Additionally, as noted in Chapter 2, the County and area municipalities underwent a detailed review of service delivery on both a qualitative (Phase I report) and quantitative (Phase II report) basis. This work provided valuable insight into the delivery of services and established a sound basis for each delivery method. As a result, the analysis presented herein provides discussion and recommendations on providing efficiencies in the delivery of services, while maintaining the current service delivery methods established. The analysis is separated into the following components: • Municipal Profiles – These profiles (provided in Appendix A) provide a brief description of each municipality and information summarized from the municipalities’ 2018 Financial Information Returns. • Service Profiles – These profiles (provided in Appendix A) provide the current state and provision of services in the County. The profile is separated into the following for each service: o General Description o Legislative Framework o Level of Service (if applicable) o Expenditure and Revenue Information o Staffing/Resources o Contracted Services o Union Contracts o Assets o Asset Management Planning and Capital Budgeting Policies • Service Analysis – Provided in the following section. This analysis provides a brief overview of the service provided in the County, a SWOT analysis, and Recommendations/Financial Impacts. Page 161 of 817 Watson & Associates Economists Ltd. PAGE 3-2 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx In total, 37 services were identified to be included in this study. Through discussions with the municipalities, review of applicable legislative framework, and other factors, it was determined that some services would not be included in the detailed analysis. Table A-1 in Appendix A provides for the list of services, the lead consultant reviewing the service, and indicates if the service is included in the detailed analysis . A service profile has been prepared for all services. The services not analyzed further in this Chapter are provided below: • Electric Utilities; • Municipal Elections; • Court Services; • Public Health; • Social Assistance; • Childcare; • Social and Supported Housing; and • Long-term Care Homes. These services were not analyzed further due to a n umber of factors including minimal potential for cost savings, service delivery and/or funding determined by legislation, and uncertainty of service provision due to current changes in legislation. Page 162 of 817 Watson & Associates Economists Ltd. PAGE 3-3 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2 Service Analysis General Government 3.2.1 Administration 3.2.1.1 Overview Municipalities Providing Administration Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Administration encompasses the following functions. At the end of this profile, a table is included that provides if the service is provided by the municipality, shared between municipalities, or contracted out. • Administrative oversight and management • Municipal Budgets and Business Planning • Financial Planning • Asset Management • Risk Management • Freedom of Information • Human Resources • Communications • Clerk and Council support • IT support (County provides to five area municipalities) • GIS mapping services • Web services (provided to area municipalities on an as needed basis) • Enterprise VoIP system • Enterprise electronic document management system • Enterprise property management system • Collaborative procurement for multi-function photocopiers (County, Tillsonburg, Ingersoll, Woodstock) • Legal Services Page 163 of 817 Watson & Associates Economists Ltd. PAGE 3-4 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx All area municipalities as well as the County carry out administrative functions within their respective jurisdictions. Service Profile Reference: Page A-21 3.2.1.2 SWOT Analysis Strengths • Currently 6 out of the 9 municipalities in the County have transferred to the same VOIP (Voice over internet protocol) service. • Oxford County has coordinated projects with area municipalities. For example, linear water or wastewater projects will be coordinated with local road projects, where possible. • There are regular meetings across the County related to asset management planning to coordinate efforts in planning projects. • Area municipalities utilize the expert knowledge of County I.T. staff, when needed. Weaknesses • There is no separate purchasing department at the County; i.e. each department manages their own purchasing. • There is no purchasing expert at the County. • There is no policy that requires regular procurement compliance checks. Opportunities • East Zorra-Tavistock plans to standardize procurement. • Adding a purchasing expert in the County may provide an increased level of service by limiting the number of purchasing issues and assisting area municipalities. • Some municipalities may benefit from adding a human resources expert in the County. This resource could be hired by the County and shared with the area municipalities or hired by the municipalities directly. • If all municipalities in the County move to one VOIP system, a virtual 311 may be established whereby all municipalities’ phones are linked. As a result, a Page 164 of 817 Watson & Associates Economists Ltd. PAGE 3-5 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx resident may be transferred directly to a staff member from another municipality. Threats • Not adding a purchasing expert in the County may result in higher costs for materials and purchased services • Not having a Human Resource position may result in higher staff related costs through union negotiation and/or daily staff related matters 3.2.1.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Standardize Procurement Documents All municipalities may standardize procurement documents where possible. This will limit potential issues with joint purchasing and awarding contracts. Increased level of service Cost Neutral All 2. Addition of Purchasing Expert A purchasing staff member may be added to County staff who would provide advice to the County and area municipalities and could assist in coordinated purchasing. This will limit potential issues with purchasing and awarding contracts. This should be Increased level of service – also potential for savings on purchased materials or services $75,000 to $100,000 All Page 165 of 817 Watson & Associates Economists Ltd. PAGE 3-6 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities explored for further review. 3. Addition of Human Resources Staff A Human Resource staff member may be added to County staff and/or be a shared staff between agreeable municipalities (as a purchased service) who would provide human resource services. This will limit potential issues with staffing. Increased level of service $85,000 to $110,000 All 4. VOIP Phone System The remaining municipalities (Blandford-Blenheim, Norwich, and Woodstock) may purchase the VOIP phone system and create one virtual 311 system. Minor Increased level of service through seamless customer service experience Cost Neutral All Page 166 of 817 Watson & Associates Economists Ltd. PAGE 3-7 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.2 Animal Control 3.2.2.1 Overview Municipalities Providing Animal Control Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Animal control services includes the authority to restrict pet ownership as well as the pick-up of deceased or nuisance animals. Animal control is provided by all area municipalities through service contracts. The County is not responsible for delivering this service. The area municipalities have animal control by-laws to provide for the licensing, regulation, and control of animals within the municipalities. The by-laws provide for Animal Control contractors to seize and impound any animals found at large. All municipalities provide a similar service through contracts with third parties. Service Profile Reference: Page A-28 3.2.2.2 SWOT Analysis Strengths • All municipalities contract out services to Hillside Kennels except for Zorra who utilizes Kismutt animal control • This service is administered by the Clerks in all municipalities, who meet quarterly. This provides for open communication about the delivery of this service. Weaknesses • As this service is contracted out, the contractor may deal with the public directly instead of a municipal staff member Opportunities • Municipalities may work together to issue a joint tender for this service Threats • There is a difficulty in finding service providers in the County Page 167 of 817 Watson & Associates Economists Ltd. PAGE 3-8 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.2.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Pursue a joint tender for the provision of animal control services In the writer’s opinion, issuing joint tenders for contracts can result in savings in the range of 5%. Decreased Costs 5% of Contract Costs All local municipalities Page 168 of 817 Watson & Associates Economists Ltd. PAGE 3-9 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.3 Development Charges 3.2.3.1 Overview Municipalities Providing Development Charges Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Development Charges (D.C.s) are imposed to recover the capital costs associated with residential and non-residential growth within a municipality. These capital costs are in addition to what costs would normally be constructed as part of a subdivision (i.e. internal roads, sewers, watermains, roads, sidewalks, streetlights, etc.). D.C.s are imposed by all area municipalities as well as the County. D.C.s include the recovery for both essential and non-essential services. Service Profile Reference: Page A-31 3.2.3.2 SWOT Analysis Strengths • The most recent D.C. background studies were completed via a joint RFP process with all municipalities participating except for Woodstock. This allows for reduced costs for consulting services and for alignment of D.C. policies. Aligning policies, specifically between the County and the area municipalities may ease administrative burden at the area municipal level. Weaknesses • Each municipality must align their timing with the others. The need for updates arising from completion of major studies may warrant an updated DC prior to the timing for a combined approach. Opportunities • Regarding changes to the Development Charges Act and the introduction of Community Benefits Charges (C.B.C.), all municipalities may enter a joint tender process to update all D.C. studies and establish C.B.C. by-laws. Page 169 of 817 Watson & Associates Economists Ltd. PAGE 3-10 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Threats • Recent changes to the Development Charges Act resulting from Bill 108. These changes move some soft services from the D.C.A. to a new authority under the Planning Act, freeze D.C.s at a rate imposed earlier in the development process, and allow for installment payments for certain types of development. This provides additional administrative burden and may limit revenues collected. 3.2.3.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Joint tender for D.C. by-law updates and C.B.C. studies/by- laws Regarding changes to the Development Charges Act and the introduction of Community Benefits Charges (C.B.C.), all municipalities may enter a joint tender process to update all DC studies and establish C.B.C. by-laws. Continued coordination as opportunities arise. Continued Savings Resulting from the joint approach Cost Neutral All Page 170 of 817 Watson & Associates Economists Ltd. PAGE 3-11 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.4 Debt Financing 3.2.4.1 Overview Municipalities Providing Debt Financing Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ All Municipalities including the County utilize debt financing. The County is required by legislation to be the issuing body for long-term debt. Short-term debt for cash flow loans (e.g. bank loans) can be secured by each of the area municipalities. Long term debt is issued either by a public debenture issue or an Infrastructure Ontario Loan through the County as a coordinated practice. When a local municipality requires debt financing, the County is contacted. The County will then issue debt through Infrastructure Ontario (or a public issue). A by -law is passed both at the County level and at the local municipality level for the amount of the debt and the funds are passed down to the local municipality through the County. For repayment, the local municipality will provide the County with payments which are then sent to Infrastructure Ontario (or other source of funds). For all area municipalities except Woodstock, there is no specific policy in place with respect to a threshold for debt issuance. In Woodstock, the City does not issue debt for projects less than $100,000 (i.e. they would cash flow those projects from reserves). In all cases, municipalities first seek to fund projects from reserves or contributions from the operating budget, then rely on debentures when required. The County has prepared its own Debt Management Policy, Reserve Policy, and Long - term Sustainability Policy which provides guidelines for financing County capital. Generally, the County issues debt for County projects over a ten -year period. Debt is only issued for longer terms if it can be justified. The County does not restrict the area municipalities to their 10-year policy. Service Profile Reference: Page A-35 Page 171 of 817 Watson & Associates Economists Ltd. PAGE 3-12 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.4.2 SWOT Analysis Strengths • Under the Regional government structure, section 401(3) of the Municipal Act states that the County must issue all long-term debt. As a result, the credit rating of the County (AA+) benefits all municipalities by having a lower borrowing interest rate for publicly issued debt. • All municipalities seek to finance projects from existing reserves where possible and as a result have ample debt capacity (as defined by the Province). • There have been no issues to-date with respect to area municipalities obtaining debt financing through the County. Weaknesses • Area municipalities are not able to issue their own long-term debt. Timing of debt issuance is on a coordinated basis which may limit the timing of revenue receipts. • Additional administrative burden as a result. Both the County and area municipalities must pass a by-law with respect to the debenture issue. Opportunities • The County and area municipalities may discuss amendments to section 401(3) with the Province to streamline debenture issues and limit administrative process. Threats • With changes to the Development Charges Act and downloading of services to the County and area municipalities, a heavier reliance on debt financing may be required. Page 172 of 817 Watson & Associates Economists Ltd. PAGE 3-13 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.4.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. All municipalities review the process for acquiring debt financing. All municipalities should provide a coordinated review of the process and determine if a request to review Section 401(3) of the Municipal Act is warranted. Potential future impacts based on review of process Cost Neutral All Page 173 of 817 Watson & Associates Economists Ltd. PAGE 3-14 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.5 Municipal Licencing 3.2.5.1 Overview Municipalities Providing Municipal Licencing Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Area municipalities provide various licences (i.e. marriage, lottery, business, etc.) through an application process. Residents/business owners are required to complete applications and pay the applicable fees to obtain licences for various items which vary by municipality (see below). Municipal licencing is administered through each local municipality. The County is not responsible for this service. Service Profile Reference: Page A-40 3.2.5.2 SWOT Analysis Strengths • Ingersoll provides a separate fee for non-residents. • Generally, fees are similar amongst municipalities in the County. Weaknesses • Varied licencing fees encourage residents to obtain licences in other municipalities Opportunities • Municipalities may standardize fees to encourage residents to obtain licences within their own municipality. • Municipalities may institute a higher fee for non-residents of the municipality to encourage residents to obtain licences within their own municipality. • Municipalities may consider adding licencing fees not currently provided. Page 174 of 817 Watson & Associates Economists Ltd. PAGE 3-15 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Threats • Based on the fees to obtain certain licencing, municipal residents may be obtaining the licence from other municipalities thus creating additional resource burden on that municipality. 3.2.5.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Standardize fees Standardizing fees (that are not mandated as per user fee cost recovery rules) among municipalities may encourage residents to obtain licences in their own municipality. Increased level of service Cost Neutral All local municipalities 2. Add Non- resident fees Including higher fees for non-residents of the municipality may increase revenues and/or encourage residents to obtain licences in their own municipality. Potential Increased Revenues 0% to 2% increased revenues All local municipalities 3. Include fees for licences not currently provided Municipalities may consider including licences not currently provided (e.g. East Zorra-Tavistock and South-West Oxford may provide marriage licences). Increased level of service Cost Neutral East Zorra- Tavistock and South-West Oxford. Page 175 of 817 Watson & Associates Economists Ltd. PAGE 3-16 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.6 Tax Collections 3.2.6.1 Overview Municipalities Providing Tax Collections Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra * ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ *County levy is collected by area municipalities Each local municipality provides for tax billing and collections. The County levy is collected by area municipalities. Property Taxes are billed twice each year and are due in four instalments: February, May, August, and October. Any properties with outstanding taxes due, receive arrears notices. These notices are sent out monthly in East Zorra-Tavistock, in instalments in Zorra, and quarterly in all other municipalities. Service Profile Reference: Page A-44 3.2.6.2 SWOT Analysis Strengths • Tax billing timing is consistent across all municipalities. • All municipalities allow for monthly pre-authorized payments which enhances cashflow and allows for property owners to simplify personal budgets. • County municipalities follow a similar process to other municipalities in the Province with respect to tax collections (i.e. when there are tax payments outstanding, first they send out arrears notices, then move to collection agency, before a tax sale of the property as a last resort). • Most municipalities in the County issue arrears notices quarterly. Weaknesses • Arrears notices are mailed out at varying frequencies among municipalities, some more frequently than others. Opportunities • It was discussed that the frequency of issuing arrears notices does not significantly impact the rate of collection. As a result, all municipalities may Page 176 of 817 Watson & Associates Economists Ltd. PAGE 3-17 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx wish to send out arrears notices less frequently (e.g. quarterly or semi- annually). Threats • Municipalities are working within legislation and utilizing best practices, so no observed threats. 3.2.6.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Reduce frequency of arrears notice mailings Reducing the frequency will decrease mailing cost and reduce staff time spent on this activity Decreased Costs 5% to 50% ($500 to $6,000) All local municipalities Page 177 of 817 Watson & Associates Economists Ltd. PAGE 3-18 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.7 Tax Policy 3.2.7.1 Overview Municipalities Providing Tax Policy Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ Tax Policy is established annually by the County in consultation with all Area Municipal Treasurers. The tax ratios are set by the County. The area Treasurers meet with the County to give their input and recommendations into the ratios which are ultimately approved by County Council. Special Area Levies imposed by the County Special Area Levy Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra Libraries ✔ ✔ ✔ ✔ ✔ ✔ N/A ✔ Other Protection Services ✔ ✔ ✔ ✔ ✔ ✔ N/A ✔ Sewer (Sanitary/Storm) N/A N/A N/A N/A N/A ✔ N/A N/A Special Area Levies Imposed by Area Municipalities Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra N/A N/A N/A N/A N/A Parking N/A N/A Service Profile Reference: Page A-48 3.2.7.2 SWOT Analysis Strengths • Strong cooperation in the County. Area municipal treasurers meet regularly with the County to provide input with respect to tax policy (and other financial matters). Page 178 of 817 Watson & Associates Economists Ltd. PAGE 3-19 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • The County has imposed special area levies for libraries, other protection services, and sewer to ensure that only those municipalities that utilize the service are taxed. • County practice of setting tax ratios for their area municipalities is consistent with most other Regional governments in Ontario (except for Peel Region). Weaknesses • No observed weaknesses for the present practice. Opportunities • As coordination and cooperation are paramount to limiting issues with tax policy in the County, all municipalities may wish to establish a formal policy of cooperation and coordination to ensure that future staff continue to meet regularly and provide input into the County policy process. Threats • The success of this service is attributable to the cooperation in the County amongst finance departments. If staff in the future are not as cooperative, it may lead to issues for the area municipalities. Page 179 of 817 Watson & Associates Economists Ltd. PAGE 3-20 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.7.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefitting Municipalities 1. Create a policy of cooperation and coordination As coordination and cooperation are paramount to limiting issues with tax policy in the County, all municipalities may wish to establish a formal policy of cooperation and coordination to ensure that future staff continue to meet regularly and provide input into the County policy process N/A Cost Neutral All Page 180 of 817 Watson & Associates Economists Ltd. PAGE 3-21 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Protection Services 3.2.8 Fire 3.2.8.1 Overview Municipalities Providing Fire Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Each municipality has established, through by-law, the level of service that will be provided within their municipalities based on their needs and circumstances. These services include fire suppression and rescue, water and ice rescue, rope and confined space rescue, auto extrication and medical tiered response. The services provided by each municipality will be prescribed under their respective fire department establishing by-law. Normally these services also include fire prevention, public education, and fire inspection responsibilities. The delivery of services provided is d ifferent between the three urban municipalities (Woodstock, Tillsonburg and Ingersoll) and the five rural municipalities (South-West Oxford, East Zorra-Tavistock, Zorra, Norwich and Blandford Blenheim). With the exception of Woodstock, fire fighters in the municipalities rely on volunteers. The Office of the Fire Marshal and Emergency Management (O.F.M.E.M.) is the authority with jurisdiction for minimum training requirements for firefighters in Ontario. The urban and rural fire services require different types of training and response procedures. The rural municipalities jointly fund a Training Officer, a p osition which has had positive feedback. By identifying this as a common need, the rural municipalities were able to fund a full-time position to meet their needs. The Joint Fire Service Training Officer is on contract between the South-West Oxford, Zorra, East Zorra- Tavistock, and Blandford-Blenheim. There are Cross Boundary Response Agreements and Mutual Aide Agreements between the different municipalities in Oxford County. The Cross-Boundary Response Agreements outline which fire stations are contacted to dispatch services. Mutual Aide Agreements outline which fire stations will respond to respond to an emergency if requested by the original responding station dispatch contacted. This may occur if the emergency requires more resources than the original responding station can provide. Page 181 of 817 Watson & Associates Economists Ltd. PAGE 3-22 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx There are two different dispatch systems currently being used throughout the County. Woodstock dispatches for all municipalities except for Ingersoll and Tillson burg. Service Profile Reference: Page A-51 3.2.8.2 SWOT Analysis Strengths • All achieve legislated level of service • Shared training is very beneficial • Staff are able to take part in training with other municipalities if they cannot attend it in their own (some flexibility for training so that everyone can receive it) • Proactive on Provincial changes (mandatory certification) • Using a single training officer for the rural municipalities has provided excellent service delivery Weaknesses • Volunteer firefighting is competing for people’s time (including their full-time jobs) making it more difficult to staff • Not being able to offer positions that larger cities (e.g. Brampton, Mississauga, Vaughan, etc.) can offer (24-hour shift). Time and resources are put towards training fire fighters and then they will leave for these full-time opportunities. • Proactive services are difficult to provide as the staff resources are not available. • Lack of consistent system for notification of road closures • Dispatch is not consistent throughout the County. Different municipalities use different methods of delivery. Opportunities • Coordination with Ambulance services would lead to a better overall service • Co-location with Ambulance for new fire stations/ambulance locations or consideration for joint locations during renovations • Quarterly Fire Chief meetings to discuss common issues Page 182 of 817 Watson & Associates Economists Ltd. PAGE 3-23 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Shared Fire Inspector position(s) for rural municipalities (similar to current shared training officer position) • Benefit from common system for service disruptions. This system would be used internally to provide notifications that may affect dispatch and response times. Threats • Fire Chiefs wear a lot of hats and undertake several different roles • Lack of consistent communication for service disruptions between various divisions (County roads, local roads, water services) for First Responders 3.2.8.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Hire a Fire Inspector(s) A study should be undertaken to determine the correct number of Fire Inspectors that need to be hired. The position(s) should be divided among the rural municipalities. Increased level of service $70,000 plus benefits per position Blandford- Blenheim, East Zorra- Tavistock, Norwich, South-West Oxford, and Zorra 2. Common System for notifications A county-wide system should be implemented for service disruptions (road closures, watermain breaks, etc.) Increased Level of Service Cost to implement - $75,000 (across multiple services). Operational savings will be in time not dollars All Page 183 of 817 Watson & Associates Economists Ltd. PAGE 3-24 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 3. Joint Ambulance/Fire Hall Consideration should be given to joint ambulance/fire stations for any new build situations Decreased costs in the future No Immediate Financial Impact All 4. Single Dispatch System for Fire If the notification/ information system is not implemented, a review should be undertaken to determine if a single dispatch system for Fire should be used throughout the County. Increased Level of Service Cost Neutral All Page 184 of 817 Watson & Associates Economists Ltd. PAGE 3-25 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.9 Police 3.2.9.1 Overview Municipalities Providing Police Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Municipalities are required to provide police services to their residents in accordance with the following principles: 1. The need to ensure the safety and security of all persons and property in Ontario ; 2. The importance of safeguarding the fundamental rights guaranteed by the Canadian Charter of Rights and Freedoms and the Human Rights Code ; 3. The need for co-operation between the providers of police services and the communities they serve; 4. The importance of respect for victims of crime and understanding of their needs; 5. The need for sensitivity to the pluralistic, multiracial and multicultural character of Ontario society; and 6. The need to ensure that police forces are representative of the communities they serve. Police in municipalities provide protection to residents, enforcement of Provincial laws, and public education/crime prevention initiatives. The following Provincial grants were available to municipalities in 2018: • Ontario Municipal Partnership Fund – Police Service Grant; • Community Policing Partnerships Program Grant; • Court Security Prisoner Transportation Payment; and • R.I.D.E. Grant Program. Service Profile Reference: Page A-60 Page 185 of 817 Watson & Associates Economists Ltd. PAGE 3-26 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.9.2 SWOT Analysis Strengths • All municipalities joined together to submit one grant application in 2018 rather than submit separately. • The County established a Court Security Advisory Committee to review the funding model in 2015 and 2016. A recommendation from that committee was that the costs were an efficient use of resources and that these years will be used as based years for all future reviews. • In the past, Woodstock provided Police services to Blandford-Blenheim, East Zorra-Tavistock, and Norwich, however these municipalities reviewed their level of service and moved to services being provided by the O.P.P. As a result, Woodstock incurred large transitional costs as they were staffed to service those municipalities. Through growth, staff hired by O.P.P., and attrition, the City levelled out their costs. Weaknesses • There are 5 municipalities (Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich and Tillsonburg) that have an O.P.P. contract and all of these municipalities have separate police boards with a total of 19 board members. Opportunities • The municipalities with O.P.P. contracts may consider providing a joint police board which will allow for a reduced number of board members, and correspondingly, total meetings in the County. Threats • Under current proposed changes to the legislation (Community Safety and Policing Act, 2019), it may be required that there be one O.P.P. detachment board per O.P.P. detachment with requirements for community representation and input. Page 186 of 817 Watson & Associates Economists Ltd. PAGE 3-27 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.9.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Combine to provide a joint police services board Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich and Tillsonburg may provide a joint police services board. This would allow the number of board members in these municipalities to decrease from 19 to 5. NOTE: as noted above, potential changes through the Community Safety and Policing Act, 2019 may require separate O.P.P. boards for each detachment. Decreased Costs 35% to 85% ($3,000 to $35,000 annually) Blandford- Blenheim, East Zorra- Tavistock, Ingersoll, Norwich, and Tillsonburg Note: potential annual savings by municipality: • Blandford-Blenheim: $8,800 • East Zorra-Tavistock: $3,000 • Ingersoll: $30,000 • Norwich: $6,700 • Tillsonburg: $35,000 Page 187 of 817 Watson & Associates Economists Ltd. PAGE 3-28 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.10 Building Services, Chief Building Officials, and Property Standards 3.2.10.1 Overview Municipalities Providing Building Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Building Services administers and enforces the Ontario Building Code through the examination of plans, issuance of building permits, performing inspections and enforcing property standards. Building Services is responsible for issuing various permits (i.e. building permits, demolition permits, pool permits, etc.), conducting building inspections, accepting payment of D.C.s, and reviewing minor variance, zoning by-laws, zone changes, site plan agreements, etc. Building services are provided by all area municipalities. The County is not responsible for any portion of this service. Two rural municipalities share CBO services. In general, a substantial portion of building services expenditures are funded through building fees which seek to recover the costs of providing building services (i.e. permits, administration, etc.). Area municipalities have policies in place to assist neighbouring municipalities to cover for staffing issues (e.g. vacations, sick leave, etc.). This is provided in accordance with Section 3 of the Building Code Act (B.C.A.). Service Profile Reference: Page A-68 3.2.10.2 SWOT Analysis Strengths • East Zorra-Tavistock and Blandford-Blenheim share a C.B.O. • C.B.O.s in the County have informal arrangements (set out by by-law but not a formal agreement) to assist neighbouring municipalities with staffing for vacations, illness, etc. • Tillsonburg has an arrangement with Bayham to provide reciprocal C.B.O. coverage, as necessary. Page 188 of 817 Watson & Associates Economists Ltd. PAGE 3-29 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • All municipalities are moving to AMANDA building permit software and purchased the software jointly, reducing the cost. Weaknesses • Given issues with the pool of trained C.B.O.s, South-West Oxford contracted out services to 3rd party contractors. There is a reduced level of service when a contractor connects directly with residents, rather than a municipal staff person. • In busy times, municipalities may contract out plans examinations, however, with varying contractors, continuity of interpretation of the plan varies. • As municipalities transition to the AMANDA building permit system, the systems are customized for each municipality by County IT services. Updates for one municipality are not shared with other municipalities. • AMANDA permit system is not directly compatible with municipal financial software (Great Plains). Opportunities • C.B.O.s may have quarterly Chapter meetings to work together in interpretation of plans and emerging issues. • The Area municipalities may enter into a joint agreement to purchase IT services to connect the AMANDA and Great Plains software programs. • County may make one (or more) IT personnel responsible to operate AMANDA and have them jointly employed by the area municipalities’ building departments and the County. This may better position these staff to take advantage of training and education opportunities related to building services and assist in smoothing the transition to the new software. Threats • There has been a reduction in the pool of trained C.B.O.s which has made it difficult to hire within the pay grid and get the right fit. Page 189 of 817 Watson & Associates Economists Ltd. PAGE 3-30 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.10.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Quarterly Chapter Meetings All local municipalities may adopt a policy that provides for quarterly chapter meetings to enhance cooperation and sharing of emerging issues. Increased Level of Service Cost Neutral All local municipalities 2. Joint Purchase of IT Services Local municipalities may enter into a joint agreement to purchase IT services to connect the AMANDA and Great Plains software programs (currently in process) Decreased Costs 0% to 5% of IT costs. To be determined upon review of IT needs. All local municipalities 3. AMANDA Implementation Each municipality should dedicate resources towards implementation strategy of AMANDA building permit system to provide support and ensure a smooth rollout of the current transition. Increased Level of Service Cost Neutral (to be funded from Building Fees) All municipalities Page 190 of 817 Watson & Associates Economists Ltd. PAGE 3-31 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 4. Shared IT Personnel County may make one (or more) IT personnel responsible to operate AMANDA and have them jointly employed by the area municipalities’ building departments and the County. This may better position these staff to take advantage of training and education opportunities related to building services and assist in smoothing the transition to the new software. Increased Level of Service Cost Neutral Page 191 of 817 Watson & Associates Economists Ltd. PAGE 3-32 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.11 Emergency Management 3.2.11.1 Overview Municipalities Providing Emergency Management Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Emergency Management is a service that is required by the Province. In order to fulfill those responsibilities, the area municipalities have assigned tasks to their Fire Chiefs. The County has a staff position and the Local municipalities include the role of Community Emergency Management Coordinator (C.E.M.C.) as part of the Fire Chief roles. In addition to the C.E.M.C., an alternate C.E.M.C. can be appointed, and has been, in some of the Local municipalities. Together, they work to maintain the requirements to remain in compliance with the legislation and focus on the community during an emergency event. In the event of an emergency, having good infrastructure and/or a working strategy is the first line of defense. Responders and citizens will be kept safe and community reputation will be protected. Losses will be mitigated, and the resulting repairs should be less costly. Current approaches to emergency management in the County focus on the traditional “preparedness” component. The industry best practices and the Provincial program/doctrine encourages emphasis on all components (prevention, mitigation, preparedness, response, and recovery), but legislation currently only requires preparedness. Service Profile Reference: Page A-75 3.2.11.2 SWOT Analysis Strengths • County and municipalities are similar in nature • Minimum requirements are being met Page 192 of 817 Watson & Associates Economists Ltd. PAGE 3-33 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Weaknesses • Lack of understanding of the importance of emergency management with Councils/Staff • It is not deemed to be a priority by all • Lack of understanding for how emergency management responsibilities conflict with Fire Chief duties • It is difficult to ensure all the training is completed in compliance with legislation • Distribution of material/information is difficult • Only minimum requirements are met Opportunities • Standardize templates across the County • Rural municipalities would benefit from a shared dedicated training officer • More frequent meetings a group • A single resource available to all the municipalities whose expertise is in emergency management to provide assistance/direction/resources. • Benefit from common system for service disruptions. This system would be used internally to provide notifications that may affect dispatch and response times. Threats • Need to articulate the differences between who is in charge of the regulatory compliance versus the roles during an exercise or actual emergency Page 193 of 817 Watson & Associates Economists Ltd. PAGE 3-34 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.11.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Consideration should be given to developing a County resource available to all the local municipalities County resource role can be expanded to provide more coordination, assistance and eliminate duplication of resources Decreased Costs 0-5% of FIR operating costs All local municipalities 2. Develop more defined C.E.M.C. role descriptions A clearer description of role would assist in understanding what needs to be undertaken Increased Level of Service Cost Neutral County 3. Common System for notifications A county-wide system should be implemented for service disruptions (road closures, watermain breaks, etc.) Increased Level of Service Cost to implement - $75,000 (across multiple services). Operational savings will be in time not dollars All Page 194 of 817 Watson & Associates Economists Ltd. PAGE 3-35 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Transportation Services 3.2.12 Roads, Bridges, Culverts, Active Transportation, and Structures 3.2.12.1 Overview Municipalities Providing Roads Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Road maintenance services are completed by each individual municipality; the services provided meet or exceed the minimum maintenance standards in Ontario . Road maintenance includes streetlights, bridges, culverts, winter control, sidewalks, storm sewers, road minimum maintenance standards, locates, ditching, and grass cutting. In addition to its’ road maintenance services, the County manages the programs that support and optimize the transportation network through proper maintenance, operations and safety programs, according to legislation and municipal standards. There are Urban Road Maintenance Agreements between the three urban municipalities (Woodstock, Tillsonburg and Ingersoll) and the County, individually, and Boundary Road Agreements between municipalities which includes agreements with municipalities external to Oxford County. Winter Control activities are undertaken by the County and the local municipalities. The level of service being provided is different between them. Currently Woodstock is considering modifications to sidewalk clearing in 2020. As a group, Roads staff organize monthly meetings which have resulted in beneficial arrangements. There is a joint purchasing group for items like culverts, salt, sand, and other items that are common among the municipa lities. The Oxford County Road Supervisors Association meets three (3) times per year with a joint meeting through the Tri-County (Elgin, Oxford & Middlesex) held once per year. At the joint meetings ongoing issues, joint training programs and group contracts for materials are discussed. In addition, a common issues group meets quarterly for similar discussions. The service sharing group meets 10 times per year. Some local municipalities operate County owned stormwater infrastructure within County Road rights-of-way (R-O-W) when they maintain the County road. Storm Page 195 of 817 Watson & Associates Economists Ltd. PAGE 3-36 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx infrastructure on County roads is typically associated with the County road and fully funded by the County. However, a well-defined model for cost sharing storm infrastructure to ensure the maintenance undertaken is provided to the County for asset management or the capital program between the local municipalities and Upper Tier does not exist. Service Profile Reference: Page A-81 3.2.12.2 SWOT Analysis Strengths • The Oxford County Road Supervisors Association meets monthly to discuss ongoing issues and joint training programs • In addition, a common issues group meets quarterly for similar discussions. • There is a cooperative group purchasing. It allows municipalities to participate or not participate as needed for their operations • Agreements are in place for boundary roads, service sharing, etc. Weaknesses • There is no County-wide notification system • Not all agreements for boundary roads/service sharing are formalized • Different municipalities have different methods and cost efficiencies for winter control activities. A detailed review of the provisions for winter control have not been undertaken to determine if cost savings are available by standardizing the methods • Maintenance activities (line painting, ditch cleaning, sucker truck, shouldering operations) are undertaken individually by municipalities and a comprehensive review of maintenance activities should be undertaken to determine if these activities could be grouped together and completed most cost effectively • Inefficiencies with connections to the County linear stormwater infrastructure • The storm infrastructure on County Roads is fully funded by the County however local area municipalities contribute flow to the system but do not contribute financially to the storm system (except in Woodstock). Where municipalities undertake the road maintenance of the County Road, they also Page 196 of 817 Watson & Associates Economists Ltd. PAGE 3-37 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx undertake the storm sewer maintenance. The costs do not appear to be balanced between the municipalities and the County. • Work Yard rationalization has not been undertaken Opportunities • Further develop the purchasing group • Maintenance rationalization costing study • Detailed costing review for winter control activities • Develop a common boundary road agreement that would be used by all municipalities and includes levels of service, liability, insurance, capital projects, maintenance levels and asset management • County led road network management (traffic demand management, traffic forecasting, signal coordination and corridor management) • Review of work yard locations and combination should be undertaken • Review of Road Rationalization study. This can be used to determine if roads should be uploaded or downloaded. Threats • Increased size of farm equipment is too heavy/large for some roads • Enforcement of spring load restrictions is difficult • Older Storm sewers in the local municipalities and the County were built to a 2-year storm and not 5+ year storms Page 197 of 817 Watson & Associates Economists Ltd. PAGE 3-38 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.12.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Common System for notifications A County-wide system should be implemented for service disruptions (road closures, watermain breaks, etc.) Increased Level of Service Cost to implement - $75,000 (across multiple services). Operational savings will be in time not dollars All 2. Formalize Boundary Road Agreements A standardized boundary road agreement would allow for Staff efficiencies in the administration of the services. It should be developed as a template where specific information can be input by the parties, but the general terms would remain consistent. Increased Level of Service Cost Neutral All 3. Undertake detailed costing review of provision of winter control Where winter control is undertaken by someone other than the Road Authority, a detailed analysis should be undertaken to determine the cost per km and evaluate which municipality (County or local) can undertake the work more economically Decreased costs Minimal savings All Page 198 of 817 Watson & Associates Economists Ltd. PAGE 3-39 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 4. Service Provision Study (line painting, sucker truck, etc.) Undertake a study to determine the most cost- effective service provision for these items Decreased costs 0-10% ($50,000- $150,000 total savings) All 5. Yard Rationalize Study Undertake a study to determine the strategic locations for operations yards and avoid duplication Decreased costs To be identified by subsequent study All 6. Traffic Management and future traffic planning Transportation Master Planning and traffic management should be undertaken for participatory local municipalities Increased level of service $75,000 to $100,000 Local municipalities 7. Road Rationalization Study Undertake a study to determine if Roads should be uploaded or downloaded to the appropriate authority Decreased Cost To be identified by subsequent study All 8. Formalize Service Provision Agreements Formalize the service agreements. Many are historical and may be informal. This will reduce liability Decreased costs Cost Neutral All Page 199 of 817 Watson & Associates Economists Ltd. PAGE 3-40 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.13 Transit 3.2.13.1 Overview Municipalities Providing Transit Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ Transit and paratransit services are available in Ingersoll, Tillsonburg and Woodstock. Woodstock has 6 bus routes and a paratransit service for those who qualify, Tillsonburg has a single, fixed route service that runs hourly, and Ingersoll offers paratransit services to those who qualify. Paratransit services offered provide specialized, bookable services that are typically more specialized than regular transit because they offer door to door pickup/drop off, and assistance from the driver. Woodstock funds its transit service through grants, taxes and fares. Fares are collected using the OneCARD / SmartCard bus pass system. Bus advertising is available at set monthly rates based on their location, exterior and interior bus advertising options exist. Tillsonburg successfully applied for M.T.O. funding in 2018 for an inter-community transit service. An inter-community sustainability plan is a requirement of the M.T.O. grant funding that will likely look to municipal partnerships to help keep the pilot project viable. The service is planned to connect Tillsonburg, Norwich, Woodstock, Ingersoll, and South-West Oxford on a fixed loop. In addition, transit service will be provided to neighbouring communities (Langton, Delhi, Port Burwell), and into London Victoria Hospital through Dorchester and Nilestown. The County is advocating for an inter-regional transportation system that includes enhanced passenger rail and an intercommunity bus transit system (i.e. SouthwestLynx). Service Profile Reference: Page A-99 3.2.13.2 SWOT Analysis Strengths • Woodstock offers service within 400 m of all residential areas • Woodstock uses an electronic payment system (OneCARD) Page 200 of 817 Watson & Associates Economists Ltd. PAGE 3-41 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Ridership in Woodstock is increasing every year Weaknesses • Making transit a desirable mode of transportation (instead of driving) • Service is not available in all areas Opportunities • Work towards an agreement with the Health Unit to provide subsidised tickets to vulnerable populations • Funding opportunities for expansion of services Threats • 2018 M.T.O. funding (application approved) will not cover the entire cost of running an Intercommunity Route on a long-term basis. A long-term funding model must be developed • Lack of funding programs 3.2.13.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Consideration of County wide applications for funding When funding opportunities are available, consideration should be given to a single regional application. Increased level of service Cost Neutral Ingersoll, Tillsonburg, and Woodstock 2. Consideration should be given to including more transit policies in Official Plans or Transportation Master Plans Transit needs to be made a more desirable method of transportation and create more interconnectivity between communities Increased level of service Cost Neutral Ingersoll, Tillsonburg, and Woodstock Page 201 of 817 Watson & Associates Economists Ltd. PAGE 3-42 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.14 Airports 3.2.14.1 Overview Municipalities Providing Airports Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ The single airport in Oxford County (the Tillsonburg Regional Airport) covers approximately 600 acres and is located in South -West Oxford but is owned and operated by the Town of Tillsonburg. It is classified as an aerodrome in accordance with Canadian Aviation Regulations and as such, is not a passenger airport. The aerodrome has 3 runways (1 paved and 2 grass), several taxi ways, one public apron, 19 general aviation hangars, 5 commercial hangars, and an administration building with a Flight School and café/restaurant. The Town of Tillsonburg leases the land for hangar space as well as the land for agricultural purposes. The hangars are privately built and operated. The airport receives approximately $130,000 in operating rent revenue. There are various assets associated with the airport such as the administrative building, fueling stations, and air navigation facilities. Town Council appointed an Airport Advisory Committee (T.A.A.C.) comprised of two elected officials from the Town and the Township of South-West Oxford, in addition to nine appointees. T.A.A.C. makes recommendations to Council on matters related to the Tillsonburg Regional Airport. The committee does not have any authority to make ma jor decisions regarding the operation or development of the Airport. An Airport Feasibility Analysis Study was completed in 2019 which had a series of long- and short-term recommendations which are being considered for implementation by Tillsonburg. Through changes made by staff, the airport has made great strides in balancing operating costs and revenues. However, it is difficult to incorporate capital needs into the budget and there are not sufficient reserve contributions. Tillsonburg is the primary contributor of funding for capital and operating expenses for the airport services with an annual grant from Oxford County. The County has increased the annual grant to the airport for 2020 from $5,000 to $30,000. The airport is included in the Tillsonburg’s Page 202 of 817 Watson & Associates Economists Ltd. PAGE 3-43 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx annual financial plan with budget allocated to it for 2019. Operating budget requirements saw an increase from 2018 to 2019 of $4,600. Service Profile Reference: Page A-104 3.2.14.2 SWOT Analysis Strengths • Café space in the main building is helping reduce the deficit Weaknesses • Operating with a deficit Opportunities • Get Council to approve updating the master plan • Undeveloped land on airport site Threats • Airport is currently not able to be self-sustaining 3.2.14.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Develop a long- term plan to implement the recommendations in the Airport Feasibility Analysis A plan should be developed to implement the recommendations in the report. As outlined in the report As outlined in the report Tillsonburg Page 203 of 817 Watson & Associates Economists Ltd. PAGE 3-44 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 2. Undertake a regional review to determine if the Airport is an economic driver for the County The airport is considered to be an economic benefit to the area. With the exception of a small contribution from Oxford County, the airport is solely funded by Tillsonburg. If it is an economic benefit for the County, additional funding should be required from benefiting municipalities Neutral Cost Neutral Tillsonburg Page 204 of 817 Watson & Associates Economists Ltd. PAGE 3-45 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Environmental Services 3.2.15 Wastewater 3.2.15.1 Overview Municipalities Providing Wastewater Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ The County owns all of the wastewater infrastructure. There are 11 wastewater collection systems and 9 wastewater treatment plants (W.W.T.P.s) across Oxford County. The County operates the WWTPs that are located in Woodstock, Tillsonburg, Ingersoll, Thamesford, Tavistock, Plattsville, Drumbo, Mount Elgin, and Norwich. Wastewater from the communities of Embro and Innerkip is transferred to the Woodstock W.W.T.P. for treatment. Additionally, the County operates a private sewage pumping station at the eastbound 401 Service Centre under contract with the owner. Wastewater collection operations is undertaken by Tillsonburg, Woodstock and Oxford County. Tillsonsburg and Woodstock operate the collection network within their boundaries. Wastewater collections by Oxford County is undertaken through the Water Operations division. The major lift stations at or near the plants at Woodstock, Ingersoll, Tillsonburg and Thamesford are operated and maintained by the Wastewater Treatment Operations staff. The Water Operations division staff actively oversee 28 different monitoring sites throughout the wastewater collection system. There are historical service agreements (O&M) between Oxford County and Woodstock, and Oxford County and Tillsonburg but are currently expired. Collection and treatment of sewage is important to upholding standards of health and safety. Wastewater services provided for the collection and treatment of these wastewaters must discharge within limits contained in each plants’ Environmental Compliance Certificate. The County also oversees biosolids generation, a land application program, and a biosolids centralized storage facility (B.C.S.F.). Biosolid land application for beneficial reuse are contracted services in Oxford County. Page 205 of 817 Watson & Associates Economists Ltd. PAGE 3-46 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx The budget for wastewater treatment and collection is financed through wastewater user fees. Residents are billed monthly for wastewater based on their household use. Capital forecasting is based on historical life expectancy of assets versus their future demand. Future demands from development are also considered during capi tal forecasting. There is an industry trend to optimize plants instead of building new ones. Service Profile Reference: Page A-109 3.2.15.2 SWOT Analysis Strengths • Single organization responsible for all wastewater treatment and compliance • Purchasing supplies in bulk • Diverse background of staff which allows staff to be resources at different plants • Efforts to reduce hydro consumption have resulted in savings • Staff have been optimizing the plants to avoid expansions Weaknesses • Hydro is a large cost Opportunities • Potential for further optimization of wastewater plant operations • Plant optimization could create additional capacity for development with a smaller capital investment Threats • Rising costs of hydro • Increased development pressures • Changing legislation and reporting requirements Page 206 of 817 Watson & Associates Economists Ltd. PAGE 3-47 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.15.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Develop a capital plan to explore further optimization for the treatment plants Additional optimization at the plants will increase capacity and defer future capital costs Decreased costs (exact amount will vary depending on the outcomes of the study) County 2. Common System for notifications A County-wide system should be implemented for service disruptions (road closures, watermain breaks, etc.) Increased level of service Cost to implement - $75,000 (across multiple services). Operational savings will be in time not dollars All Page 207 of 817 Watson & Associates Economists Ltd. PAGE 3-48 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.16 Water 3.2.16.1 Overview Municipalities Providing Water Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ All water infrastructure is owned by Oxford County. The goal of water services is to provide a necessary resource – access to clean drinking water. The County operates 17 amalgamated drinking water systems (with 64 active well sites and 89 monitoring sites) that provide clean drinking water to 21 communities (~33,579 customers). Oxford County, through agreements, provides municipal water to areas of Perth County (Tavistock) and Norfolk. The County owns the distribution network and operates and maintains ~ 288 km of the 693 km asset. The remaining sections are operated and maintained by Woodstock and Tillsonburg within their urban limits through (expired) service agreements (excluding storage and pumping). Oxford County also has an expired Water Distribution Agreement with Ingersoll. Service Profile Reference: Page A-121 3.2.16.2 SWOT Analysis Strengths • Water Treatment Plants are similar throughout Oxford • Strong source water protection program Weaknesses • Hydro is a large operational cost • In undertaking locates, it can be difficult with transmission mains and local mains in the same area as they are identified by different municipalities (duplication of people being on site to locate similar infrastructure) • Changes to the water system do not always go through the County Page 208 of 817 Watson & Associates Economists Ltd. PAGE 3-49 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Opportunities • Develop a revised procedure for how changes (additions, deletions or modifications) to the water distribution system are communicated to the operating authority or system owner. • Better integration for asset management Threats • Changing legislation and reporting requirements • Rising costs of hydro • Increased development pressures 3.2.16.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Develop revised procedure for changes to water distribution system Implementation of procedures is difficult with various operating authorities. A written procedure would benefit all. Currently the operating authority (local municipality) approves the changes to the system without notice to the owner (County) Increased level of service Cost Neutral All Page 209 of 817 Watson & Associates Economists Ltd. PAGE 3-50 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 2. Common System for notifications A County-wide system should be implemented for service disruptions (road closures, watermain breaks, etc.) Increased level of service Cost to implement - $75,000 (across multiple services). Operational savings will be in time not dollars All Page 210 of 817 Watson & Associates Economists Ltd. PAGE 3-51 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.17 Water/Wastewater Asset Management, Capital Programming, Financing, and Billing 3.2.17.1 Overview Municipalities Providing Service Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ Water and wastewater infrastructure is owned by Oxford County who maintains an asset inventory and includes this infrastructure in its’ Asset Management Plan (A .M.P.). The County A.M.P. provides information used to prepare the five- and ten-year capital forecasts. The budgets for water and wastewater treatment, distribution, and collection are financed through their respective user fees. Water and Wastewater Rates The budget for water and wastewater treatment, distribution, and collection is financed through user fees. Residents are billed monthly based on their household use. These rates will vary based on the systems needs of the communities. The rates for water and sanitary services are set by Council through a by-law which will be reviewed in 2020. By-Law No. 5903-2017 in Oxford County outlines the 2017-2020 water and sanitary sewer rates. By-Law No. 4193-2002 outlines the use of water outside of buildings. By-Law No. 2719-87 regulates the discharge of sewage into the County of Oxford sanitary sewer system. By-Law No. 2719-87 was amended in 2015 (By-Law No. 5715- 2015) to include prohibiting the discharge or deposit of landfill leachate from any privately owned or operated facility. Capital Forecasting The assets listed by the County in the A.M.P. are assessed for replacement based on age and consultation from the Operating Authorities. The historical life expectancy of this asset is considered when the County is completing its capital forecasting. Future demands from development are also considered during capital forecasting. Page 211 of 817 Watson & Associates Economists Ltd. PAGE 3-52 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx There are development pressures and inquires that require significant water infrastructure to be built. There are agreements between the County and Woodstock, and the County and Ingersoll that allow the Local municipalities to build water capital projects. The municipalities may build infrastructure and the County will assume it. There is a trend to optimize wastewater treatment plants instead of building new ones 3.2.17.2 SWOT Analysis Strengths • Rates are different for different systems which ensures that the users are not subsidizing infrastructure for which they do not have a connection. Weaknesses • Operating authorities (the local municipalities) are unable to apply for funding programs as they are not the owner of the system. The C ounty must approve the funding application. At times, this is a hindrance to the local municipality who wishes to have control of the system. • Desire for the Tillsonburg and Woodstock to assume their local systems • There are different billing systems in place. Some municipalities undertake billing and the County undertakes some billing. The rates are set by the County. Opportunities • Bylaw to require the landlord (not the tenant) be responsible for paying in the event that tenants do not pay (note that separate staff report being provided to Council). • Single billing system. Threats • Changing legislation and reporting requirements. • Increased development pressures. Page 212 of 817 Watson & Associates Economists Ltd. PAGE 3-53 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.17.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Undertake a study to determine if a single billing provider would provide cost savings Various billing contractors are used. It would be advantageous to have a single billing contractor and a single point of contact for all residents. Cost saving would result in reduction of duplication of services Decreased Costs Approximately $10,000 annually All Note: anticipated financial impact based on analysis prepared by D.F.A. Infrastructure International Inc. in their January 31, 2019 report on water and wastewater billing and collections policies, currently under review by Council. Page 213 of 817 Watson & Associates Economists Ltd. PAGE 3-54 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.18 Stormwater Management Ponds 3.2.18.1 Overview Municipalities Providing Stormwater Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ Stormwater management ponds are the focus of this profile. Infrastructure typically associated with stormwater management such as storm sewers, ditches, and municipal drains are closely tied to the activities covered in the Roads and Municipal Drains service profiles and as such, were included as part of those service profiles. The ponds provide temporary storage, prevent erosion and flooding downstream of the ponds, and enhance water quality. Stormwater management is undertaken d ifferently in each municipality and therefore, the staffing in each municipality is unique. Any capital works on stormwater management ponds is typically undertaken through contracted services. Maintenance of stormwater ponds is typically undertaken by Public Works staff, with the exception of Zorra. All municipalities provide stormwater pond maintenance on an as needed call in basis. Municipalities are considering the need for future maintenance and cleaning programs to extend the life of stormwater assets. City of Woodstock has started a program of investigating and cleaning stormwater ponds on a revolving basis and has budgeted funds for maintenance. The municipalities with stormwater ponds do not maintain a detailed asset inventory of them (with the exception of Woodstock). As such, the replacement costs and information related to replacement are not readily available. Based on the information available there are currently insufficient funds allocated in the capital forecasts/budget to capital replacement project for stormwater management ponds. Each municipality, with the exception of Blandford-Blenheim, funds stormwater management ponds through the municipal tax levy. For Blandford-Blenheim, it is considered a part of the municipal drain system and is funded as such. Service Profile Reference: Page A-131 Page 214 of 817 Watson & Associates Economists Ltd. PAGE 3-55 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.18.2 SWOT Analysis Strengths • Each municipality maintains ponds in a manner that is acceptable for them and in compliance with legislation Weaknesses • Pond maintenance is costly and not all municipalities have appropriately budgeted for future costs Opportunities • Creation of a S.W.M. pond maintenance plan • Development of a user fee rate system for users of the ponds Threats • Changing legislation and reporting requirements 3.2.18.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Undertake a SWM pond maintenance program A joint request for proposal to undertake a S.W.M. pond maintenance program report should be issued. It would identify the existing conditions and future maintenance programs on an annual basis. Decreased costs and increased level of service The maintenance costs will increase on an annual basis but will reduce the long-term capital costs resulting in a cost neutral position Blandford- Blenheim, Ingersoll, and Zorra Page 215 of 817 Watson & Associates Economists Ltd. PAGE 3-56 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.19 Solid Waste Management 3.2.19.1 Overview Municipalities Providing Solid Waste Management Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ Solid waste management in Oxford County includes waste diversion, waste disposal and waste collection services. Oxford County oversees landfill sites and provides curbside pickup and associated customer service for all the municipalities with the exception of Woodstock and South-West Oxford who undertake their own curbside collection on behalf of the County through service contracts. Closed municipal landfills (not owned by Woodstock) are the responsibility of the County. The municipalities utilize the bag tag system for curbside collection which includes garbage and recycling. In addition to regular curbside waste pickup, large article pick-up is offered once per year under the County’s contract however some municipalities address large item collection differently. Under the County’s curbside collection program, materials are collected from residential, multi-residential, industrial, commercial and institutional (IC&I), and approved private properties meeting the Oxford County Private Property Policy. Currently there is no organic collection program resulting in organic material being landfilled. Implementation of organics collection would result in a significant cost without a comparable associated cost savings. There is an organics/food waste collection program operated in Oxford County through the Woodingford Lodge long-term care facilities and at Oxford County Administration Building. The County also promotes backyard composting using green cones/composter to further reduce/reuse waste. This organics/food waste initiative is part of the County’s overall goal of Zero Waste by 2025. The County also oversees 11 brush, leaf, and yard waste drop-off depots that are operated by the local municipalities. Oxford County reimburses each Local municipality (except the Township of South-West Oxford which uses the depot at the Oxford County Waste Management Facility) for costs associated with the maintenance and loading of hauled material at each depot; however, the County has no input into how the costs are established by each Local municipality. Brush, leaf, and yard waste material is Page 216 of 817 Watson & Associates Economists Ltd. PAGE 3-57 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx transported to the County’s Compost Facility where it is further processed for end markets. The County operates a Waste Management Facility (landfill) that residents and business owners can dispose of various waste and recycling while the facility is open. Tipping fees apply to mixed solid waste, construction & demolition waste, items containing Freon. Any mixed articles will be charged at the highest fee item in the waste. Many other items are accepted at the landfill like small domestic loads, recyclable materials from industrial, commercial and institutional sectors, hazardous and liquid industrial waste, and special waste items. The budget for solid waste management comes from the tax base and from the bag tagging system. The County is working towards becoming a Zero Waste community and includes funding initiatives to each budget cycle to bring them closer to achieving this goal. In addition to the asset list, the County completed a 2018 Zero Waste Plan to identify and understand the waste composition and opportunities to reduce waste and recover resources in Oxford County. Other strategic approaches in Oxford County include the County’s Zero Waste Plan (2004), Biosolids Management Master Plan, and the 2014 Waste Management Strategy. City of Woodstock The City has a Waste Collection & Recycling Agreement (2008) with the County to establish collection frequency and payment structure between Woodstock and the County. The City of Woodstock provides weekly garbage collection, bi-weekly two- stream recycling collection (with weekly recycling collection in the downtown core), and customer service. Oxford County pays Woodstock for all costs associated with the above services in accordance with their agreement. The City operates a depot that accepts large articles year-round in addition to providing two dates each year for large article pick-up. They are moving away from large article pickup. In 2018, a depot was introduced where residents can drop off large items year- round between Wednesday and Saturday with no tipping fee (for Woodstock residents), however, the City reimburses the County for this lost revenue. There is a tipping fee for non-Woodstock residents to use the depot. The depot is supported through the tax base. Oxford County reimburses all operating costs for the depot and hauling costs for transfer of the material to the Waste Management Facility. Page 217 of 817 Watson & Associates Economists Ltd. PAGE 3-58 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Woodstock also offers more frequent downtown garbage and recycling collection, special events collection, curbside brush pickup, customer service and does advertising. Township of South-West Oxford South-West Oxford collects their curbside materials and is reimbursed by Oxford based on a per household basis for collection as well as customer service as outlined in their service agreement with Oxford which expired in 2018. The Township of South-West Oxford provides six-day co-collection of garbage and single-stream recycling where their collected recyclables are brought to the County’s Waste Management Facility transfer station. Town of Tillsonburg Tillsonburg has a service agreement with Oxford County which expired in 2018, however both the Town and Oxford County have continued under the same terms and conditions. A new agreement is currently being discussed. Tillsonburg is currently reimbursed by Oxford for operation of a large article transfer station in lieu of an annual curbside large article collection (as outlined in the expired agreement with Oxford which is based on a per household basis). The Town of Tillsonburg does not have curbside large article pick-up. Instead, Tillsonburg operates a transfer station year-round for residents to dispose of large articles. This is funded in part by the County in lieu of performing an annual curbside large article collection. Tillsonburg taxpayers are responsible for the remaining cost each year. The Town also charges a user fee of $25 for large loads consisting primarily of construction and demolition material. The Tillsonburg Yard Waste Depot uses an automatic gate that allows residents to drop off items during day light hours. The Large Item Depot is only open Sat. 9am-5pm and gated closed otherwise. Service Profile Reference: Page A-136 3.2.19.2 SWOT Analysis Strengths • Bag tag covers the collection costs and helps increase the participation in the recycling programs – also provides non-tax revenue source Page 218 of 817 Watson & Associates Economists Ltd. PAGE 3-59 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Services have been tailored to match the expectations of the local area residents Weaknesses • Large item disposal is not consistent across the County as it varies by municipality • Bag tags can result in excessive amounts for large item collection • Bag tags can result in excessive illegal dumping • Bag tags can result in increased contamination in recycling bins • There is no curbside organics program Opportunities • Harmonizing contracts (could be hard because they have different end dates) • Providing consistent levels of service across the County Threats • As development continues, new residents are requesting programs that are not currently financially sustainable • Changes in current legislation and provincial requirements 3.2.19.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Further explore the potential combination of contracts Use of the existing purchasing group could include items for Solid Waste Decreased Costs 0-5% based on FIR All 2. Further explore the provision of large item Level of Service is not consistent Decreased costs 0-5% of large item collection operating cost Select Municipalities Page 219 of 817 Watson & Associates Economists Ltd. PAGE 3-60 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities collection throughout the municipalities and should be reviewed 3. Consideration should be given to encouraging backyard composting It would not be financially sustainable to implement an organics collection program at this time. However, an increased focus on household composting through enhancement to education programs would result in less organic material being sent to the sent to the landfill. (currently being undertaken in Woodstock) Increased capacity at the landfill Cost Neutral All Page 220 of 817 Watson & Associates Economists Ltd. PAGE 3-61 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.20 Municipal Drains 3.2.20.1 Overview Municipalities Providing Municipal Drains Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ Municipal drains are created through the Drainage Act (1990). They are used to improve drainage, typically in rural areas. They can consist of ditches, pipes, tiles, stormwater management ponds, wetlands, etc. Municipal drain infrastructure is located on both private and municipal lands. Municipalities are responsible for their operation and maintenance. A municipality maintains a municipal drain on behalf of the landowners (who benefit from it) but the cost of repairs and maintenance is shared between the landowners in accordance with an approved Drain Report. It is possible that the municipality may contribute to this cost if their land benefits from the municipal drain. There are grants available that provide landowners the opportunity to reduce the costs from municipal drains, if they qualify. East Zorra-Tavistock, Zorra, South-West Oxford, Blandford- Blenheim, and Norwich use this delivery model. Ingersoll, Woodstock and Tillsonburg do not have traditional municipal drains as any former drains are now considered to be part of the municipal stormwater management infrastructure and is funded through the tax levy. Municipal drains are maintained through the Drainage Superintendent position, which is a part-time position in Zorra, Blandford-Blenheim, East Zorra-Tavistock, Norwich, South-West Oxford. The Drainage Superintendent’s position is often combined with the Building Department and is partially funded through the provincial grants. All Superintendents indicated that they maintain and repair municipal drains when a request is submitted and do not have the capacity to undertake proactive, preventative maintenance. In addition to maintaining the municipal drains, the Drainage Superintendents assist with billing, completing locates, complete reapportionments, and undertake block assessments. The Drainage Superintendents in East Zorra -Tavistock, South-West Oxford, and Norwich are also responsible for providing locates. Administrative and Page 221 of 817 Watson & Associates Economists Ltd. PAGE 3-62 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx finance staff assist in completing other tasks (grant applications and billing, etc.). Their time is not tracked nor assigned to specific drains and is therefore included in their respective roles. There is limited information in relation to the inventory of all municipal drains, as such, asset management is typically undertaken on a complaint basis. Blandford Blenheim and East Zorra-Tavistock maintains an inventory of municipal drains (quantity) within the road allowance. East Zorra-Tavistock is working on updating the maps of drain locations as part of their inventory. Service Profile Reference: Page A-147 3.2.20.2 SWOT Analysis Strengths • Strong development of relationships between drainage superintendents and landowners Weaknesses • Program is currently reactive and not proactive resulting in inconsistent levels of service for drains. Maintenance is typically undertaken on a complaint driven basis and not proactively undertaken. • The drainage superintendent role is a full-time role, but it is not a full-time staff position. It is combined with a building inspector role or a part time position. • There are no dedicated maintenance staff available to work on the drains Opportunities • Creation of “all clear” mapping for Ontario One Call to minimize the costs of undertaking locates. These all clear maps are large scale maps where “all clear” locates can be issued by Ontario One Call. In some situations, it may be less expensive to undertake the repair of the damaged municipal drain than it is to locate them. Page 222 of 817 Watson & Associates Economists Ltd. PAGE 3-63 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Threats • Not enough resources to undertake proactive drain maintenance which may result in flooding • Climate change 3.2.20.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Consideration should be given to hire a full-time drainage superintendent(s) Full time drainage superintendent(s) covering more than one municipality would allow for a proactive maintenance program Increased level of service Cost Neutral as drainage superintendent positions are funded through Provincial grants and are able to be charged back to property owner Blandford- Blenheim, East Zorra- Tavistock, Norwich, South-West Oxford, and Zorra 2. Development of “all clear” maps Considerable time and resources are spent on doing locates in area where it would be less expensive to repair any damages than to send the staff onsite to complete the locates. Decreased costs 0 to 15% of staff resources spent on locates Blandford- Blenheim, East Zorra- Tavistock, Norwich, South-West Oxford, and Zorra Page 223 of 817 Watson & Associates Economists Ltd. PAGE 3-64 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Health Services 3.2.21 Cemeteries 3.2.21.1 Overview Municipalities Providing Cemeteries Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ Municipal cemeteries are owned and maintained at the local municipalities in Oxford County. There are also private cemeteries which are not currently the responsibility of the municipalities. However, there is the potential that ownership will transfer to the local municipalities if private ownership is no longer possible/feasible. The local municipalities with cemeteries are maintained/operated through a variety of delivery models. Cemeteries in Blandford Blenheim and Tillsonburg are operated and maintained by municipal staff. Tillsonburg uses the software Stone Orchard to keep record of the plots in its cemetery. Cemeteries in Ingersoll and Zorra are operated through a local cemetery board and receives funding from the two municipalities. East Zorra-Tavistock provides operating grants to 4 cemeteries, none of which are owned or operated by the municipality, instead, they are maintained by local caregivers. In Norwich, the operation, including sales, of the four active cemeteries owned by Norwich are done privately while maintenance is completed by municipal staff. South -West Oxford cemeteries are run through local boards with assistance from the Township Treasurer. Lastly, Woodstock does not have any municipal cemeteries. It is difficult to quantify the resources required to maintain the cemeteries as it is not tracked by cemetery. In many areas, the maintenance is undertaken by Public Works staff or Parks Staff and it is not tracked as being associated with a specific cemetery. As noted above, some cemeteries are maintained by the cemetery board. Based on the different structures for maintenance and operation, communication between the different organizing parties has been difficult. Cemeteries are funded through the tax levy, external grants (e.g. for veteran memorial maintenance), and user fees. The cemetery budgets are predominantly maintenance oriented (operations budgets) with items like columbariums in the capital budgets. Page 224 of 817 Watson & Associates Economists Ltd. PAGE 3-65 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Service Profile Reference: Page A-160 3.2.21.2 SWOT Analysis Strengths • Variety of delivery methods are tailored to the communities ’ needs • Additional cemeteries are available through private means (church, etc.) Weaknesses • Record keeping has not been consistent over the years as it has been kept by private parties, municipalities and private citizens. It is extremely difficult to research as it is not consolidated • Several areas are lacking formal arrangements for the provisions of the services Opportunities • Stone Orchard (or an alternative software program) could be expanded to all municipalities to consolidate that data. • Grass cutting can be used to evaluate the condition of monuments (through identification of maintenance opportunities) • Development of Common Interest Group that would discuss the challenges, opportunities and potential solutions to common cemetery items. • Opportunities to share resources o Potential for a full-time person to be shared between South-West Oxford and Tillsonburg o Determine a method to combine mausoleum services o Shared purchasing o Shared documents o Shared training Threats • If private cemeteries are no longer able to operate, the municipalities are required by legislation to assume the operations • There is insufficient revenue to operate assumed cemeteries Page 225 of 817 Watson & Associates Economists Ltd. PAGE 3-66 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.21.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Develop a working group to meet twice a year It would be beneficial for all parties to get together to discuss common issues, concerns and potential resolutions Increased Level of Service Cost Neutral Blandford- Blenheim, Ingersoll, Norwich, South-West Oxford, Tillsonburg, and Zorra 2. Consideration for creation of a reserve for private cemeteries A contingency reserve can be used to help offset future possible costs associated with obtaining defunct private cemeteries Increased Cost for Reserve To be assessed by individual municipality Blandford- Blenheim, Ingersoll, Norwich, South-West Oxford, Tillsonburg, and Zorra 3. Develop a purchasing group for items such as monument restoration and columbariums. Decreased costs To be assessed by individual municipality Blandford- Blenheim, Ingersoll, Norwich, South-West Oxford, Tillsonburg, and Zorra Page 226 of 817 Watson & Associates Economists Ltd. PAGE 3-67 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recreation and Cultural Services 3.2.22 Parks and Recreation 3.2.22.1 Overview Municipalities Providing Parks and Recreation Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Indirect Indirect Mixed Mixed Indirect Mixed Mixed Mixed Parks and recreation services include design, development, programming, operations and maintenance, and management of parks and recreation facilities. Parks and recreation services are provided by all area municipalities in some respect; Ingersoll, Tillsonburg, Woodstock, Norwich, and Zorra offer direct programs and services (and support indirect programming through community groups), while Blandford-Blenheim, East Zorra-Tavistock, and South-West Oxford predominantly work with and support community groups and third-party operators to provide parks and recreation activities in their municipalities. All area municipalities are responsible for the development and general oversight of parks and recreation facilities, although a variety of different models are employed within and between municipalities for the programming, operation and maintenance of parks and recreation services. The County is not responsible for delivering this service. Parks and recreation services are highly localized and service expectations vary by community. Delivery models have evolved over time and are heavily influenced by local circumstances. For instance, rural municipalities tend to have a more limited range of offerings and a greater reliance on volunteers (and lower funding levels as a result), while larger/urban municipalities tend to have more and higher order services that not only serve local residents but also surrounding communities (resulting in greater funding requirements). Responsibilities for municipal parks generally fall under the purview of either Parks and Recreation Departments (Ingersoll, Tillsonburg, Woodstock, Zorra), Community Services (Blandford-Blenheim, Norwich) or Public Works Departments (East Zorra- Tavistock, South-West Oxford) while responsibilities for municipal recreation generally fall under the purview of either Community Services Departments or Parks and Page 227 of 817 Watson & Associates Economists Ltd. PAGE 3-68 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recreation Departments. East Zorra-Tavistock is a unique circumstance as the Clerks and Building Drainage Departments also play a role in delivery of parks and recreation services and the municipality has contracted a “Recreation Superintendent” who oversees facility bookings, park and program schedules, and coordinates staff and volunteers, among other duties. On average, parks and recreation services account for 16% of local municipal budgets and contribute significantly to community satisfaction and resident wellbeing. Oxford County municipalities serve residents well and support parks and recreation through lean staffing levels, benefitting from the support of dedicated community volunteers. Operating expenditures within these departments are most heavily influenced by facility amortization as well as employee salaries and wages. The larger urban centres (Ingersoll, Tillsonburg and Woodstock) have higher parks and recreation expenses per capita ($315, $292 and $209, respectively) than their rural community counterparts. This underscores the financial impact of providing higher-order facilities in these municipalities and is reflective of costs associated with operation such as capital investment, staffing, maintenance, etc. Expense rates per capita are notably low in South-West Oxford, likely due to a lack of major recreation infrastructure. Operating revenues for parks and recreation services are primarily generated through user fees and service charges with occasional support from government grants (not guaranteed). Park revenues were low across all area municipalities ($4 per capita or less in 2018), but this is to be expected as user fees are limited. Contrastingly, recreation services were able to generate annual revenues per capita between $31 (South-West Oxford) and $85 (East Zorra-Tavistock). When evaluating the percentage of expense recovery from user fees and service charges, East Zorra -Tavistock and South-West Oxford have the highest recovery rates (52% and 44%, respectively). This may be attributed to the indirect operating model in those municipalities, enabling significant savings on employee wages and benefits. Parks and recreation services are not specifically legislated, however, various operations are subject to health and safety regulations, while the development and management of certain assets are subject to regulations within the Ontario Planning Act, Ontario Cemeteries Act, etc. A variety of other non-legislative supporting documents also help to guide provision of parks and recreation services. Some Page 228 of 817 Watson & Associates Economists Ltd. PAGE 3-69 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx examples include the Framework for Recreation in Canada, Parks for All and Parks and Recreation Master Plans. Staffing resources vary significantly depending on the service delivery model applied in each local municipality (i.e., direct / mixed or indirect), historic staffing levels, as well as size and scope of major parks and recreation amenities. The majority of municipal parks and recreation employees are non-union, with the exception of specific positions in Ingersoll and Norwich as well as all City of Woodstock staff that are not management. Many of the area municipalities contract parks and recreation se rvices in some capacity. Most common contracted services are grass cutting, snow clearing and specialized maintenance. Parks and recreation assets vary significantly throughout the County, particularly when comparing urban and rural municipalities. Major recreation facilities considered include arenas / ice pads, deep water aquatic facilities, recreation complexes, and community halls. The inventory of active parkland for each local municipality has also been considered. Each local municipality has established Asset Management Policies, and these are supported by Asset Management Plans to guide investment, repair, replacement, etc. of municipal capital assets. Capital budget policies and practices relating to municipal parks and recreation assets are typically guided by asset management reports, community input, growth-related needs, and parks and recreation master plans (where applicable). Key trends and best practices for parks and recreation services include consideration for: variety in program formats, fees and registration types; multi-generational and multi- purpose facility and park designs; inclusion and accessibility; age-friendly opportunities; increasing social challenges; growing emphasis on environmental sustainability and impact; use of modern technologies in programming and registration; maximizing use of existing assets; management of aging infrastructure; and variety in park types available throughout area municipalities. Service Profile Reference: Page A-182 Page 229 of 817 Watson & Associates Economists Ltd. PAGE 3-70 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.22.2 SWOT Analysis Strengths • Physical activity: Parks and recreation programs and services foster community well-being and active living in each of the area municipalities. • Social interaction: Participation in parks and recreation activities, events and programs provides opportunities for social interaction and connections with nature, which is beneficial for rural and urban residents alike. • Affordability: Most community-based programming and many facility rentals are affordable, partly due to the reliance on volunteers in several communities. Parks are generally free to use. • Staffing: Staffing levels are lean across all municipalities and most provide responsive front-line services. Part-time and seasonal employee models are cost effective and help to address gaps at peak times. Weaknesses • Limited coordination: Although area municipalities do communicate with one another on an informal basis, there is a lack of coordination on long -term or large-scale plans and projects. • Available public space: Many municipalities indicated a shortage of indoor public space for gatherings, programs, rentals, etc. to meet growing demands Opportunities • Parks and Recreation Strategies: Few area municipalities have a comprehensive Master Plans outlining current and future resident needs for parks and recreation. Understanding resident satisfaction and needs helps to identify changes in service delivery and partnership opportunities. • Contract service standards: Service levels and expectations are varied across area municipalities and are dependent on the type of service involved. Municipalities may consider review of existing contracts and service agreements to establish a quality control measure for implementing future maintenance and operations contracts. Page 230 of 817 Watson & Associates Economists Ltd. PAGE 3-71 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Threats • Declining volunteerism: Many municipalities rely on support from local community organizations and volunteers to operate facilities and facilitate / organize programming. Declining volunteerism is of concern and should be mitigated. • Volunteer service boards: Service boards are successfully utilized in a few area municipalities but pose potential issues related to sustainability, liability, service standards, volunteer commitment, succession planning, etc. • Aging facilities and infrastructure: Each of the area municipalities are encouraged to implement their respective asset management plans and remain apprised of the state of parks and recreation amenities. • Rising Costs: Some municipalities are considering closure / decommissioning / repurposing of facilities or a reduction of operating hours to balance costs associated with provision and community needs. • Changing demographics: Children and youth have predominantly been the core market for parks and recreation services. An aging demographic leads to shifts in demands and changes to services and infrastructure may be required, especially if the number of younger residents declines. Page 231 of 817 Watson & Associates Economists Ltd. PAGE 3-72 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.22.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Regularly undertake parks and recreation facility needs and service studies. Ensure the needs of current and future residents are met through planning and provision of parks and recreation facilities and services. Regular assessments of community priorities and funding sources helps to direct resources where they are needed most. Increased Level of Service (long-term sustainability) Project-specific All local municipalities 2. Conduct cost- benefit analyses of under-utilized recreation facilities. Consider the benefit of existing recreation facilities, especially outdoor pools and stand- alone facilities. Explore options for closure, repurposing, decommissioning or reduced hours. Decreased Costs (cost efficiency) Project-specific All local municipalities Page 232 of 817 Watson & Associates Economists Ltd. PAGE 3-73 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 3. Establish a cross- municipal parks and recreation working group or network. Establish a group representing the eight local municipalities to meet regularly to collaborate discuss various planning, operational and management matters. Increased Level of Service (coordination / streamlined services) Cost Neutral All local municipalities Page 233 of 817 Watson & Associates Economists Ltd. PAGE 3-74 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 4. Conduct a user fee / cost recovery analysis to determine the true cost to deliver parks and recreation services within each municipality. Results should be used to set target recovery rates for parks and recreation services within each municipality. The review should also evaluate the merit of increasing user fees for selected activities and introducing non-resident fees. It is critical to understand the true costs associated with parks and recreation service delivery when planning future programs and services. A cost recovery analysis (including a review of how non-resident fees are applied within and outside of Oxford County) would provide municipalities with valuable data to establish realistic cost recovery rates when considering revenue-generating opportunities. Decreased Costs (cost efficiency) Up to $250,000 in new revenue annually across all local municipalities (5% increase in fees) All local municipalities Page 234 of 817 Watson & Associates Economists Ltd. PAGE 3-75 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 5. Review program provision and participation data annually (municipal and non-municipal providers) to ensure that resident needs are being met for all ages, interests and abilities. This information may also be used to inform future participation rate targets. Work with community groups to fill gaps in provision either directly or indirectly. Parks and recreation participation trends are constantly evolving as the demographic shifts and new activities emerge. It is critical that municipalities remain apprised of current offerings in the community to ensure resident needs are being met. Increased Level of Service (enhanced performance, long-term sustainability) Cost Neutral All local municipalities Page 235 of 817 Watson & Associates Economists Ltd. PAGE 3-76 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 6. Encourage local municipalities to work together to coordinate off-peak schedules for major indoor recreation amenities (i.e., arenas). This should include ice bookings and promotion of year-round use (e.g., summer pickleball, day camps, or community events). Arenas are the biggest cost center in most communities and are sometimes underutilized, especially during off-peak times. To maximize use and encourage year- round participation, local municipalities should coordinate scheduling and work together to fill available times / sites. A local best practice example is the $10 gap ice rental process in East Zorra- Tavistock. Increased Level of Service (streamlined services / coordination, service efficiency) Cost Neutral All local municipalities Page 236 of 817 Watson & Associates Economists Ltd. PAGE 3-77 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 7. Use the Framework for Recreation in Canada to guide planning in parks and recreation services. The Framework for Recreation in Canada was developed in 2015 and it an excellent resource for parks and recreation service providers. It supports planning for all facets of municipal recreation programming. Increased Level of Service (improved accountability) Cost Neutral All local municipalities Page 237 of 817 Watson & Associates Economists Ltd. PAGE 3-78 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 8. Explore options for outsourcing general parks grass cutting (excluding higher-end sports fields), depending on collective agreements. Additional efficiencies may be realized through shared contracts where parks are situated in close proximity to municipal boundaries. General parks grass cutting (e.g., open space, playgrounds, municipal buildings, etc.) is contracted out by some local municipalities. Cost-savings may be realized, or staff time may be optimized by outsourcing this task to external landscaping companies. Increased Level of Service (risk reduction, potential cost efficiency, potential service efficiency) Cost Neutral Blandford- Blenheim, East Zorra Tavistock, Ingersoll, Norwich Page 238 of 817 Watson & Associates Economists Ltd. PAGE 3-79 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 9. Commence succession planning and consider options for enhanced administrative oversight in East Zorra- Tavistock. The unique third- party Recreation Superintendent role in East Zorra- Tavistock is well- established and works well in the community. However, this model is not sustainable, and the Town should begin to consider succession planning for Parks and Recreation Services. Increased Level of Service (long-term sustainability, enhanced performance) $100,000 annual increase for East Zorra-Tavistock (mostly staffing); further study required to confirm East Zorra- Tavistock Page 239 of 817 Watson & Associates Economists Ltd. PAGE 3-80 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 10. Conduct risk analyses and opportunity audits to review and rationalize existing contracts and service agreements. Review may include volunteer service boards, caretaker roles for rural halls, and landscaping / maintenance contracts. Ensure alignment with municipal values. Quality control and risk assessment for contracted services should be reviewed regularly to ensure resources are being used wisely. Alignment with leading values and objectives such as those contained in the Framework for Recreation in Canada should be pursued. Increased Level of Service (risk reduction, enhanced performance) Cost Neutral All local municipalities Page 240 of 817 Watson & Associates Economists Ltd. PAGE 3-81 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 11. Coordinate scheduling of staff training and professional development sessions amongst local municipalities, where appropriate. All staff require a variety of training sessions and skill development opportunities; current efforts are disjointed. Increased Level of Service (service efficiency, coordination) Cost Neutral All local municipalities 12. Coordinate bulk purchasing and take advantage of purchasing consortiums amongst area municipalities where appropriate. Many municipalities have varied purchasing agreements and may benefit from bulk purchasing for goods and services. Decreased Costs (cost efficiency, coordination) $5,000 to $10,000 annual savings per local municipality (will vary) All local municipalities Page 241 of 817 Watson & Associates Economists Ltd. PAGE 3-82 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 13. Encourage local municipalities to work together to fund, develop and/or operate parks and recreation facilities that have regional markets, where supported by demonstrated needs. Higher-order parks and recreation facilities tend to draw from a regional user base but costs for development and operation often fall to a single municipality. Where demand exists for these facilities in Oxford County, it is recommended that area municipalities consider innovative ways of collaborating to share the associated funding, development and operational costs. Increased Level of Service (long-term sustainability, broader economic impacts, coordination) Project-specific All local municipalities Page 242 of 817 Watson & Associates Economists Ltd. PAGE 3-83 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 14. Establish a County-wide staff position, committee or partnership with an external agency to coordinate additional volunteer support (e.g., recruiting, training, retention, recognition, etc.). Volunteerism is declining and local municipalities have a heavy reliance on volunteer support. Consider additional support options such as coordinators, committees or external agencies. Increased Level of Service (improved accountability, enhanced performance) Up to $75,000 annual increase All 15. Establish a County-wide financial assistance program to support affordable access to recreation, where not already present. Fee assistance / subsidy programs are useful tools to remove barriers for low-income residents and families. Woodstock and Tillsonburg currently have locally funded programs in place, as do those receiving social assistance from the County. Increased Level of Service (increased participation, broader economic impacts) $75,000 annual increase shared by all participating municipalities Blandford- Blenheim, East Zorra Tavistock, Ingersoll, Norwich, South-West Oxford, Zorra Page 243 of 817 Watson & Associates Economists Ltd. PAGE 3-84 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 16. Consider partnering with external agencies to provide community access to indoor public space. Coordinate with external agencies (i.e., school boards) to provide public access to indoor space for gatherings, programs, rentals, etc. Increased Level of Service (enhanced performance, increased accessibility) Cost Neutral All local municipalities 17. Cross-promote community events on social media platforms or community calendars to avoid duplication and encourage participation throughout the County. A coordinated approach to planning and promotion of events and activities would help to avoid duplication across area municipalities. For example, cross- promoted social media posts or linked community calendars may enable coordinated planning an avoid overlap. Increased Level of Service (coordination / streamlined services) Cost Neutral All local municipalities Page 244 of 817 Watson & Associates Economists Ltd. PAGE 3-85 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 18. Explore options for shared purchasing and implementation of recreation software and other technologies. Paper-based record keeping remains a common practice in some area municipalities, particularly rural communities. For those municipalities without an updated platform, options for shared purchasing of recreation software may be explored. This would allow municipalities to coordinate schedules, save on subscription or licencing fees, share training and collect accurate an up-to-date records of program registrations, facility bookings and other recreation services. Increased Level of Service (modernization , coordination, service efficiency) Cost Neutral Blandford- Blenheim, East Zorra Tavistock, Norwich, South-West Oxford, and Zorra Page 245 of 817 Watson & Associates Economists Ltd. PAGE 3-86 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.23 Libraries 3.2.23.1 Overview Municipalities Providing Library Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ Oxford County (Oxford County Library) is responsible for library services in seven of the eight area municipalities (Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, South-West Oxford, Tillsonburg and Zorra) while the City of Woodstock offers library services independently through the Woodstock Public Library. Amalgamation of the two library systems has been explored through past studies and has not been supported (most staff are front-line and would not result in substantial efficiencies); opportunities for the two systems to work more closely together are examined herein. In the case of Oxford County and area municipalities, the ma jority of library services provided fall within the traditional service delivery model of collections, lending, technology, programming, and information support. Lending is only available to registered cardholders (based on residency, although the County system is open to Woodstock residents at no charge), while most other services – such as information services and programming – are available to anyone. There are 15 physical library locations within the County (14 – decentralized model) and Woodstock (1 – centralized model) library systems; the larger branches contain public space that can be used for third-party community meetings and events. Libraries are subject to legislation such as the Municipal Act, the Public Libraries Act, and Accessibility for Ontarians with Disabilities Act and are accountable to the communities they serve. Two non-legislative resource documents; Guidelines for Rural / Urban Public Library Systems, 3rd edition (2017) and Ontario Public Library Guidelines, 7th edition (2017), are also commonly used to guide library services. Per the Public Libraries Act, public libraries are limited in their ability to impose fees for programs, services or materials and modify existing revenue sources. As a result, libraries rely heavily on municipal support (and, to a lesser extent, Provincial grants) to fund their operations. As a low-to-no cost public service, libraries seek operating efficiencies within their staff complement as well as support from dedicated volunteers. Page 246 of 817 Watson & Associates Economists Ltd. PAGE 3-87 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx For example, many in-branch programs offered at both the Oxford County Library and Woodstock Public Library are facilitated by staff members and volunteers. On a per capita basis, revenues generated from user fees and surcharges in 2018 were comparable between the two systems ($2 in Oxford County and $3 in Woodstock). Annual library expenses for the Oxford County System were $47 per capita in 2018, compared to $66 per capita in the Woodstock system. These variations may be explained by a variety of reasons, the most notable include per capita space provision, operating hours and staffing levels. The Woodstock Public Library Branch operates for approximately 63.5 hours per week, while the average weekly operating hours among Oxford County Libraries is only 25 hours per week. As urban centres serving a larger local population base, Tillsonburg and Ingersoll operate with higher weekly hours (60 and 59.5, respectively). The lower operating hours among rural library branches helps decrease expenses such as staffing and applicable overhead (i.e., utilities). It should also be noted that all employees of the Woodstock Public Library are unionized members of CUPE Local 1146 – Library Unit; the Oxford County Library does not have any unionized employees. The Oxford County Library system includes 14 branch libraries distributed throughout seven area municipalities; some buildings are owned by the Library, some by the local municipality (including shared use arrangements), and some are leased from other sectors. The Oxford County Library is also responsible for one additional building that serves as the library headquarters (but does not function as a public library branch). Woodstock Public Library includes one main branch facility in the City of Woodstock. Library assets include not only the physical library branches, but also the collections and technologies stored within them. The Oxford County Development Charges Background Study identifies a number of capital investments in library infrastructure within the next 10 years. Capital investment in libraries generally plans for expanded space in response to anticipated population growth and capital repair / replacement, as necessary. Key trends and best practices for public library services include: co -location with other community facilities and extended community use of library space; consortium purchasing to ease the rising cost of materials; accommodation of social service providers; increased programming; non-traditional item lending; extended technology Page 247 of 817 Watson & Associates Economists Ltd. PAGE 3-88 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx and creative resources (e.g., Wi-Fi, maker spaces, digital editing studios, etc.); and community librarianship models and outreach services. Service Profile Reference: Page A-202 3.2.23.2 SWOT Analysis Strengths • Community Benefits: Through a variety of free services, libraries encourage literacy in communities, offer employment resources, provide tech help, foster social interaction and support lifelong learning. The Library sector has invested heavily in advocacy and effectively collects and disseminates data to support its services. • Data Collection: Libraries keep detailed records of circulations, registrations, visits and more. It is important that they continue to track and analyze data to support service provision and adaptation to trends. • Staff: Library staff are frequently identified by the public as a tremendous asset. Many have worked in the communities for several years and have built relationships with patrons, which strengthens customer service. Weaknesses • Resources and operating hours: Demand for library services is shifting but continues to grow; however, services are limited by resources and physical space to offer programs and services. • Staff turnover and expanding skills: The current operating model includes a high proportion of part-time positions, which can sometimes lead to staff turnover. Furthermore, the range of skills and specializations within the library sector is expanding, creating the need for increased training and hiring. Staffing is by far the most significant expense within the library budget. Opportunities • Greater coordination of library services: Oxford County Library and Woodstock Public Library may find efficiencies through shared staffing, collections, programs, subscriptions, and more. Although th ere are historic Page 248 of 817 Watson & Associates Economists Ltd. PAGE 3-89 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx agreements, library boards, and union contracts to consider, there may be benefits in exploring a closer working relationship between the two systems. • Community librarianship and external services: The public libraries may wish to further explore opportunities to work with local organizations and coordinate off-site library services such as mini-libraries, bookmobiles, etc. Threats • Reliance on Municipal Funding: Libraries are very limited in their ability to generate revenue. Although operated independently from municipalities, public libraries rely heavily on funding from area municipalities. • Under-utilized facilities: Some Oxford County Library branches are small and operate for reduced hours, leading to a perception that they are under- utilized. In fiscally constrained times, these locations can become candidates for closure or further service reductions. The number of library branches has been reduced in the past. It is important to reinforce the role that these venues play as community gathering spaces, particularly in rural settlement areas. • Digital technologies: Also viewed as an opportunity, the fast-changing digital world has forced libraries to keep pace and offer an expanded range of services. Computer and internet access, electronic books and databases, 3D printing, and more have become commonplace in libraries, which stretches resources thin. Although concern has been expressed about the impact of new technologies on book lending, circulation of physical materials remains strong. Page 249 of 817 Watson & Associates Economists Ltd. PAGE 3-90 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.23.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Pursue an integrated system of reciprocal borrowing through the removal of the non-resident fee for Oxford County residents accessing Woodstock Public Library collections. Application of a non-resident fee for accessing collections at the Woodstock Public Library may present a barrier to access for some residents of Oxford County. Increased Level of Service (improved coordination) $10,000 annual decrease in revenue for Woodstock Public Library Oxford County and Woodstock 2. If reciprocal borrowing is implemented, coordinate material purchasing between the Oxford Public Library and Woodstock Public library and seek opportunities for shared use of collections and subscriptions. To optimize investment and use, greater integration between the public libraries is recommended, such as working together to coordinate selected collections (e.g., non-core materials) to reduce duplication. Increased Level of Service (improved coordination) Cost Neutral Oxford County and Woodstock Page 250 of 817 Watson & Associates Economists Ltd. PAGE 3-91 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 3. Continue to expand data metrics and the analysis of library usage. Library usage is changing, and the impact is growing. New ways of illustrating these impacts are required to ensure resources are allocated efficiently. (currently underway in Woodstock) Increased Level of Service (service efficiency, enhanced performance, modernization) Cost Neutral Oxford County and Woodstock 4. Consider expansion or redevelopment of select existing library facilities to accommodate greater community use. Any potential relocations should consider opportunities to align with other community facilities (e.g., parks and recreation). Demand for physical library space is increasing. There is a greater public desire for passive / casual space as well as increased participation in library programs. Leased locations should be assessed further. Multi-use facilities are convenient and cost effective. Increased Level of Service (service efficiency, enhanced performance) Project- specific Oxford County and Woodstock Page 251 of 817 Watson & Associates Economists Ltd. PAGE 3-92 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 5. Explore opportunities to provide library services outside of dedicated facilities and to accommodate after-hours use of program rooms for community use. Demand for library programming continues to increase, as does interest in multi- use sites that allow user convenience. Community outreach and off- site programs and collections may help alleviate these pressures. Increased Level of Service (improved coordination, enhanced performance) Project- specific Oxford County and Woodstock 6. Continue to foster and support relationships with community agencies that offer outreach opportunities for library services. Libraries have done well to build relationships with local agencies and volunteers. These should continue to be supported and expanded. Increased Level of Service (improved coordination, enhanced performance) Cost Neutral Oxford County and Woodstock Page 252 of 817 Watson & Associates Economists Ltd. PAGE 3-93 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 7. Inventory the current staff skill set and evaluate reasons for staff turnover. Seek opportunities to adjust hours for part-time staff and / or provide additional training. To mitigate the impact of high part-time employee turnover rates, the public libraries may wish to provide additional training or scheduled hours as incentives to remain on staff. Increased Level of Service (enhanced performance) Cost Neutral Oxford County 8. Strategically recruit for library staff that possess emerging competencies. Using the knowledge gleaned from the recommended staff skill set inventory, the public libraries may focus on recruitment of new employees with knowledge or skills that are lacking in the current staff complement. Increased Level of Service (enhanced performance) Cost Neutral Oxford County and Woodstock Page 253 of 817 Watson & Associates Economists Ltd. PAGE 3-94 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 9. Explore cost- benefit of utilizing technology such as RFID or self- serve kiosks / non-staffed libraries. Demand for library services is high and investment in technologies may help to alleviate demand for staff time. This would enable librarians and other staff to utilize their time with more in- person interactions. Increased Level of Service (service efficiency, modernization) To be informed through further study Oxford County and Woodstock 10. Seek opportunities to promote library services through print and digital media. Share data analysis results with the public and municipal officials to promote positive outcomes of library services. Many residents may be unaware of the new services provided by local public libraries. Library services should be promoted through print and digital media (e.g., leisure guides, social media, newsletters, etc.). Sharing results from data analysis will illustrate impacts and outcomes. Increased Level of Service (improved transparency) Cost Neutral Oxford County and Woodstock Page 254 of 817 Watson & Associates Economists Ltd. PAGE 3-95 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.24 Cultural Services 3.2.24.1 Overview Municipalities Providing Cultural Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ Archives Indirect Indirect Mixed Indirect Indirect Mixed Mixed Indirect Cultural services refer to the provision of staff, facilities and support for arts, cultural and heritage experiences. This may include museums, art galleries, archives, programs, events or community celebrations, among countless other experiences. Cultural services in Oxford County and area municipalities are largely supplied by private operators, service organizations and volunteers with the exception of a few municipally owned and operated arts and cultural assets (i.e., museums and art centres). All area municipalities support or indirectly facilitate cultural services such as community festivals, introductory arts programs, and heritage preservation and appreciation. Cultural services are also closely linked with parks, recreation, libraries, tourism and other community services. Many of the area municipalities (e.g., Blandford- Blenheim, East-Zorra Tavistock, Norwich, South-West Oxford, Zorra) rely solely on support from external cultural service providers and use community calendars and publications to promote available opportunities. The municipalities of Ingersoll, Tillsonburg and Woodstock have employees dedicated to cultural services. City of Woodstock cultural employees are unionized. Many other area municipalities have employees within Parks and Recreation, Community Services, Tourism or Economic Development Departments that have a shared portfolio and job descriptions that refer to cultural services. Municipal culture staff are commonly responsible for acting as a liaison between the municipality and local service organizations (e.g., historical societies, volunteer groups, etc.). In addition, Oxford County Archives are acquired, preserved and made accessible by the County; the archival collections of three area municipalities are also accommodated by the Oxford County Archives. Some cultural services are subject to the Ontario Heritage Act as well as the County of Oxford Official Plan. Non-legislative guiding documents such as the Ontario Culture Page 255 of 817 Watson & Associates Economists Ltd. PAGE 3-96 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Strategy and Municipal Master Plans also support provision of municipal cultural services. About half of the municipalities in Oxford County do not provide direct cultural services, and as a result do not incur any associated revenues or expenses. However, among the municipalities that directly support arts and culture, Woodstock incurred the greatest expense ($48 per capita), while Tillsonburg and Ingersoll were about half of that ($24 and $20, respectively). As urban centres, there is greater public demand for services such as programming, festivals, events and cultural amenities in these three municipalities. Dedicated facilities (i.e., museums, art centres, theatres, etc.) and associated staff are significant factors influencing the cost of cultural services. Revenues were evaluated as a percentage of expense recovery from user fees and service charges; Tillsonburg and Woodstock each recovered 8%, while Ingersoll recovered 6%. Rates and fees for municipal cultural services are typically set below cost recovery due to community benefits associated with participation. Operating costs for cultural services are often categorized or shared within larger departments such as parks and recreation or community services. Where applicable, the most significant expenditures for this service area are staff wages, contracted services and capital infrastructure. A number of Oxford County area municipalities have agreements in place for Board- operation of municipal facilities (e.g., Beachville District Museum operated by the Beachville District Museum Society and Zorra Heritage Committee in partnership the municipalities of South-West Oxford and Zorra). In addition, several municipal cultural facilities are leased to community organizations for the delivery of cultural services (e.g., Norwich Museum operated by Norwich and District Historical Society; Tillsonburg Art Gallery receives financial support per a memorandum of understanding , etc.). Not all Oxford County municipalities own and / or operate built cultural assets (e.g., Blandford- Blenheim, East Zorra-Tavistock). Key trends and best practices for cultural services include: community development approach based on partnerships with volunteers and non-profit organizations; non- traditional use of space (e.g., markets, yoga classes, workshops, pop -up activities, etc.); animation and interactivity of cultural exhibits; integration of arts and cultural spaces within multi-use facilities. Page 256 of 817 Watson & Associates Economists Ltd. PAGE 3-97 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Service Profile Reference: Page A-202 3.2.24.2 SWOT Analysis Strengths • Collaboration with neighbouring municipalities: Many cultural service providers in Oxford County regularly collaborate with municipal partners to plan and coordinate schedules, particularly for travelling exhibits and collections. Weaknesses • Maximization of Space: Some cultural assets in the area municipalities could be utilized more frequently for a variety of programs and events. Opportunities • Support Local: Oxford County and area municipalities are home to a wide variety of talented local artists, artisans, historians and other creatives. Threats • Reliance upon external providers: Many cultural services are provided by external groups, volunteers and community members. External commitment to programs, services, events, etc. may be variable and impact consistent delivery of cultural service offerings in Oxford County. • Capital funding and aging infrastructure: Many cultural assets are aging and require increased capital maintenance. Revenues are typically insufficient to offset these costs, creating concerns around long-term viability. Page 257 of 817 Watson & Associates Economists Ltd. PAGE 3-98 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.24.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Seek opportunities to promote use of cultural facilities as community space. Many local municipalities indicated a lack of available public space for various activities. Cultural facilities may help to fill this provision gap. Increased Level of Service (service efficiency, improved coordination, long-term sustainability) Cost Neutral Ingersoll, Norwich, South-West Oxford, Tillsonburg, Woodstock, and Zorra 2. Facilitate use of public space to promote arts and culture, focusing on support for local artists and historians. Oxford County is fortunate to be home to a plethora of local heritage, history and talent. Leveraging existing public spaces to exhibit art and offer programs helps to showcase these talents, educate residents, and bolster participation. Increased Level of Service (service efficiency, improved coordination, long-term sustainability, broader economic impacts) Cost Neutral All Page 258 of 817 Watson & Associates Economists Ltd. PAGE 3-99 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 3. Continue to collaborate and plan amongst municipal neighbours (e.g., Norfolk County and Elgin County) to maximize benefit for collections and travelling exhibits. Many benefits and efficiencies may be realized by all participating arts and cultural service providers through coordinated planning and scheduling. Increased Level of Service (improved coordination and enhanced performance) Cost Neutral All 4. Seek opportunities to create stronger links between arts, culture, tourism and economic development throughout the County Cultural services are an effective means to attract residents, visitors and businesses. Tourism and Economic Development initiatives should be developed in consultation with arts and cultural service providers to benefit from mutual promotion. Increased Level of Service (broader economic impacts) Cost Neutral All Page 259 of 817 Watson & Associates Economists Ltd. PAGE 3-100 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.25 Trails 3.2.25.1 Overview Municipalities Providing Trails Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra Support ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ At their discretion, each municipality is responsible for the design, approval, development and / or implementation of off-road recreational trails on lands within their jurisdiction, including municipal parks and open spaces and other lands under agreement. Trail networks in Oxford County are a complex combination of public and private facilities, collectively supporting active transportation within and among area municipalities. Each of the eight area municipalities provides public trails and also contribute to large sections of dedicated off-road trail routes, signed on-road routes, or natural paths and linear parks. The County provides support to local municipalities, service groups, and the Oxford County Trails Council in the design and implementation of new trails in the system, and also assists with marketing efforts. Most trails are maintained by representatives from the Oxford County Trails Council, area Conservation Authorities, or local municipalities. Public access trails are subject to the Ontario Trails Act, Accessibility for Ontarians with Disabilities Act, Motorized Snow Vehicles Act, Off-Road Vehicles Act, Occupiers’ Liability Act, Public Lands Act or Trespass to Property Act. Municipal trails are also influenced by non-legislative guiding documents such as the Ontario Trails Strategy or municipal trails master plans and active transportation strategies. Municipal trails are often overseen by parks, recreation and / or public works departments, depending on the municipality and trail ownership / operating agreements. As a result, revenues, expenditures and operating details are typically captured through municipal parks budgets. Some agreements for trail maintenance exist between municipalities, stewardship groups (volunteers) and conservation authorities. Recreational trail asset types, lengths and responsibilities are varied throughout the area municipalities and include a variety distances, surface types and difficulty levels. The Oxford County Trails Master Plan outlines the process for designing and developing the trails network in Oxford County, including capital budget considerations. Page 260 of 817 Watson & Associates Economists Ltd. PAGE 3-101 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Key trends and best practices for municipal trails services include: partnerships with community groups and stewardship organizations; creation of planning guidelines and strategies; offering a variety of trail and pathway e xperiences; prioritizing high impact connections; and installation of signage and wayfinding infrastructure. Through the use of local advisory committees, volunteers and agencies, Oxford County municipalities have strong leadership and guidance on this subject and are viewed as a leading example amongst rural municipalities. Service Profile Reference: Page A-222 3.2.25.2 SWOT Analysis Strengths • Growing focus on active transportation: Resident and visitor use of trails promotes physical activity, enables interactions with nature and reduces emissions through decreased reliance on motorized vehicles. • Coordinated planning and promotion: The Oxford County Trails Master Plan identifies a well-planned, cohesive and coordinated network of trails and pathways, while still allowing for locally responsive solutions. • Municipal resourcing is lean and cost-effective, with minimal duplication: Organizations such as the Oxford County Trails Council leverage volunteer resources in the development, coordination, and maintenance of trails. Weaknesses • Informal agreements: A variety of trails agreements and stewardship groups exist within the Oxford County trails network and many are not consistent or formalized. • Non-revenue generating: Trails on public lands are generally free to use and revenues are limited to donations or in-kind contributions. Opportunities • Partnerships: Continued coordination with stewardship groups, active transportation enthusiasts and community partners to promote use of the trails and participation in trail-based recreation and tourism. Page 261 of 817 Watson & Associates Economists Ltd. PAGE 3-102 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Threats • Incremental, opportunity-based development of trails: Trail development can be complex and piecemeal as it often relies on opportunities created by land development and/or willing partners. This can be challenging for advance planning and resource allocation. 3.2.25.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Review existing trails agreements, responsibilities and ownership models. Review existing trails agreements to better understand the variety of responsibilities, stewardship groups, and opportunities for development / maintenance of trails throughout Oxford County. Conduct a municipal liability and risk scan. Seek to standardize agreements wherever possible. Increased Level of Service (risk reduction) Cost Neutral All local municipalities Page 262 of 817 Watson & Associates Economists Ltd. PAGE 3-103 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 2. Continue to coordinate promotion and development of trails. Municipalities should work in conjunction with the County and trail agencies / organizations to coordinate promotion and development of trails including implementation of the Oxford County Trails Plan and active transportation initiatives. Increased Level of Service (improved coordination, enhanced performance, long-term sustainability) Cost Neutral All 3. Assess the economic benefit of trails and develop metrics to understand trail use in the County (i.e., trail counters, etc.). Information can support future decision making and rationalize return on investment in trail infrastructure. Increased Level of Service (broader economic impact) Cost Neutral All local municipalities Page 263 of 817 Watson & Associates Economists Ltd. PAGE 3-104 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 4. Seek to formalize maintenance standards for trails in Oxford County and local municipalities. Development of maintenance and operations standards for trails in Oxford County may encourage greater use and ensure consistent and satisfactory user experiences. Increased Level of Service (enhanced performance, risk reduction) Cost Neutral All local municipalities 5. Evaluate opportunities to share specialized maintenance equipment between municipalities. Consider the potential benefits and cost-savings associated with investment in and shared use. Specialized maintenance equipment such as: brush saws or pole saws for clearing; ATVs for transportation or hauling; and hoists for lifting. These expensive pieces of equipment are not used on a regular basis and could be shared among area municipalities on an as needed basis with consideration given to insurance and capital depreciation. Decreased Costs (cost efficiency, streamlined services) $5,000 annual savings per local municipality (will vary) All Page 264 of 817 Watson & Associates Economists Ltd. PAGE 3-105 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Planning and Development 3.2.26 Land-use Planning 3.2.26.1 Overview Municipalities Providing Land-use Planning Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ The County provides a full range of municipal planning services (including GIS-based planning information) for the County and Area Municipalities via a single harmonized service. Some planning functions are carried out at the local level using the County’s planning staff/services (similar to contracting out the service). The County deploys staff to each local municipality based on the demand/need for planning services. Decision making regarding zoning and site plans is a local responsibility which is administered to a large extent through the County service: e.g. notice of complete application, circulations for agency comment and public notices for all zoning applications are undertaken by County administrative staff while the notice of passing of a by-law is forwarded via the Local Municipality. Similarly, the processing of applications for site plan is currently undertaken at the County level for Woodstock and Ingersoll, while the remaining municipalities do their own administration. Administration for all subdivision, consent and Official Plan related applications is also administered by County staff. The decision-making process related to these latter applications is integrated with the Local Municipalities, but ultimately rests at the County level. The County Official Plan (O.P.) serves as the O.P. for the County and all area municipalities, providing County-wide and local municipality specific policy direction in a single, integrated document. There are no local municipal O.P.’s. Site plans are approved at the Local Municipal level. Subdivisions and consents (where requested by the Local Municipality) are presented to the municipality for consideration/recommendation, however, both these applications are approved at the County level. With respect to the prescribed consultation requirements of the Planning Act in regard to planning applications, in Oxford County, public meetings are being held at both the local and the County level for any applications requiring County Approvals. Page 265 of 817 Watson & Associates Economists Ltd. PAGE 3-106 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx This is an area that could be streamlined into a single meeting on behalf of both the local municipality and the County. Policy development, growth management and related studies, and special projects (natural heritage studies, source protection planning, etc.) are undertaken at the County level; the County also provides planning support for planning-related studies/projects at the local municipal level (Community Improvement Plans, Urban Design Guidelines, etc.). Service Profile Reference: Page A-229 3.2.26.2 SWOT Analysis Strengths • The process at the County has been streamlined over time, as the Director of Planning is now able to sign-off on draft plans of subdivision and any amendments (i.e. has delegated approval authority). Previously, the Warden was required to approve draft plans, which could impose processing delays. • With most of the planning functions being provided at the County level, this provides a single point of contact for planning-related inquiries. Additionally, there is one single web based G.I.S. mapping service and web portal to provide public access to planning related documents, data, notices, etc. for both the County and all area municipalities. Further, this provides centralized development and maintenance of all planning related data and in formation. • The County undertakes and coordinates all County-wide planning related studies in consultation with the area municipalities and assists with and/or project manages local planning related studies. • Application processing times in the County are reasonable, based on discussions with staff. Weaknesses • In all area municipalities, other than Woodstock, mainly Clerks handle the applications, however, it is not always clear who is responsible to ensure the local municipal review of the applications. There is also some piecemeal work for building and public works staff to review the applications. Page 266 of 817 Watson & Associates Economists Ltd. PAGE 3-107 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • With site plans and subdivisions, quite a bit of administrative work falls on local municipal staff. • There are currently delays with the 5-year Official Plan review at the County as there are limitations on staff resources. Opportunities • Woodstock utilizes a staff member to manage and administer development projects. This may be beneficial for other municipalities to consider as this has been successful in nearby municipalities such as Bayham and Malahide. One staff member could be hired per municipality, or a few staff could be hired and shared between municipalities. • Municipalities may impose the requirement of a pre-consultation and ensure that the applicant provides a “complete” application prior to review by staff. This would decrease the unnecessary review and provide local municipal staff with more time to manage the applications as a result of the statutory review period to determine an application complete. The Planning Act gives a planning authority 30 days to review and deem an application to be complete if the Official Plan contains the necessary requirements. The advantage to this is that it allows staff 30 days to review and deem an application comp lete prior to the approval clock starting to run. • Currently applications with water and wastewater servicing have to be signed off by the County (with respect to those services), however, the County may consider allowing sign-off on linear assets by the area municipalities that maintain those assets (i.e. Woodstock and Tillsonburg). • Currently, Official Plan amendments, consents and subdivisions are presented at a public meeting at the local level for a recommendation and then brought to the County for another public meeting and a decision (additional administrative process, advertising costs and implications to County Council meeting agendas). Consideration may be given to consolidating public meetings to eliminate duplication for O.P.A., subdivision and consent applications. Threats • There is a need for the County to update their zoning by-laws to maintain proper record of zoning to avoid issues and legal action Page 267 of 817 Watson & Associates Economists Ltd. PAGE 3-108 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.26.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Planning Coordinators Planning coordinators could provide efficiency of review of planning applications and reduce burden on current staff by sharing on other administrative duties. Increased Level of Service Approximately $65,000 per additional staff member (between 1 and 7 additional staff) All local municipalities except Woodstock 2. Pre- consultation policy Local municipalities may impose the requirement for a pre-consultation meeting to review proposals with applicants which may reduce occurrence of resubmissions of incomplete applications Increased Level of Service Cost Neutral All local municipalities Page 268 of 817 Watson & Associates Economists Ltd. PAGE 3-109 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 3. Complete application requirements The County may consider complete application requirements in its Official Plan to aid in the timing of processing applications and ensure appropriate supporting materials are provided. Increased Level of Service (may result in reduced staff time spent on applications) Cost Neutral All 4. Update County planning by- laws Update County by- laws to maintain proper record of zoning to avoid issues and legal action Risk Management Cost Neutral County 5. Consolidation of Public Meetings Consideration may be given to consolidating public meetings to eliminate duplication for planning applications. Decreased Costs May vary by municipality. Potential savings through staff time, advertising costs, etc. Further review required. All Page 269 of 817 Watson & Associates Economists Ltd. PAGE 3-110 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.27 Economic Development 3.2.27.1 Overview Municipalities Providing Economic Development Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔* ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ The main role of the economic development function is to bring economic prosperity to their municipality (and County). This may be accomplished using varying metrics for different municipalities, depending on their goals (e.g. increasing development, increasing employment, increasing population, etc.). These goals are accomplished through a network of partnerships, both public and private, to use all tools at their disposal to improve economic conditions in their municipality. Some tools municipalities may employ include the use of Community Improvement Plans (C.I.P.s) to provide a number of development and rehabilitation incentives, grant programs, and marketing campaigns to attract persons and jobs. In some cases, municipalities (e.g. Woodstock) may purchase and develop industrial lands to incentivize potential employers that may not be able to afford to service these lands. The cost to purchase and develop the lands are then recouped through sale of the property. The following provides a high-level summary of the way each municipality delivers economic development services, however, within the County and surrounding area there is a vast network of relationships and partnerships that assist each municipality in their endeavours. Municipality Economic Development Delivery Oxford County Provides funding for memberships and programs. Additionally, the County operates Tourism program/services Blandford-Blenheim Funding partner for Rural Oxford Economic Development Corporation East-Zorra Tavistock Funding partner for Rural Oxford Economic Development Corporation Ingersoll Economic Development personnel on staff Norwich Funding partner for Rural Oxford Economic Development Corporation South-west Oxford Funding partner for Rural Oxford Economic Development Corporation Tillsonburg Economic Development personnel on staff Woodstock Economic Development personnel on staff Zorra Funding partner for Rural Oxford Economic Development Corporation In addition to the municipal service delivery, there are a number of organizations and partnerships in Oxford that contribute to providing economic development services to Page 270 of 817 Watson & Associates Economists Ltd. PAGE 3-111 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx the municipalities in the County. The following provides a list of some of these organizations and partnerships as well as a brief description of the role they play: Organization/ Partnership Description Oxford Connections • Oxford Connections is an economic development partnership between the communities of Ingersoll, Rural Oxford Economic Development Corporation, Tillsonburg and Woodstock. Its partners offer many support services to new and existing businesses and industries located in Oxford County. • County provides $35,000 per year. This investment is used, in general, for space at trade events • Operates mainly in Canada with largest markets being Toronto and Montreal Oxford Workforce Development Partnership (OWDP) • The Oxford Workforce Development Partnership is a strategic collaboration that supports their community around issues of common concern by assuming a leadership role in helping in the identification and validation process of local labour market needs, issues, gaps, trends and opportunities. • This partnership includes all economic development departments (including the R.O.E.D.C.) in the County as well as local colleges, Employment Ontario Offices, Community Futures, The Small Business Centre – City of Woodstock, Ministry of Economic Development, Job Creation and Trade and Ontario Ministry Agriculture and Rural Affairs and the Elgin, Middlesex, Oxford Workforce Development Planning Board – Local Employment Planning Council a regional collaboration to address economic and labour market issues across the London management area • This partnership is the primary contact with employers on the ground and coordinates strategies to address the needs of the business community Tools • “Work in Oxford” is a platform that connects job seekers to employers but also connects both to programs and services that can support a myriad of needs. The site averages 20,000 visits per month. The site is maintained and supported by Community Employment Services and the County of Oxford • O.W.D.P. through its partnership with the Elgin, Middlesex, Oxford Local Employment Planning Council (L.E.P.C.) aggregates job boards to one central website to streamline the process and expand the reach of Oxford Employers throughout the Economic Region Local Employment Planning Council • The L.E.P.C. is a workforce planning partnership that is a catalyst for economic and labour market development, building solutions and engaging multi-stakeholder alliances. The L.E.P.C. is a place-based, local approach to workforce development and the planning/delivery of employment and training programs and services. Page 271 of 817 Watson & Associates Economists Ltd. PAGE 3-112 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Organization/ Partnership Description Oxford Local Immigration Partnership (O.L.I.P.) Council • The mechanism through which immigration, refugees, and citizenship Canada supports the development of local partnerships and community- based planning around the needs of newcomers. O.L.I.P. exists under the umbrella of the Community Employment Services organization and it supports the development of a long-term sustainable welcoming community in which newcomers feel valued and their needs are served. O.L.I.P. engages in actions that facilitate the integration of newcomers and build the capacity to meet the needs and promote inclusion of newcomers to Oxford County. South Central Ontario Regional Economic Development Corporation (SCOR E.D.C.) • SCOR E.D.C. is a regional partnership comprised of the Counties of Brant, Elgin, Middlesex, Norfolk and Oxford. SCOR provides planning and coordination for regional issues implementation of regional economic development priorities, identifies funding sources, partners with other levels of government, and acts as a regional catalyst for investment. Western Ontario Wardens’ Caucus (W.O.W.C.) Economic Development • The Western Ontario Wardens’ Caucus is championing a regional Economic Development Strategic Plan for Western Ontario to identify opportunities to advance the economy of Southwestern Ontario that also leverages the ongoing efforts of W.O.W.C.; improves the underlying conditions for economic development throughout the region; generates a series of actions at the regional level that enables the creation of jobs, wealth and investment across the region. SouthWestern Integrated Fibre Technology (SWIFT) • SWIFT was established by the W.O.W.C. to develop and administer $209 Million capital investment to expand broadband into small urban and rural Southwestern Ontario. (Oxford contribution $740,368 to 2019). The project is funded in partnership with Federal and Provincial governments, 20 Southwestern Ontario partner municipalities and the Private Sector • 2019 and 2020 additional monies approved by Oxford totaling $2,456,323 for small urban/rural broadband expansion The Small Business Centre –City of Woodstock • The Small Business Centre, is an on-going economic development partnership between the Province of Ontario, the City of Woodstock and Oxford County serving small business and entrepreneurs in the community. Community Futures Oxford • Oxford Small Business Support Centre Inc., operating as Community Futures Oxford, contributes to sustainable communities supported by economic stability, growth and job creation in Oxford County, enabled through diversified and competitive local economies. Funded by Federal Economic Development funds. • Administers the Future Oxford Fund under contract with and funded by Oxford County. • Community Futures Oxford is one of 60 Community Futures Development Corporations in Ontario. With financial assistance from the Government of Canada through the Federal Economic Development Agency for Southern Ontario Community Futures Oxford: o Provides access to capital o Delivers programs and services to assist small businesses o Supports community economic development in Oxford County Page 272 of 817 Watson & Associates Economists Ltd. PAGE 3-113 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Organization/ Partnership Description Community Employment Services (Oxford) • C.E.S. Oxford, through Employment Ontario, provides support, incentives and resources to both employer and job seekers to ensure a vibrant economy. • Given the current skill and labour shortages Community Employment Services is actively addressing attraction and retention by providing settlement services for new residents to the County and actively recruits through strategic alliances with newcomer services in larger urban centers particularly Peel Region. C.E.S. host the Local Immigration Partnership and with the County of Oxford Maintains and supports Welcometooxford.ca platform. Southwestern Ontario Marketing Alliance (SOMA) • SOMA is a partnership of Southwestern Ontario communities grown out of natural economic ties. SOMA works with all levels of government and the private sector to promote the advantages of locating within the region. This region, known as Canada’s Industrial Heartland, encompasses the municipalities of Ingersoll, North Middlesex, Perth County, Stratford, St. Thomas, Tillsonburg and Woodstock. It stretches across Elgin, Middlesex, Oxford and Perth counties. SOMA and its partners offer a number of services to companies looking to grow within the region. • No politicians are on the board for the organization. The board is made up of Economic Development representatives from the individual municipalities that are members. • From Oxford; Ingersoll, Tillsonburg, and Woodstock are members. • SOMA organizes shows to allow for municipalities to attract Foreign Direct Investment • SOMA has an annual fee based on population. Fees range from $12,500 for Ingersoll to $20,000 for Tillsonburg, and $30,000 for Woodstock. • ROEDC not in SOMA as it is cost-prohibitive, and they are not focused on Foreign Direct Investment. Service Profile Reference: Page A-234 3.2.27.2 SWOT Analysis Strengths • Ingersoll, Woodstock and Tillsonburg own industrial land that they develop and sell. • Oxford Connection partners together to secure grant funding from the County for trade shows, etc. Area municipalities share leads and contacts. • Southwest Ontario Marketing Alliance partners with municipalities outside of the County for Foreign Direct Investment Initiatives. Nearly all of SOMA’s Page 273 of 817 Watson & Associates Economists Ltd. PAGE 3-114 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx budget goes towards investment attraction initiatives versus of wages/salaries. Members of SOMA share leads from trade shows. • Oxford Workforce Development Partnership o OWDP, through its partnership with the Elgin, Middlesex, Oxford Local Employment Planning Council (L.E.P.C.), aggregates job boa rds to one central website to streamline the process and expand the reach of Oxford Employers throughout the Economic Region. o “Work in Oxford” is a platform that connects job seekers to employers but also connects both to programs and services that can support a myriad of needs. This site is administered through the O .W.D.P. o O.W.D.P. (Oxford funded) and Community Employment Services, Ontario Government funded), also provides settlement services for new residents to the County through a formalized Local Immigration Partnership. Additionally, they actively recruit through strategic alliances with newcomer services in larger urban centres particularly Peel Region. o Employee retention and expansion services o Oxford Workforce Development Partnership works closely with the Employment Ontario Network, with a primary focus on collaborating with and supporting employers during the hiring, training and retention process. A key component is to work with employers and mobilize community partners and resources to ensure they can secure and retain the talent you require. Additionally, as hiring ramp s up, there are a number of incentive programs through Employment Ontario to offset costs associated with hiring and training employees. The integrated strategy is customized to meet individual employer needs but may also include posting on workinoxford.ca platform where they would be seen by an average of 20 000 job seekers per month. Depending on the scale opportunities are shared with the Job Developer network across the London Economic region but also can be shared with over 300 employment offices and partners cross the province to help secure labour required to maintain the economic vibrancy of the business. This holistic strategy has been recognized across the province as an innovative and best practice. • SouthWestern Integrated Fibre Technology (SWIFT) Page 274 of 817 Watson & Associates Economists Ltd. PAGE 3-115 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx o Established through the Western Ontario Wardens’ Caucus, SWIFT is in process of leveraging ~$18M in municipal partner funding to deliver ~$209 Million in direct capital infrastructure investment in broadband service small urban/rural Southwestern Ontario. The SWIFT project delivery model is a best practice funded through a funding partnership between Federal, Provincial, Municipal (20) and the Private Sector partners. To date, Oxford has committed in excess of $3, 1 Million to this initiative. • Future Oxford Legacy Fund o Administered through Community Futures Oxford, the Legacy Fund $175,000 in loans (leveraged to ~$2.1 Million) and $7,000 grants (Leveraged to $55,000) o Trust is essential to working together and this is true for the Economic Development field as well. While there is a competitive aspect to attracting investment, each municipality is not worried about others in the County stealing investment and this is best described as “co- opetition”. In Ingersoll it is built into the Economic Development Officer’s job description to share investment opportunities with other municipalities in the County if it is not suitable for Ingersoll. Other municipalities share investment leads when not able to accommodate within their own municipality, although it is not included in a formal agreement Weaknesses • None identified Opportunities • In Ingersoll it is built into the Economic Development Officer’s job description to share investment with other municipalities in the County if it is not suitable for Ingersoll. Other municipalities share investment leads when not able to accommodate within their own municipality, although it is not included in a formal agreement. Each local municipality may want to formalize a policy to share investment leads if not suitable for their own municipality. Page 275 of 817 Watson & Associates Economists Ltd. PAGE 3-116 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Threats • Main challenge for the R.O.E.D.C. is the breadth of their role with limited staff resources. • Over the next 6 months, Oxford Workforce Development Partnership will be looking to fill approximately 2,000 positions, mainly in transportation and manufacturing sectors. • Retention of employees in the County. 3.2.27.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Policy to Share Investment Leads Each local municipality may pass a policy to share investment leads with other municipalities in the County when not suitable for their municipality. Increased Level of Service through risk management Cost Neutral All Page 276 of 817 Watson & Associates Economists Ltd. PAGE 3-117 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.28 Forestry and Woodlands Conservation 3.2.28.1 Overview Municipalities Providing Forestry and Woodlands Conservation Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Woodlands Woodlands Conservation allows for the management of the lands and forests in Oxford County in order to protect the natural environment, public health, water sources, and natural resources of the County. The County administers the Woodlands Conservation By-law. This identifies woodlands and sets out definitions for the purpose of protecting trees. It also identifies tree species to be protected, sets out the requirements for obtaining permits to harvest trees and outlines the provisions regarding enforcement and penalties. Woodstock is responsible for woodlands in their municipality, whereas all other woodlands are the responsibility of the County. Forestry The County’s managed forests and forested lands are operated and managed by the County, in addition to trees within the County road Right-Of-Way. Area municipalities manage woodlots, park trees, and street trees within their ownership. The following provides a summary of the departments responsible for street trees, parks trees, and woodlots in each respective municipality: Municipality Street Trees Park Trees Woodlands Oxford County Public Works N/A Public Works Blandford- Blenheim Public Works Parks N/A East Zorra- Tavistock Public Works Public Works N/A Ingersoll Public Works Parks N/A Page 277 of 817 Watson & Associates Economists Ltd. PAGE 3-118 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Street Trees Park Trees Woodlands Norwich Public Works Parks N/A South-West Oxford Public Works Parks N/A Tillsonburg Public Works/ Hydro Parks N/A Woodstock Parks Parks Parks Zorra Public Works Parks N/A Noxious Weeds The County also provides weed control via a by-law appointed weed inspector. This inspector’s duties are to inspect properties and order the destruction of noxious weeds. The County has appointed one Weed Inspector to carry out these duties. In 2014, the County provided public notice of noxious weeds and requested residents to destroy all noxious weeds on their property. Service Profile Reference: Page A-244 3.2.28.2 SWOT Analysis Strengths • Tree planting in many parts of the County is provided by Stewardship Oxford, which is a non-profit organization in the County. Through the FutureOxford partnership, a goal of planting 10,000 each year has been set. Additionally, some tree planting is undertaken by the local Conservation Authorities. By utilizing non-profit organizations in the community to plant trees, this is an efficient way to grow the forest in Oxford. • The County is in the process of restoring 600 acres of wetlands (i.e. Hodges Pond and Upper Thames (Beachville)) through various partnerships with Ducks Unlimited Canada, Upper Thames River Conservation Authority, Stewardship Oxford, Ministry of Natural Resources and Forestry, etc. • Woodstock and Zorra offer memorial tree planting prog rams which are administered through local funeral homes. Residents may pay to have a tree planted which includes a plaque dedication. Page 278 of 817 Watson & Associates Economists Ltd. PAGE 3-119 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Tree maintenance activities in each municipality are deployed by with Parks or Public Works depending on the most efficient allocation of resources in each case. Weaknesses • No perceived weaknesses to the delivery of this service Opportunities • There are some opportunities for joint training programs for new staff and summer students (e.g. chainsaw training, safety, etc.). Threats • No perceived threats to the delivery of this service 3.2.28.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Joint Training Municipalities should review opportunities to provide joint training of new staff to decrease duplication of effort. Currently offered, should explore for further cooperation. Increased Level of Service through reduced staff time Cost Neutral All municipalities Page 279 of 817 Watson & Associates Economists Ltd. PAGE 3-120 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 3.2.29 Ambulance 3.2.29.1 Overview Municipalities Providing Ambulance Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ Ambulance services are an integral aspect of the health care system that respond to residents in need of immediate medical attention. In Oxford County, the County manages the ambulance services. They oversee the fleet and paramedics that provide ambulance services. The number of full time equivalent (F.T.E.) positions has increased for paramedic services. In 2018 there were 58 F.T.E. and 44 part time equivalent (P.T.E.) positions. The County Asset Management Plan provides information that is used to prepare the five- and ten-year capital forecasts. The County, as the owner of all of the ambulance assets, maintains an inventory of the assets. The assets listed by the County are assessed for replacement based on age and includes an annual requirement that is incorporated into the annual budget process. The paramedic services budget is financed through provincial government funding, sale of equipment, project revenue, service recovery fees, and income from development charges. The budget is led by Council’s strategic plan priorities. A 10-year Comprehensive Master Plan for Paramedic Services was completed in 2018 and recommendations for enhancement to service delivery level adopted by Council. The service level increases were approved to be phased in over 2018 and 2019 budget years. Service Profile Reference: Page A-28 3.2.29.2 SWOT Analysis Strengths • Single dispatch system Page 280 of 817 Watson & Associates Economists Ltd. PAGE 3-121 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Weaknesses • Lack of consistent system for notification of road closures Opportunities • Joint ambulance station/fire hall opportunities Threats • Provincial legislation changes 3.2.29.3 Recommendations and Financial Impact Recommendation Discussion Decreased Costs or Increased Level of Service Anticipated Financial Impact Benefiting Municipalities 1. Common System for notifications A County-wide system should be implemented for service disruptions (road closures, watermain breaks, etc.) Increased Level of Service Cost to implement - $75,000 (across multiple services). Operational savings will be in time not dollars All 2. Joint Ambulance/Fire Hall Consideration should be given to joint ambulance/fire stations for any new build situations Decreased costs No immediate financial impact. Should be reviewed when new stations required. All local municipalities Page 281 of 817 Watson & Associates Economists Ltd. H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Chapter 4 Recommendations Page 282 of 817 Watson & Associates Economists Ltd. PAGE 4-1 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 4. Observations and Commentary The following provides for a high-level summary of the detailed recommendations provided in Chapter 3. The observations and commentary are summarized as follows: • Recommendations related to cost savings; • Recommendations related to enhancing service levels; and • Other recommendations. The recommendations are summarized by service and include a description of the general theme of the recommendations as well as the anticipated financial impacts, where applicable. The following assumptions are noted: 1) Cost estimates are provided in 2018$; 2) Implementation, timing, and staging will impact the timing of when savings may materialize; 3) Savings/costs may vary depending upon final implementation of the item; and 4) Savings and costs are summarized in total for benefiting municipalities and hence will vary by individual municipality. 4.1 Recommendations Related to Cost Savings Table 4-1 provides a summary of the detailed recommendations that are anticipated to provide cost savings for the municipalities. The total anticipated annual cost savings may range from $97,500 to $853,000. As well, total one-time cost savings for “joint purchase of IT services” will subsequently be determined based upon review of each municipality’s needs and savings will vary for each municipality. In certain instances, potential additional cost savings have been noted, however, quantification will be realized through further review by staff as per the recommendations. 4.2 Recommendations Related to Enhancing Service Levels Table 4-2 provides a summary of the detailed recommendations that are anticipated to enhance service levels for the municipalities. The total anticipated annual cost increases may range from $380,000 to $1,500,000. Additionally, the total one-time costs range from $75,000 to $100,000. In certain instances, additional study/review has Page 283 of 817 Watson & Associates Economists Ltd. PAGE 4-2 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx been identified and this further review will quantify potential further increases to service levels and any associated costs. 4.3 Other Recommendations Table 4-3 provides a summary of the remaining detailed recommendations. These recommendations are related to policy matters, mitigating risks, and matters for further review. Page 284 of 817 Watson & Associates Economists Ltd. PAGE 4-3 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Table 4-1 Oxford County Municipalities Summary of Cost Saving Recommendations Service Recommendations Summary Annual Cost Savings One-time Cost Savings Benefiting Municipalities Animal Control Joint contract tender $1,500 to $7,500 All local municipalities Tax Collections Reduction in arrears mailing frequency $500 to $6,300 All local municipalities Police Consolidation of Police Boards $3,000 to $83,000 Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, and Tillsonburg Building Services, Chief Building Officials, and Property Standards Joint Purchase of IT Services to integrate Building and Finance software To be determined upon review of IT needs All local municipalities Emergency Management Additional coordination and assistance from County resource to eliminate duplication of effort $0 to $1,200 All local municipalities Roads, Bridges, Culverts, Active Transportation, and Structures Undertake detailed review of service provsion for operations, other studies, and formalization of service agreements $50,000 to $150,000 All municipalities Wastewater Development of capital plan for optimization Exact amount may vary based on outcomes of further study County Water/Wastewater Asset Management, Capital Programming, Financing, and Billing Review option for single billing provider $0 to $10,000 All municipalities Solid Waste Management Combined contracts and alignment of large item collection $0 to $220,000 All municipalities Municipal Drains Reduce time spent on doing locates $2,500 to $5,000 Blandford-Blenheim, East Zorra-Tavistock, Norwich, SouthWest Oxford, and Zorra Cemeteries Coordinated purchasing To be assessed by individual municipality Blandford-Blenheim, Ingersoll, Norwich, SouthWest Oxford, Tillsonburg, and Zorra Parks and Recreation Coordinated purchasing and user fee/cost recovery analysis $40,000 to $330,000 All local municipalities Trails Sharing of specialized maintenance equipment $0 to $40,000 All municipalities Land-use Planning Consolidation of Public Meetings May vary by municipality All municipalities Ambulance and Fire Coordination of ambulance/fire space No immediate financial impact but should be reviewed when new stations required All local municipalities Total $97,500 to $853,000 Page 285 of 817 Watson & Associates Economists Ltd. PAGE 4-4 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Table 4-2 Oxford County Municipalities Summary of Enhanced Service Level Recommendations Service Recommendations Summary Annual Cost One-time Cost Benefiting Municipalities Fire, Police, Ambulance, Emergency Management, Roads, Water and Wastewater Common system for notifications $75,000 All municipalities Administration Standardize procurement process, addition of staff, and County- wide VOIP system $160,000 to $210,000 All municipalities Municipal Licencing Standardization of fees Cost Neutral All local municipalities Fire Additional fire inspectors $80,000 to $480,000 Blandford-Blenheim, East Zorra-Tavistock, Norwich, SouthWest Oxford, and Zorra Building Services, Chief Building Officials, and Property Standards Quarterly chapter meetings, shared IT personnel, and AMANDA Implementation Cost Neutral All municipalities Emergency Management Clarification of County Emergency Management Coordinator role Cost Neutral County Roads, Bridges, Culverts, Active Transportation, and Structures Standardized boundary road agreement and transportation master plan $75,000 to $100,000 All municipalities Transit Coordinated funding applications and enhance desirability of transit Cost Neutral Ingersoll, Tillsonburg, and Woodstock Water Development of procedure for changes to water system Cost Neutral All municipalities Stormwater Management Ponds Joint stormwater management pond maintenance program Cost Neutral Blandform-Blenheim, Ingersoll, and Zorra Solid Waste Management Encouragement of backyard composting Cost Neutral All municipalities Municipal Drains Full-time drainage superintendent Cost Neutral*Blandford-Blenheim, East Zorra-Tavistock, Norwich, SouthWest Oxford, and Zorra Cemeteries Develop working group and establish contingency reserve Reserve transfers to be assessed by individual municipality Blandford-Blenheim, Ingersoll, Norwich, SouthWest Oxford, Tillsonburg, and Zorra Parks and Recreation Additional staff positions, further study, establishment of a working group, and coordination of program schedules.$0 to $275,000 All municipalities Libraries Integrated systems between the County and Woodstock, coordinated purchasing, inventory current staff and strategically recruit, and utilization of technologies. $0 to $10,000 All municipalities Cultural Service Utilize facilities as community space, collaborate with neighbouring municipalities, and create links with economic development and tourism Cost Neutral All municipalities Trails Review existing agreements, coordinate promotion and development of trails, formalize maintenance standards across the County, and share equipment Cost Neutral All municipalities Land-use Planning Addition of Planning Coordinators, Revisions to policies, and water/wastewater approval authority to local municipalities $65,000 to $450,000 All municipalities Economic Development Establishment of policy to share investment leads Cost Neutral All municipalities Forestry and Woodlands Conservation Joint training of staff Cost Neutral All municipalities Total $380,000 to $1,500,000 $75,000 to $100,000 *Note: drainage superintendent positions are funded through Provincial grants and are able to be charged back to the property owner Page 286 of 817 Watson & Associates Economists Ltd. PAGE 4-5 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Table 4-3 Oxford County Municipalities Other Recommendations Service Recommendations Summary Benefiting Municipalities Development Charges Continued coordination as opportunities arise All municipalities (except Woodstock) Debt Financing Review process for acquiring financing All municipalities Municipal Licencing Include higher fees for non-residents All local municipalities Tax Policy Create a formal policy for cooperation and coordination All municipalities Airport Develop long-term plan and review economic benefit through study Tillsonburg Land-use Planning Update County planning by-laws for risk mitigation County Page 287 of 817 Watson & Associates Economists Ltd. PAGE 5-1 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 5. Conclusion and Next Steps 5.1 Concluding Observations This study’s purpose was to review service delivery in the County and provide recommendations with respect to reducing costs of providing the services or enhancing service levels while minimizing costs. Throughout the review, it was clear that the County and local municipalities have established a culture of cooperation and integration that has served to create efficiencies in providing services to the residents of the County. There are numerous examples that include coordinated purchasing, joint tenders, and sharing of staff and resources. The recommendations in this study are based on numerous meetings and discussions with staff from all municipalities and across all service lines. The input from staff was integral in preparing the recommendations. The recommendations provided in Chapter 3 will be presented to Council for their review and consideration. These recommendations build upon the cooperation already established in the County and seek to provide residents with municipal services as efficiently and effectively as possible. 5.2 Next Steps Each local area municipal Council and County Council will receive this report for their review and consideration. Upon review and consideration of the report, the CAOs of each municipality and their respective Councils may wish to prepare an implementation plan that organizes the recommendations into immediate, short -term, and longer-term recommendations that may be considered upon accordingly. Where identified that further review and/or study is required, the area municipalities and the County may wish to begin undertaking those reviews in the shorter-term. Page 288 of 817 Watson & Associates Economists Ltd. PAGE A-1 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Appendix A Municipal and Service Profiles Page 289 of 817 Watson & Associates Economists Ltd. PAGE A-2 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Appendix A: Municipal and Service Profiles Municipal Profiles Oxford County Municipal Data Building Permit Information Note: This table reflects the total permit information for all area municipalities Staffing Overview Municipal Data 1 Data Source 2 (#)(List) Households 47,037 M P AC Population 89,404 M P AC Youth Population 8,115 Stats Can Municipal Data Schedule 2 of FIR Number of Building Permits Total Value of Building Permits 4. Building permit information - Total of all area municipalities 1 2 #$ Residential properties 1,554 186,800,837 Multi-Residential properties 78 88,219,050 All other property classes 594 164,248,708 Subtotal 2,226 439,268,595 Municipal Data Schedule 80A of FIR Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Administration 63.00 4.00 - Public Works 120.00 5.00 11.00 Ambulance (Uniformed)58.00 44.00 - Homes for the Aged 112.00 195.00 - Other Social Services 41.00 4.00 - Libraries 16.00 44.00 - Planning 13.00 1.00 - Total 423.00 297.00 11.00 Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of Joint Local Boards ### Health Services 45.92 1.12 7.84 Total 45.92 1.12 7.84 Note: 49% of the full-time positions, 74% of the part-time positions, and 100% of the seasonal positions are covered by a Collective Agreement Page 290 of 817 Watson & Associates Economists Ltd. PAGE A-3 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Alternative Service Delivery Arrangements Consolidated Joint Local Boards Proportionately Consolidated Municipal service Schedule 80B of FIR S40 Functional Heading S40 Line Number Statement of Operations: Expenses Comments 1 3 2 4 5 Alternate service delivery arrangements LIST $ Child care operations Child care 1230 3,521,760 Private Industry Solid Waste Operations Solid waste collection 0840 2,568,735 City of Woodstock Child care operations Child care 1230 2,562,986 Private Industry Solid Waste Operations Solid waste collection 0840 2,529,099 Private Industry Water, Wastewater Operations Environmental Services 0899 1,841,335 City of Woodstock Property Assessment Corporate Management 0250 1,631,807 MPAC Child care operations Child care 1230 1,287,080 Private Industry Water, Wastewater Operations Environmental Services 0899 1,245,268 Town of Tillsonburg Billing & Collections - water & sewer Environmental Services 0899 1,126,968 ERTH Housing Non-Profit/Cooperative Housing 1420 600,139 Private Industry Name of Board or Entity Schedule 80C of FIR Board Description Board Code P roportion of Total M unic. Contributions Consolidated M unicipality's Share of Total Contributions M unicipality's Share of Total Fee Revenues 1 3 2 4 5 6 LIST %$$ Oxford Elgin St Thomas Public Health Health Board (Unit), Medical Centre 1001 56%1,465,749 1,465,749 Page 291 of 817 Watson & Associates Economists Ltd. PAGE A-4 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Blandford-Blenheim 2018 FIR Data Building Permit Information Staffing Overview Municipal Data 1 Data Source 2 (#)(List) Households 2,817 M P AC Population 7,399 M P AC Youth Population 1,275 Stats Can Municipal Data Schedule 2 of FIR Number of Building Permits Total Value of Building Permits Building permit information 1 2 #$ Residential properties 86 9,826,921 Multi-Residential properties 3 220,000 All other property classes 35 5,496,860 Subtotal 124 15,543,781 Municipal Data Schedule 80A of FIR Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Administration 5.00 2.00 1.00 Fire (Uniformed)1.00 1.00 - Public Works 9.50 - 4.00 Parks and Recreation 4.50 4.00 8.00 Planning 2.00 - - Total 22.00 7.00 13.00 Page 292 of 817 Watson & Associates Economists Ltd. PAGE A-5 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Alternate Service Delivery Arrangements Consolidated Joint Local Boards N/A Municipal service Schedule 80B of FIR S40 Functional Heading S40 Line Number Statement of Operations: Expenses Comments 1 3 2 4 5 Alternate service delivery arrangements LIST $ OPP CONTRACT Police 0420 941,856 DISPATCH / FIRE AGREEMENTS Fire 0410 60,587 Page 293 of 817 Watson & Associates Economists Ltd. PAGE A-6 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx East-Zorra-Tavistock 2018 FIR Data Building Permit Information Staffing Overview Municipal Data 1 Data Source 2 (#)(List) Households 2,907 M P AC Population 6,044 M P AC Youth Population 177 M P AC Municipal Data Schedule 2 of FIR Number of Building Permits Total Value of Building Permits Building permit information 1 2 #$ Residential properties 116 20,509,362 Multi-Residential properties 15 3,917,760 All other property classes 46 15,144,109 Subtotal 177 39,571,231 Municipal Data Schedule 80A of FIR Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Administration 9.00 3.00 - Fire (Uniformed)1.00 - - Fire (Civilian)- 59.00 - Public Works 6.00 - - Parks and Recreation - - 9.00 Other - 14.00 - Total 16.00 76.00 9.00 Page 294 of 817 Watson & Associates Economists Ltd. PAGE A-7 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Alternate Service Delivery Arrangements N/A Consolidated Joint Local Boards N/A Page 295 of 817 Watson & Associates Economists Ltd. PAGE A-8 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Ingersoll 2018 FIR Data Building Permit Information Staffing Overview Municipal Data 1 Data Source 2 (#)(List) Households 5,495 M P AC Population 12,597 M P AC Youth Population 3,135 Stats Can Municipal Data Schedule 2 of FIR Number of Building Permits Total Value of Building Permits Building permit information 1 2 #$ Residential properties 160 14,150,619 Multi-Residential properties All other property classes 30 1,288,600 Subtotal 190 15,439,219 Municipal Data Schedule 80A of FIR Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Administration 12.00 1.00 - Fire (Uniformed)4.00 1.00 - Public Works 20.00 - - Parks and Recreation 18.00 52.00 26.00 Other 2.00 34.00 - Total 56.00 88.00 26.00 Note: 34% of the full-time positions are covered by a Collective Agreement Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of Joint Local Boards ### Health Services 3.00 - - Total 3.00 - - Page 296 of 817 Watson & Associates Economists Ltd. PAGE A-9 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Alternate Service Delivery Arrangements N/A Consolidated Joint Local Boards Proportionally Consolidated Name of Board or Entity Schedule 80C of FIR Board Description Board Code P roportion of Total M unic. Contributions Consolidated M unicipality's Share of Total Contributions M unicipality's Share of Total Fee Revenues 1 3 2 4 5 6 Consolidated Local boards including Joint local boards and all local entities set up by the municipality LIST %$$ Ingersoll Rural Cemetery Board Cemetery Board 1002 88%133,194 48,808 Page 297 of 817 Watson & Associates Economists Ltd. PAGE A-10 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Norwich 2018 FIR Data Building Permit Information Staffing Overview Municipal Data 1 Data Source 2 (#)(List) Households 3,895 M P AC Population 11,001 M P AC Youth Population 1,065 Stats Can Municipal Data Schedule 2 of FIR Number of Building Permits Total Value of Building Permits 1 2 #$ Residential properties 194 25,184,544 Multi-Residential properties 0 0 All other property classes 96 26,606,075 Subtotal 290 51,790,619 Municipal Data Schedule 80A of FIR Building permit information Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Administration 8.00 - - Fire (Uniformed)- 72.00 - Fire (Civilian)2.00 - - Public Works 12.00 - 2.00 Health Services 1.00 7.00 - Parks and Recreation 7.00 13.00 11.00 Other 5.00 - - Total 35.00 92.00 13.00 Note: 40% of the full-time positions are covered by a Collective Agreement Page 298 of 817 Watson & Associates Economists Ltd. PAGE A-11 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Alternate Service Delivery Arrangements N/A Consolidated Joint Local Boards N/A Page 299 of 817 Watson & Associates Economists Ltd. PAGE A-12 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx South-West Oxford 2018 FIR Data Building Permit Information Staffing Overview Municipal Data 1 Data Source 2 (#)(List) Households 3,138 M P AC Population 7,664 Stats Can Youth Population 665 Stats Can Municipal Data Schedule 2 of FIR Number of Building Permits Total Value of Building Permits Building permit information 1 2 #$ Residential properties 19 6,328,045 Multi-Residential properties 0 0 All other property classes 59 15,061,700 Subtotal 78 21,389,745 Municipal Data Schedule 80A of FIR Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Administration 9.00 - - Fire (Uniformed)1.00 54.00 - Public Works 11.00 - - Parks and Recreation - 1.00 - Total 21.00 55.00 - Page 300 of 817 Watson & Associates Economists Ltd. PAGE A-13 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Alternate Service Delivery Arrangements N/A Consolidated Joint Local Boards N/A Page 301 of 817 Watson & Associates Economists Ltd. PAGE A-14 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Tillsonburg 2018 FIR Data Building Permit Information Staffing Overview Municipal Data 1 Data Source 2 (#)(List) Households 7,532 M P AC Population 16,000 Other Youth Population 1,295 Stats Can Municipal Data Schedule 2 of FIR Number of Building Permits Total Value of Building Permits Building permit information 1 2 #$ Residential properties 276 15,393,182 Multi-Residential properties 49 16,032,090 All other property classes 115 12,024,598 Subtotal 440 43,449,870 Municipal Data Schedule 80A of FIR Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Administration 22.00 - - Fire (Uniformed)2.00 30.00 - Public Works 14.00 - 5.00 Parks and Recreation 29.00 22.00 35.00 Other 46.00 12.00 11.00 Total 113.00 64.00 51.00 Page 302 of 817 Watson & Associates Economists Ltd. PAGE A-15 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Alternate Service Delivery Arrangements N/A Consolidated Joint Local Boards Proportionally Consolidated Name of Board or Entity Schedule 80C of FIR Board Description Board Code P roportion of Total M unic. Contributions Consolidated M unicipality's Share of Total Contributions M unicipality's Share of Total Fee Revenues 1 3 2 4 5 6 Consolidated Local boards including Joint local boards and all local entities set up by the municipality LIST %$$ BIA Business Improvement Area 1805 100%127,216 Page 303 of 817 Watson & Associates Economists Ltd. PAGE A-16 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Woodstock 2018 FIR Data Building Permit Information Staffing Overview Municipal Data 1 Data Source 2 (#)(List) Households 17,976 M P AC Population 40,902 M P AC Youth Population 2,750 Stats Can Municipal Data Schedule 2 of FIR Number of Building Permits Total Value of Building Permits 4. Building permit information 1 2 #$ Residential properties 567 78,801,729 Multi-Residential properties 11 68,049,200 All other property classes 124 66,522,966 Subtotal 702 213,373,895 Municipal Data Schedule 80A of FIR Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Administration 27.00 1.00 1.00 Fire (Uniformed)48.00 - - Fire (Civilian)7.00 - - Police (Uniformed)67.00 4.00 - Police (Civilian)23.00 12.00 1.00 Court Security (Uniformed)1.00 - - Court Security (Civilian)4.00 5.00 - Transit 7.00 25.00 - Public Works 80.00 - 38.00 Parks and Recreation 38.00 70.00 82.00 Libraries 13.00 19.00 3.00 Planning 6.00 - 4.00 Total 321.00 136.00 129.00 Page 304 of 817 Watson & Associates Economists Ltd. PAGE A-17 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Alternate Service Delivery Arrangements Consolidated Joint Local Boards Proportionally Consolidated Municipal service Schedule 80B of FIR S40 Functional Heading S40 Line Number Statement of Operations: Expenses Comments 1 3 2 4 5 Alternate service delivery arrangements LIST $ Paratransit dispatch & transport Transit - Disabled & special needs 0632 842,506 Paratransit dispatch & transportation Street tree maintenance Agriculture and reforestation 1840 249,146 Street tree maintenance Marketing/Communication magazine Program Support 0260 130,515 What's on Woodstock magazine Sidewalk Repairs Roadways - Traffic Operations & Roadside 0614 114,041 Sidewalk repairs Hydro Locates for Street Light installation Street lighting 0650 95,978 Street light improvements Pittock Lake shoreline maintenance Parks 1610 95,000 Mtce of south shore of lake Pavement Repairs Roads - Paved 0611 84,006 Crack sealing Engineering Consulting Other: Transportation 0698 72,190 Roads study Animal Control Protective inspection and control 0440 65,119 Animal control services & facilities Snow Removal - contracts Winter Control - Except sidewalks, Parking Lots 0621 60,876 Snow Removal Page 305 of 817 Watson & Associates Economists Ltd. PAGE A-18 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Zorra 2018 FIR Data Building Permit Information Staffing Overview Municipal Data 1 Data Source 2 (#)(List) Households 3,430 M unicipal Population 7,788 Stats Can Youth Population 350 M P AC Municipal Data Schedule 2 of FIR Number of Building Permits Total Value of Building Permits Building permit information 1 2 #$ Residential properties 136 16,606,435 Multi-Residential properties 0 0 All other property classes 89 22,103,800 Subtotal 225 38,710,235 Municipal Data Schedule 80A of FIR Municipal Data Schedule 80A of FIR Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Administration 9.00 - - Fire (Uniform)1.00 62.00 - Public Works 13.00 3.00 - Parks and Recreation 7.00 2.00 27.00 Total 30.00 67.00 27.00 Page 306 of 817 Watson & Associates Economists Ltd. PAGE A-19 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Alternate Service Delivery Arrangements Consolidated Joint Local Boards N/A Municipal service Schedule 80B of FIR S40 Functional Heading S40 Line Number Statement of Operations: Expenses Comments 1 3 2 4 5 Alternate service delivery arrangements LIST $ OPP Policing Police 0420 1,155,392 Fire Dispatch Fire 0410 21,077 Animal Control Protective inspection and control 0440 6,585 Page 307 of 817 Watson & Associates Economists Ltd. PAGE A-20 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Service Profiles Table A-1 List of Services Service Lead Consultant Service Profile Service Analysis Administration Watson ✔✔ Animal Control Watson ✔✔ Development Charges Watson ✔✔ Debt Financing Watson ✔✔ Electric Utilities (Local Development Corp)Watson ✔ Municipal Elections Watson ✔ Municipal Licensing Watson ✔✔ Tax Collections Watson ✔✔ Tax Policy Watson ✔✔ Fire Dillon ✔✔ Police Watson ✔✔ Court Services Watson ✔ Building Services and Chief Building Officials and Property Standards Watson ✔✔ Emergency Management Dillon ✔✔ Roads, Bridges, Culverts, Active Transportation, and Structures Dillon ✔✔ Transit Dillon ✔✔ Airports Dillon ✔✔ Wastewater (Municipal)Dillon ✔✔ Water (Municipal)Dillon ✔✔ Water/Wastewater Asset Management, Capital Programming, Financing and Billing Dillon ✔✔ Stormwater Dillon ✔✔ Solid Waste Management Dillon ✔✔ Municipal Drains Dillon ✔✔ Public Health Watson ✔ Ambulance Dillon ✔✔ Cemeteries Dillon ✔✔ Social Assistance (Ontario Works)Watson ✔ Childcare (Early Years)Watson ✔ Social and Supported Housing Watson ✔ Long-term Care Homes (senior services)Watson ✔ Parks and Recreation Monteith Brown ✔✔ Libraries Monteith Brown ✔✔ Cultural Services (museums, arts galleries, and performing arts centres)Monteith Brown ✔✔ Trails Monteith Brown ✔✔ Land-use Planning Watson ✔✔ Economic Development Watson ✔✔ Forestry and Woodlands Conservation Watson ✔✔ Social Housing Recreation and Cultural Services Planning and Development General Government Protection Services Transportation Services Environmental Services Health Services Social and Family Services Page 308 of 817 Watson & Associates Economists Ltd. PAGE A-21 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Administration Municipalities Providing Administration Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description Administration encompasses the following functions. At the end of this profile, a table is included that provides if the service is provided by the municipality, shared between municipalities, or contracted out. • Administrative oversight and management • Municipal Budgets and Business Planning • Financial Planning • Asset Management • Risk Management • Freedom of Information • Human Resources • Communications • Clerk and Council support • IT support (County provides to five area municipalities) • GIS mapping services • Web services (provided to area municipalities on an as needed basis) • Enterprise VoIP system • Enterprise electronic document management system • Enterprise property management system • Collaborative procurement for multi-function photocopiers (County, Tillsonburg, Ingersoll, Woodstock) • Legal Services All area municipalities as well as the County carry out administrative functions within their respective jurisdictions. Page 309 of 817 Watson & Associates Economists Ltd. PAGE A-22 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Legislative Framework The Municipal Act, 2001 is the main piece of legislation which governs the administration and government of municipalities. The act outlines requirements for municipalities relating to practices and procedures, finance, accountability, etc. Asset Management Plans are guided by the Infrastructure for Jobs and Prosperity Act (I.J.P.A.) which was passed by the province in 2015. This legislation, over time, will require municipalities to undertake and implement asset management plans for all infrastructure they own. There are certain transitional provisions with a three phased approach which requires municipalities to prepare an asset management policy by 2019, asset management plans for core assets by 2021, and asset management plans for all assets by 2023. Asset management plans are required to have an inventory of assets, current levels of services, costs to maintain levels of service and lifecycle management and financial strategy. Level of Service N/A Expenditure (Operating) Information Source: 2018 FIR Schedule 40 Note: Costs above include Governance, Corporate Management and Progr am Support Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $6,748,870 $250,581 $8,843,912 $4,002,614 $443,610 $303,698 $2,529,326 $23,122,611 ($13,742,870)$0 $9,379,741 $211 Blandford-Blenheim $572,405 $0 $302,098 $87,700 $9,694 $0 $41,177 $1,013,074 $0 $0 $1,013,074 $137 East Zorra-Tavistock $728,915 $0 $375,195 $0 $10,972 $762 $11,173 $1,127,017 $0 $0 $1,127,017 $186 Ingersoll $1,406,787 $14,108 $627,309 $556,871 $7,024 $0 $163,887 $2,775,986 $0 ($667,460)$2,108,526 $220 Norwich $883,156 $0 $385,178 $47,431 $10,281 $0 $86,795 $1,412,841 $0 ($791,641)$621,200 $128 South-West Oxford $664,202 $0 $269,553 $58,618 $3,041 $15,848 $11,501 $1,022,763 $0 $0 $1,022,763 $133 Tillsonburg $2,317,488 $67,743 $323,917 $609,058 $193,446 $0 $607,158 $4,118,810 ($1,131,281)$0 $2,987,529 $257 Woodstock $3,105,503 $0 $1,610,652 $306,487 $11,187 $1,842,336 $198,768 $7,074,933 $0 ($3,307,440)$3,767,493 $173 Zorra $688,061 $0 $350,891 $0 $1,935 $0 $11,893 $1,052,780 $0 $0 $1,052,780 $135 Total $17,115,387 $332,432 $13,088,705 $5,668,779 $691,190 $2,162,644 $3,661,678 $42,720,815 -$14,874,151 -$4,766,541 $23,080,123 Schedule 40 - Expenses Page 310 of 817 Watson & Associates Economists Ltd. PAGE A-23 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Revenue (Operating) Information Source: 2018 FIR Schedule 12 Note: Revenues above include General Government Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Staffing/Resources Municipality Staffing Oxford County 63 FT employees, 4 PT employees Blandford-Blenheim 5 FT employees, 2 PT employees, 1 seasonal employee East-Zorra Tavistock 8 FT employees, 2 PT employees Ingersoll 11 FT employees, 1 PT employee Norwich 8 FT employees South-west Oxford 7 FT employees Tillsonburg 19 FT employees Woodstock 27 FT employees, 1 PT employees, 1 seasonal employee Zorra 6.5 FT employees Contracted Services Municipality Contracted Services Oxford County No contracted services Blandford-Blenheim No contracted Services East-Zorra Tavistock No contracted services Ingersoll No contracted services Norwich Contracts out IT services to County of Oxford, payroll services (internal data input, offsite EFT production, Revenue Canada remittance etc.), office cleaning for all facilities South-west Oxford Contracts out IT services to County of Oxford Tillsonburg Contracts out legal, audit, banking, and insurance Woodstock No contracted services Zorra Contracts out IT services to County of Oxford and QCS systems Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $80,736 $0 $0 $661,349 $0 $0 $0 $7 3% Blandford-Blenheim $42,802 $0 $0 $35,081 $0 $0 $0 $11 3% East Zorra-Tavistock $0 $0 $115,771 $92,881 $0 $0 $0 $35 8% Ingersoll $0 $0 $84,973 $67,961 $0 $0 $0 $12 2% Norwich $0 $0 $0 $23,276 $0 $0 $0 $2 2% South-West Oxford $0 $0 $0 $22,284 $13,552 $0 $0 $5 2% Tillsonburg $144,671 $300 $0 $426,006 $0 $0 $0 $36 10% Woodstock $0 $2,500 $0 $246,520 $0 $0 $0 $6 3% Zorra $44,152 $0 $9,084 $17,990 $0 $0 $0 $9 2% Total $312,361 $2,800 $209,828 $1,593,348 $13,552 $0 $0 Schedule 12 - Revenues Page 311 of 817 Watson & Associates Economists Ltd. PAGE A-24 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Union Contracts No union contracts exist for this service for all municipalities. Assets Summary of Assets by Municipality Municipality Assets Oxford County Administration Building, office furniture and computer equipment Blandford-Blenheim Administration Building & associated land, 2 vehicles East-Zorra Tavistock Administration Building and furniture and fixtures Ingersoll Town Centre, Equipment and Fleet Norwich Municipal Administration Office South-west Oxford Municipal Office, Computer Equipment Tillsonburg Rented corporate offices and Town’s customer care centre Woodstock City Hall Zorra Township Office, Township shed, parking lot, computer equipment Asset Management Plan and Capital Budget Policies On June 4, 2015, the Province of Ontario passed the I.J.P.A. which, over time, will require municipalities to undertake and implement asset management plans for all infrastructure they own. On December 27, 2017, the Province released Ontario Regulation 588/17 under the I.J.P.A. which has three phases that municipalities must meet: Every municipality in Ontario will have to prepare a strategic asset management policy by July 1, 2019. Municipalities will be required to review their strategic asset Page 312 of 817 Watson & Associates Economists Ltd. PAGE A-25 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx management policies at least every five years and make updates as necessary. The subsequent phases are as follows: • Phase 1 – Asset Management Plan (by July 1, 2021): o For core assets, municipalities must have the following: ▪ Inventory of assets; ▪ Current levels of service measured by standard metrics; and ▪ Costs to maintain levels of service. • Phase 2 – Asset Management Plan (by July 1, 2023): o Same steps as Phase 1 but for all assets. • Phase 3 – Asset Management Plan (by July 1, 2024): o Builds on Phase 1 and 2 by adding: ▪ Proposed levels of service; and ▪ Lifecycle management and financial strategy. As a result, all municipalities in the County are working towards these required guidelines and timelines for asset management planning. With respect to incorporation of this information into the capital budgeting process, the following table provides a summary of what information each municipality currently tracks, and how it gets incorporated into the capital budget: In addition to the above information, the following is noted: Municipality Asset Management and Capital Budget Additional Notes Oxford County - Both age based and condition-based assessments are used when determining useful life. - The County has a 20-year planning horizon with a 10-year detailed capital plan. This detailed plan is adjusted on an annual basis when i.e. assets deteriorate faster than predicted in the A.M.P. Municipality Detailed Inventory for Core Assets Detailed Inventory for All Assets Replacement Cost vs. Historical Cost Lifecycle Incorporated into Capital Budget Oxford County ✔✔Replacement Directly incorporated Blandford-Blenheim ✔✔Replacement Used as indicator for staff to review East Zorra-Tavistock ✔✔Historical Not currently, however, it will be going forward Ingersoll ✔✔Replacement Directly incorporated Norwich ✔✔Replacement Directly incorporated South West Oxford ✔✔Replacement Used as indicator for staff to review Tillsonburg ✔✔Replacement Not currently, however, it will be going forward Woodstock ✔✔Replacement Directly incorporated Zorra ✔✔Replacement Directly incorporated Page 313 of 817 Watson & Associates Economists Ltd. PAGE A-26 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Asset Management and Capital Budget Additional Notes Blandford-Blenheim - Asset inventory is provided to all department heads during the capital budgeting process. - This age-based assessment of the inventory is used to guide the discussions for capital budgeting to determine what needs replacements. - Department heads can choose to defer scheduled replacements if the asset is still in good condition. East-Zorra Tavistock - The current capital budget is created on a needs basis, whereby senior staff determine replacement needs annually - The asset management plan has not been used in the capital budgeting process, however, going forward, it is intended that the asset management data will be used in the budgeting process. Ingersoll - The detailed asset inventory listing for all services is linked to the capital budgeting process. This inventory listing helps guide the capital budgeting process. Norwich - The asset management plan is based on age-based assessments. - The capital budget and the asset management plan are fully integrated. The plans in the A.M.P. get pulled forward into the capital budget for replacements. - Certain items such as building related components are replaced on an ad -hoc basis. Each year, discussions are held with departments to determine what components need replacement. Money is set aside into reserves on an annual basis for these projects. South-West Oxford - Asset inventory for all assets exists and replacement is based on useful lives. - A 20-year forecast is used for capital budgeting. Money is put into reserves for replacement needs. Tillsonburg - A detailed inventory listing is available for all assets, which includes age, in- service date, condition assessment, etc. - The asset management plan is not currently integrated into the capital plan but is being implemented into future budget processes. Woodstock - The City has a dedicated employee for asset management, who works with all departments on this process. - The inventory listing tracks useful lives, which provides the basis for replacement needs. - The capital program has a section for municipal buildings to address replacements and expansions. Zorra - The budget is updated on an annual basis and extends out 10 years. Best Practices • Oxford County will coordinate projects with area municipalities. For example, linear projects will be coordinated with roads projects, where possible. • Regular meetings across the County related to asset management planning to coordinate efforts in planning projects. • Area municipalities utilize the expert knowledge of County IT staff, when needed. Page 314 of 817 Watson & Associates Economists Ltd. PAGE A-27 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Provision of Administrative Functions by Municipality Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted Administrative oversight and management ✔✔✔✔✔ Municipal Budgets and Business Planning ✔✔✔✔✔ Financial Planning ✔✔✔✔✔ Asset Management ✔✔✔✔✔ Risk Management ✔✔✔✔✔ Freedom of Information ✔✔✔✔✔ Human Resources ✔✔✔✔✔ Communications ✔✔✔✔✔ Clerk and Council support ✔✔✔✔✔ IT support (County provides to five area municipalities)✔County County ✔✔ GIS mapping services ✔County County ✔✔ Web services (provided to area municipalities on an as needed basis)✔County County ✔✔ Enterprise VoIP system ✔County ✔ Enterprise electronic document management system ✔✔✔✔ Enterprise property management system ✔County ✔✔ Collaborative procurement for multi-function photocopiers ✔✔✔✔✔ Legal Services ✔✔✔✔✔ n/a Administration Functions Blandford-Blenheim East Zorra-Tavistock Ingersoll NorwichOxford County Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted Standalone Shared Contracted Administrative oversight and management ✔✔✔✔ Municipal Budgets and Business Planning ✔✔✔✔ Financial Planning ✔✔✔✔ Asset Management ✔✔✔✔ Risk Management ✔✔✔✔✔ Freedom of Information ✔✔✔✔ Human Resources ✔✔✔✔✔ Communications ✔✔✔✔ Clerk and Council support ✔✔✔✔ IT support (County provides to five area municipalities)✔✔✔✔ GIS mapping services ✔✔✔✔ Web services (provided to area municipalities on an as needed basis)✔✔✔✔ Enterprise VoIP system ✔✔✔✔ Enterprise electronic document management system ✔✔✔✔ Enterprise property management system ✔✔✔✔ Collaborative procurement for multi-function photocopiers ✔✔✔✔ Legal Services ✔✔✔✔ Administration Functions South West Oxford Tillsonburg Woodstock Zorra Page 315 of 817 Watson & Associates Economists Ltd. PAGE A-28 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Animal Control Municipalities Providing Animal Control Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description Animal control services include pick-up of animals including nuisance wildlife, deceased animals, injured wildlife, etc. Animal control is provided by all area municipalities through service contracts. The County is not responsible for delivering this service. The area municipalities have animal control by-laws to provide for the licensing, regulation, and control of animals within the municipalities. The by-laws provide for Animal Control contractors to seize and impound any animals found at large. Legislative Framework The Municipal Act, 1990, authorizes a municipality to pass by-laws with respect to animal control. According to this legislation, a municipality may pass a by-law to regulate or prohibit animals with respect to the being at large or trespassing. Municipalities may seize and impound animals found at large or trespassing and may also sell impounded animals if they are not claimed within a reasonable time. Level of Service Some differences exist in service levels across the area municipalities. For example, the urban municipalities provide services to pick up cats, whereas most rural area municipalities do not provide this service. Alternatively, the rural municipalities may have other responsibilities such as coyotes and other forms of rural wildlife. Page 316 of 817 Watson & Associates Economists Ltd. PAGE A-29 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Operating Information FIR information does not categorize animal control as its own category. The following animal control contract expenditure information has been collected from the municipalities’ budgets. Other animal control expenditure s have not been included as these expenditures are, in most cases, offset by licensing revenues. Staffing/Resources This service is administered by the Clerks departments in each municipality, except in Tillsonburg where this service is administered by the Building department. The role of administering this service is combined with other roles (i.e. part of the Clerk or Building Officials duties). Contracted Services Zorra contracts animal control services from Kismutt Rescue. All other municipalities contract animal control services from Hillside Kennels. The structure of the contracts for all municipalities other than Woodstock is based on a minimum monthly payment and an additional per service fee for services performed in excess of the minimum payment. Woodstock does not have a minimum monthly charge. Municipality 2018 Contract Expenditure Blandford-Blenheim $12,500 East-Zorra Tavistock $12,000 Ingersoll $13,300 Norwich $13,500 South-West Oxford $14,000 Tillsonburg $12,584 Woodstock $66,000 Zorra $6,584 Source: Municipalities' 2018 Budgets Note: Other animal control expenses offset by animal licensing revenue Page 317 of 817 Watson & Associates Economists Ltd. PAGE A-30 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Union Contracts Not applicable Assets Not applicable as the service is contracted out. Municipalities do not have any assets for animal control. Asset Management Plan/Practices Not Applicable Capital Budget Policies/Practices Not Applicable Best Practices • Almost all municipalities utilize the same contract service provider • Almost all municipalities have the same minimum monthly charge with a fee for service for work above the minimum. Woodstock have only a fee for service. • Service provision is similar in all rural municipalities and similar in all urban municipalities and needs are met as required. Page 318 of 817 Watson & Associates Economists Ltd. PAGE A-31 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Development Charges Municipalities Providing Development Charges Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description Development Charges (D.C.s) are imposed to recover the capital costs associated with residential and non-residential growth within a municipality. These capital costs are in addition to what costs would normally be constructed as part of a subdivision (i.e . internal roads, sewers, watermains, roads, sidewalks, streetlights, etc.). D.C.s are imposed by all area municipalities as well as the County. D.C.s include the recovery for both essential and non-essential services. Legislative Framework Municipalities are empowered to impose D.C.s via the Development Charges Act (D.C.A.). This legislation sets out the methodology which must be used in calculating D.C.s, capital costs eligible for inclusion, which services are eligible for collection, mandatory exemptions, the public process to be followed for by-law adoption, uses of D.C.s, process for appeals and complaints, etc. The D.C.A. first came into effect in 1989 with major amendments in 1997. These amendments introduced a number of service limitations, service standard restrictions, mandatory reductions and mandatory exemptions. Bill 73, passed in 2015 introduced further changes. Further changes have been introduced as per Bill 108. These changes include the removal of the soft services from the D.C. and moves them to a Community Benefit Charge (C.B.C.). This new C.B.C. framework is included under the Planning Act. Page 319 of 817 Watson & Associates Economists Ltd. PAGE A-32 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Level of Service D.C.s Collected by Service by Municipality Expenditure (Operating) Information Operating and Capital Expenditure Impacts for Future Capital Expenditures Source: 2019 D.C. Background Studies Oxford County Blandford- Blenheim East Zorra Tavistock Ingersoll Norwich South West Oxford Tillsonburg Woodstock Zorra Administration ✓✓✓✓✓✓✓✓✓ Airport * Ambulance ✓ Childcare * Fire ✓✓✓✓✓✓✓✓ Library ✓✓ Long-Term Care * Parks and Recreation ✓✓✓✓✓✓✓✓ P.O.A.* Police *****✓✓* Public Health * Roads and Related ✓✓✓✓✓✓✓✓✓ Social Housing * Stormwater ********* Transit *✓ Waste Diversion ✓*✓ Water ✓ Wastewater ✓ ✓Municipality collects D.C.s for service Municipality does not provide service *Municipality provides service, but does not collect D.C.s Note: Annual Lifecycle Expenditures Annual Operating Expenditures Total Annual Expenditures Oxford County $1,976,699 $13,584,574 $15,561,273 Blandford-Blenheim $152,760 $413,293 $566,053 East-Zorra Tavistock $175,876 $467,573 $643,449 Ingersoll $721,588 $1,336,286 $2,057,874 Norwich $247,398 $1,017,276 $1,264,674 South-West Oxford $44,132 $339,865 $383,997 Tillsonburg $847,294 $2,081,301 $2,928,595 Zorra $368,311 $338,844 $707,155 *Note information for Woodstock unavailable Page 320 of 817 Watson & Associates Economists Ltd. PAGE A-33 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Expenditure (Capital) Information Growth Related D.C. Recoverable Costs Identified in D.C. Studies (2019$) Source: 2019 D.C. Background Studies, 2018 D.C. Background Study for Woodstock Staffing/Resources During the D.C. background study process, staff from finance, planning, building, clerks, and any service department that D.C.s are imposed for, would be required to take part in providing the necessary information required to undertake the study. The number of staff hours and time each spend on the study would vary by municipality. Contracted Services All municipal D.C. background studies and by-laws are contracted to a consulting firm. Union Contracts Not applicable Assets Not applicable. Asset Management Plan/Practices Asset management plan/practices are reviewed based on each municipality’s individual plan/practices and incorporated into each background study as it relates to growth Residential Non-Residential Oxford County $48,968,476 $15,004,251 Blandford-Blenheim $2,419,929 $168,947 East-Zorra Tavistock $1,949,416 $240,939 Ingersoll $2,141,125 $823,809 Norwich $3,793,839 $419,130 South-West Oxford $695,866 $57,626 Tillsonburg $8,115,640 $2,253,869 Woodstock $17,826,800 $3,540,500 Zorra $902,067 $63,035 *Note Woodstock's Recoverable amounts in 2018$ Page 321 of 817 Watson & Associates Economists Ltd. PAGE A-34 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx related capital infrastructure being included in the D.C. calculations as per the requirement of the Development Charges Act. Capital Budget Policies/Practices Growth related capital included in the background studies would follow municipal capital budget policies and practices and may vary by municipality. Where forecast periods extend passed the capital budget forecast, master plans may identify capital needs that will be incorporated into the capital budget process in subsequent years. Best Practices • A joint RFP was issued by the County and all area municipalities (other than Woodstock) for the D.C. Background Study and by-law updates (Note: Woodstock completed their D.C. background study in the prior year). This allowed for a more coordinated approach to discuss and align D.C. policy and practices among the municipalities for ease of understanding and administration across the County. In addition, this collaboration results in savings in consultant fees for joint Steering Committee meetings, production of the studies and related by-laws, stakeholder engagement, communications support, and coordination in the timing of by-law effective dates. • County shared planning services coordinated the growth forecast projections and other planning requirements for the purpose of the Development Charges studies. Page 322 of 817 Watson & Associates Economists Ltd. PAGE A-35 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Debt Financing Municipalities Providing Debt Financing Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description All Municipalities including the County utilize debt financing. The County is required to issue debentures for long-term debt. Short-term debt for cash flow loans can be acquired by area municipalities. Debt is issued either by a public debenture issue, an Infrastructure Ontario Loan, or financed by County surplus funds. The process in each case is a coordinated practice. When a local municipality requires debt financing, the County is contacted. The County will then issue debt through Infrastructure Ontario (or a public issue). A by-law is passed both at the County level and at the local municipality level for the amount of the debt and the funds are passed down to the local municipality through the County. For repayment, the local municipality will provide the County with payments which are then sent to Infrastructure Ontario (or other source of funds). For all area municipalities except Woodstock, there is no specific policy in place with respect to a threshold for debt issuance. In Woodstock, th e City does not issue debt for projects less than $100,000 (i.e. they would cash flow those projects from reserves). In all cases, municipalities first seek to fund projects from reserves, then rely on debentures when required. The County has prepared its own a Debt Management Policy, Reserve Policy, and Long-term Sustainability Policy which provides guidelines for financing County capital. Generally, the County issues debt for County projects over a ten -year period. Debt is only issued for longer terms if it can be justified. The County does not restrict the area municipalities to their 10-year policy. Page 323 of 817 Watson & Associates Economists Ltd. PAGE A-36 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Legislative Framework The Municipal Act, 2001 (Part XIII) and Regulation 403/02 sets out that municipalities may incur debt and issue debentures. It defines the types of debt, amount of debt and sets out the debt capacity limit. More specifically, section 401(3) states that “A lower - tier municipality in a regional municipality does not have the power to issue debentures”. Level of Service Municipalities in Ontario have a debt capacity limit, whereby they are not allowed to have annual debt charges that amount to more than 25% of their net annual revenues. The following provides a summary of net debt charges as a share of net annual revenues for each municipality in the County: Debt Charges as a Percent of Net Annual Revenues by Municipality Debt Information (From FIR) Municipality Net Debt Charges as % of Total Revenues Blandford-Blenheim 4.0% East-Zorra Tavistock 3.5% Ingersoll 5.3% Norwich 3.2% Oxford County 5.8% South-West Oxford 2.9% Tillsonburg 7.6% Woodstock 2.5% Zorra 10.2% Based on 2018 FIR Municipality Total Debt Charges for 2018 Annual Debt Repayment Limit Total Debt Burden Debt Issued for the Following Services: Blandford-Blenheim $306,381 $1,579,349 $1,267,627 Recreation Facilities, Planning and Development East-Zorra Tavistock $254,391 $1,471,572 $1,636,299 Roadways, Street Lighting, Rec Facilities, Planning Ingersoll $901,158 $4,253,082 $4,094,506 Roadways, Street Lighting Norwich $314,203 $2,492,655 $2,004,738 Protection Services, Street Lighting, Rec Facilities Oxford County $7,596,844 $32,518,142 $96,219,677 General Government, Protection, Roadways, Wastewater, water, Health, Social and Family Services, Library South-West Oxford $208,046 $1,731,524 $656,705 Street Lighting, Planning and Development Tillsonburg $1,608,693 $5,299,936 $13,384,081 General Government, Protection, Roadways, Parking, Air Transportation, Recreation Facilities Woodstock $1,699,842 $17,155,733 $15,549,938 Protection Services, Roadways, Waste Diversion, Parks, Recreation Facilities, Cultural Services, Planning and Development Zorra $1,065,810 $2,375,568 $6,475,458 Protection Services, Roadways, Planning and Development Page 324 of 817 Watson & Associates Economists Ltd. PAGE A-37 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Staffing resources are captured under administration. Contracted Services Not Applicable Union Contracts Not Applicable Assets Not Applicable Asset Management Plan/Practices Not applicable Capital Budget Policies/Practices Not applicable Best Practices • As the County is a Regional government under the legislation, the County must issue long-term debt on behalf of the area municipalities. • The interest rates obtained for debentures issues for the area municipalities are better under the current structure, given that the County has an AA+ credit rating. If the area municipalities were allowed to debenture themselves, the interest rates obtained would be higher. Page 325 of 817 Watson & Associates Economists Ltd. PAGE A-38 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipal Elections Municipalities Providing Municipal Elections Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description Elections are held every 4 years in Ontario to elect members of municipal councils and school boards. Elections are administered through each Area Municipal Clerk. The Woodstock Clerk administers County School Trustee elections which is coordinated with area municipalities. The County is not responsible for administering elections. Legislative Framework The Municipal Elections Act, 1996 sets out municipal responsibilities for conducting elections to their council and for conduction the election of schoo l trustees to Ontario’s school boards. Operating Expenditure Information and Level of Service Expenditures for Municipal Elections by Local municipality Source: 2018 Budget Information Municipality 2018 Budgeted Expenditure for Municipal Elections 2018 Budgeted Expenditures per Capita Blandford-Blenheim $20,000 $2.70 East-Zorra Tavistock $28,000 $4.63 Ingersoll $35,000 $2.78 Norwich $31,500 $2.86 South-west Oxford $26,500 $3.46 Tillsonburg $57,700 $3.61 Woodstock $70,000 $1.71 Zorra $33,050 $4.24 Page 326 of 817 Watson & Associates Economists Ltd. PAGE A-39 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Staffing Details for Municipal Elections by Local municipality Municipality/Corporation Staffing Details Blandford-Blenheim Two staff East-Zorra Tavistock One clerk and 2 administrative staff Ingersoll Clerks Department staff Norwich Administrative staff provide primary election services. 36 contract staff on the day of elections. South-West Oxford One clerk and 1 administrative staff Tillsonburg Clerks Department staff Woodstock Clerks Department staff with contracted election day workers Zorra Clerks Department staff Contracted Services Not applicable. Some area municipalities (i.e. Norwich) hire contract staff on the day of elections. Union Contracts Not applicable Assets Not applicable Asset Management Plan/Practices Not applicable Capital Budget Policies/Practices Not applicable Page 327 of 817 Watson & Associates Economists Ltd. PAGE A-40 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipal Licensing Municipalities Providing Municipal Licencing Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description Area municipalities provide various licences (i.e. marriage, lottery, business, etc.) through an application process. Residents/business owners are required to complete applications and pay the applicable fees to obtain licences for various items which vary by municipality (see below). Municipal licencing is administered through each local municipality. The County is not responsible for this service. Legislative Framework The Municipal Act, 2001 provides that a municipality may pass by-laws imposing fees or charges for services or activities provided in order to recover the costs for providing such service. Part IV of the Municipal Act, 2001 provides the authority for municipalities to require businesses to obtain licences for activities. In general, a municipality’s powers are as follows: a) prohibit the carrying on or engaging in the business without a licence; b) refuse to grant a licence or to revoke or suspend a licence; c) impose conditions as a requirement of obtaining, continuing to hold or renewing a licence; d) impose special conditions on a business in a class that have not been imposed on all of the businesses in that class in order to obtain, continue to hold or renew a licence; Page 328 of 817 Watson & Associates Economists Ltd. PAGE A-41 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx e) impose conditions, including special conditions, as a requirement of continuing to hold a licence at any time during the term of the licence; and f) license, regulate or govern real and personal property used for the business and the persons carrying it on or engaged in it. Part IV of the Municipal Act also provides authorities for specific licences (e.g. payday loan establishments, taxis, tow trucks, airports, etc.). Level of Service Licencing Fees by Municipality Expenditure and Revenue (Operating) Information In general, licencing fees (and other user fees) are set based on recovering the full cost of the application (including materials, staff time, etc.) and are administered as part of the Clerk’s departments duties. Additionally, the revenues for providing these licenses are based on the number of applications provided in a given year. As a result, revenue and expenditures related to this service vary from year-to-year. Page 329 of 817 Watson & Associates Economists Ltd. PAGE A-42 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Summary of Staffing for Municipal Licencing by Local municipality Municipality Staffing Information Blandford-Blenheim Part of Clerk’s duties East Zorra-Tavistock Part of Clerk’s duties Ingersoll Part of Clerk’s duties Norwich Part of Clerk’s duties South-West Oxford Part of Clerk’s duties Tillsonburg Part of Clerk’s duties – customer service staff process applications Woodstock 1 staff responsible for Dog Licensing, among other duties 1 clerk responsible for lottery and business licenses, among other duties Zorra Part of Clerk’s duties Treasurer responsible for lottery licenses Contracted Services Tillsonburg utilizes DocuPet app services for their animal licensing. No contracted services for all other municipalities. Union Contracts Not applicable as staff are captured under Administration/Clerks where there are no union contracts for all municipalities. Assets Assets are captured under Administration as applications are generally administered by the Clerks departments. Asset Management Plan/Practices Not applicable Capital Budget Policies/Practices Not applicable Page 330 of 817 Watson & Associates Economists Ltd. PAGE A-43 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Best Practices • Licences are provided based on the need/demand in each respective municipality. • Ingersoll provides a separate fee for non-residents which could provide additional revenues for the municipalities or encourage residents to obtain licences in their own municipality. • Generally, fees are similar amongst municipalities in the County, however, consideration should be given to adding licences and fees for licences not currently provided. Page 331 of 817 Watson & Associates Economists Ltd. PAGE A-44 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Tax Collections Municipalities Providing Tax Collections Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra * ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ *County levy is collected by area municipalities General Description Each local municipality provides for tax billing and collections. The County levy is collected by area municipalities. Property Taxes are billed twice each year and are due in four instalments; February, May, August, and October. Any properties with outstanding taxes due, receive arrears notices. These are sent out monthly in East Zorra-Tavistock, in instalments in Zorra, and quarterly in all other municipalities. In Tillsonburg a final arrears letter is sent prior to registering a property for tax sale and a letter is hand delivered if no response is received. Legislative Framework The Municipal Act, 2001 provides municipalities with the ability to impose property taxes. This legislation sets out the requirements of municipalities when establishing and implementing tax policies and rates. Tax Collection is detailed under Part X of the Municipal Act. Treasurers are responsible for preparing a tax roll each year which provides details with respect the each assessed property. Property taxes are the only taxes a municipality may impose and are therefore integral to municipal operations. The Assessment Act sets out the rules defining how to value property, what is considered an assessable property and the process for challenging a particular assessment. Level of Service With respect to tax collections, municipalities must manage outstanding property tax bills (arrears). The following provides a summary of the share of properties in arrears in each municipality: Page 332 of 817 Watson & Associates Economists Ltd. PAGE A-45 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Operating Information 2018 Taxes Collected by Local municipality Source: Schedule 22A of 2018 FIRs Municipalities Number of Properties Registered on Tax Roll Number of Properties with Outstanding Taxes % of Properties with Outstanding Taxes Blandford-Blenheim 3,116 445 14% East Zorra Tavistock 2,851 104 4% Ingersoll 5,307 631 12% Norwich 4,661 483 10% South-West Oxford 3,212 313 10% Tillsonburg 7,224 557 8% Woodstock 17,265 1,916 11% Zorra 3,923 394 10% Municipality Area Municipal Taxes County Taxes Education Taxes Total Blandford-Blenheim $4,934,692 $4,897,296 $3,363,032 $13,195,020 East Zorra Tavistock $5,390,962 $4,443,739 $2,695,881 $12,530,582 Ingersoll $14,157,221 $6,182,285 $4,577,917 $24,917,423 Norwich $7,932,472 $5,593,805 $3,095,107 $16,621,384 South-West Oxford $5,327,122 $4,299,532 $2,537,553 $12,164,207 Tillsonburg $15,076,981 $8,262,457 $5,274,866 $28,614,304 Woodstock $53,900,981 $20,694,178 $17,899,153 $92,494,312 Zorra $7,734,246 $5,858,292 $3,659,926 $17,252,464 Page 333 of 817 Watson & Associates Economists Ltd. PAGE A-46 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Summary of Staffing for Tax Collections by Local municipality Municipality Staffing Information Blandford-Blenheim The Deputy Treasurer is responsible for tax collections, among other duties East-Zorra Tavistock 1 Tax Collector Ingersoll 2 staff responsible for tax billing and collections (1 FTE) Norwich Revenue Coordinator /Tax Collector and Deputy Treasurer responsible for tax collections (1.5 FTE) South-West Oxford 1 Revenue Officer and 1 counter staff (1 FTE) Tillsonburg One manager and one clerk in addition to 0.5 FTE of employees from the Custome r Care Centre Woodstock Tax Collector (1 FTE) Counter Staff (1.25 FTE) Deputy Treasurer (0.25 FTE) Zorra Tax Collector/Deputy Treasurer is responsible for tax collections among other duties. (.70 FTE) Contracted Services Many of the area municipalities, including Woodstock and Ingersoll, hire MTE Consultants on a yearly basis to analyze scenarios when tax ratios are changed and the effects it has on municipal revenues. For tax sales, some municipalities use RealTax Consultants and some municipalities use TaxTeam. Union Contracts Not Applicable Assets Not Applicable Asset Management Plan/Practices Not applicable Page 334 of 817 Watson & Associates Economists Ltd. PAGE A-47 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Capital Budget Policies/Practices Not applicable Best Practices County municipalities follow a similar process to other municipalities in the Province with respect to tax collections (i.e. when there are tax payments outstanding, first they send out arrears notices, then move to collection agency, before a tax sale of the property as a last resort). Most municipalities in the County issue arrears notices quarterly whereas East Zorra- Tavistock currently issues arrears notices monthly. It is not clear that higher frequency of providing notice results in a higher success rate. Would provide efficiency for East Zorra-Tavistock by mailing out quarterly. Page 335 of 817 Watson & Associates Economists Ltd. PAGE A-48 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Tax Policy Municipalities Providing Tax Policy Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ *Tax policy is set by the County with input from local municipality Treasurers General Description Tax Policy is established annually by the County in consultation with all Area Municipal Treasurers. The tax ratios are set by the County. The area Treasurers meet with the County to give their input and recommendations into the ratios which are ultimately approved by County Council. Special Area Levies imposed by the County Special Area Levy Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra Libraries ✔ ✔ ✔ ✔ ✔ ✔ N/A ✔ Other Protection Services ✔ ✔ ✔ ✔ ✔ ✔ N/A ✔ Sewer *(Sanitary/Storm) N/A N/A N/A N/A N/A ✔ N/A N/A *Note, the levy for sewer costs will be reviewed in 2020 and these costs may be recovered through sewer rates in the future. Special Area Levies Imposed by Area Municipalities Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra N/A N/A N/A N/A N/A Parking N/A N/A Note: Norwich and Woodstock include other amounts added to the tax bill for Business Improvement Areas Legislative Framework The Municipal Act, 2001 provides municipalities with the ability to impose property taxes. This legislation sets out the requirements of municipalities when establishing and Page 336 of 817 Watson & Associates Economists Ltd. PAGE A-49 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx implementing their own tax policies. Property taxes are the only taxes a municip ality may impose and are therefore integral to municipal operations. The Assessment Act sets out the rules defining how to value property, what is considered an assessable property, and the process for challenging a particular assessment. Level of Service Not Applicable Operating Information Not Applicable Staffing/Resources Staffing and wages are captured under administration/finance staff Contracted Services Not Applicable Union Contracts Not Applicable Assets Not Applicable Asset Management Plan/Practices Not applicable Capital Budget Policies/Practices Not applicable Page 337 of 817 Watson & Associates Economists Ltd. PAGE A-50 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Best Practices • All Regional governments in Ontario set the tax ratios for their area municipalities except for the Region of Peel, which delegates the authority to the local area municipalities. • In 2018, 76 Lower tier municipalities imposed special area tax rates and 34 Upper-tier/Single-tier municipalities imposed special area tax rates. • Consultation and coordination of tax policy between the Regional government and the area municipalities leads to cooperation and process efficiencies. Page 338 of 817 Watson & Associates Economists Ltd. PAGE A-51 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Fire Municipalities Providing Fire Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description The Fire Protection and Prevention Act, 1997 (FPPA) mandates that every municipality in Ontario shall establish a program which must include public education with respect to fire safety and certain components of fire prevention, and provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances. In the fire service, these elements are commonly referred to as the Three Lines of Defense: • Public Fire Safety Education • Fire Safety Standards and Enforcement • Emergency Response Each municipality has established, through by-law, the level of services that will be provided within their municipalities based on their needs and circumstances. These services include fire suppression and rescue, water and ice rescue, rope and confined space rescue, auto extrication and medical tiered response. Not all municipalities provide all services. The services provided by each municipality will be prescribed under their respective fire department establishing by-law. Normally these services also include fire prevention and public education and fire inspection responsibilities. The Office of the Fire Marshal and Emergency Management (OFMEM) is the authority having jurisdiction for minimum training requirements for firefighters in Ontario. The urban and rural fire services require different levels of training and response procedures for such tasks that include but are not limited to rural water supply and high-rise firefighting. The OFMEM have adopted the National Fire Protection Association (NFPA) Standards as minimum training requirements for firefighters. Further, the OFMEM Academic and Page 339 of 817 Watson & Associates Economists Ltd. PAGE A-52 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Standards Office has been tasked with development of minimum training requirements and evaluation and testing to NFPA Standards in the Province. Although certification to NFPA Standards for firefighter training is not mandatory at this time, the OFMEM has indicated that certification will be required in the future. The delivery of services provided is different between the three urban municipalities (Woodstock, Tillsonburg and Ingersoll) and the five rural municipalities (South -West Oxford, East Zorra-Tavistock, Zorra, Norwich and Blandford Blenheim). Legislative Framework Fire Protection and Prevention Act, 1997 The Fire Protection and Prevention Act, 1997 prescribes that every municipality shall: • Establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention; and • Provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances. Further, in discharging its responsibilities under the above, a municipality shall: • Appoint a community fire safety officer or a community fire safety team, or • Establish a fire department. In addition, two or more municipalities may appoint a community fire safety officer or appoint a community fire safety team or establish a fire department for the purpose of providing fire protection services in those municipalities. The Act also allows a municipality, under such conditions as may be specified in the agreement, enter into an agreement to: • Provide such fire protection services as may be specified in the agreement to lands or premises that are situated outside the territorial limits of the municipality • Receive such fire protection services as may be specified in the agreement from a fire department situated outside the territorial limits of the municipality Page 340 of 817 Watson & Associates Economists Ltd. PAGE A-53 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx A municipality may also enter into an agreement for automatic aid to provide or receive the initial supplemental response to fires, rescues and emergencies. The Act contains a number of Regulations pertaining to fire safety, including: • Fire Code (O. Reg. 213/07) – Minimum requirements for fire safety in buildings • Community Risk Assessments (O.Reg. 378/18) – Mandatory by 2025 • Mandatory Assessment of Complaints and Requests for Approval (O.Reg. 365/13) • Mandatory Inspection — Fire Drill in Vulnerable Occupancy (O.Reg. 364/13) Occupational Health and Safety Act, 1990 The Occupational Health and Safety Act mandates municipalities to provide training and knowledge that is reasonable to the types of activities and tasks that their firefighters may encounter in the course of their duties. Trends and Guiding Principles Fire Underwriters Survey Fire Underwriters Survey™ (FUS) is a national organization administered by OPTA Information Intelligence, formerly CGI Insurance Business Services, formerly the Insurers' Advisory Organization and Canadian Underwriters Association. FUS provides data on public fire protection for fire insurance statistical work and underwriting purposes of subscribing insurance companies. Subscribers of Fire Underwriters Survey represent approximately 85 percent of the private sector property and casualty insurers in Canada. Areas reviewed in the Fire Department assessment include apparatus, distribution of companies, staffing, training, maintenance, pre-incident planning, etc. This assessment does not benefit the municipalities in determining needs and circumstances, but act as a guide for the public and insurance field to determine insurance costs for properties. For example, where a municipality receives a good rating from FUS the residents in the areas may receive a reduced insurance premium on their Page 341 of 817 Watson & Associates Economists Ltd. PAGE A-54 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx property due to the municipality’s commitment to providing quality a fire service. There is no cost benefit to the municipality. The level of fire services are normally determined through local needs and risks, and best practices used to deliver efficient and effective services. Expenditure (Operating) Information: Source: 2018 FIR Schedule 40 Revenue (Operating) Information Source: 2018 FIR Schedule 12 Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Blandford-Blenheim $398,214 $0 $350,253 $67,615 $0 $0 $199,356 $1,015,438 $0 $0 $1,015,438 $137 East Zorra-Tavistock $435,603 $0 $206,788 $0 $0 $0 $173,046 $815,437 $0 $0 $815,437 $135 Ingersoll $741,400 $0 $158,032 $2,507 $0 $0 $125,745 $1,027,684 -$65,952 $48,939 $1,010,671 $82 Norwich $554,607 $23,769 $254,728 $0 $0 $0 $283,327 $1,116,431 $0 $89,272 $1,205,703 $101 South-West Oxford $407,294 $0 $270,008 $23,436 $0 $0 $180,568 $881,306 $0 $0 $881,306 $115 Tillsonburg $1,076,686 $1,708 $238,923 $71,546 $0 $0 $49,654 $1,438,517 $196,516 $0 $1,635,033 $90 Woodstock $7,549,245 $0 $597,593 $111,930 $0 $0 $352,472 $8,611,240 $0 $541,739 $9,152,979 $211 Zorra $412,750 $48,731 $350,952 $21,077 $0 $0 $157,603 $991,113 $0 $0 $991,113 $127 Total $11,575,799 $74,208 $2,427,277 $298,111 $0 $0 $1,521,771 $15,897,166 $130,564 $679,950 $16,707,680 Schedule 40 - Expenses Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $0 $0 $0 $0 $0 n/a Blandford-Blenheim $0 $0 $32,800 $147,729 $0 $0 $0 $24 15% East Zorra-Tavistock $0 $0 $0 $20,113 $0 $0 $0 $3 2% Ingersoll $0 $0 $18,401 $4,390 $0 $0 $0 $2 0% Norwich $0 $0 $0 $50,506 $0 $0 $0 $5 5% South-West Oxford $0 $0 $0 $55,418 $14,000 $0 $0 $9 6% Tillsonburg $0 $0 $0 $358,771 $0 $0 $0 $22 25% Woodstock $0 $0 $0 $4,260 $0 $0 $0 $0 0% Zorra $0 $0 $0 $5,336 $0 $0 $0 $1 1% Total $0 $0 $51,201 $646,523 $14,000 $0 $0 Schedule 12 - Revenues Page 342 of 817 Watson & Associates Economists Ltd. PAGE A-55 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Summary of Staffing for Fire Municipality Staffing Information Blandford-Blenheim 1 Fire Chief 1 Joint Training Office* 1 Part Time Civilian 65 Volunteer Fire Fighters East-Zorra Tavistock 1 Fire Chief 1 Joint Training Office* 1 Administrative Staff (0.25 FTE) 57 Volunteer Fire Fighters Ingersoll 1 Fire Chief 3 Fire Fighters (3 FTEs) 1 Maintenance Staff (1 FTE) 22 Volunteer Fire Fighters Norwich 1 Fire Chief 1 Civilians (1 FTE) 1 Joint Training Office* 72 Volunteer Fire Fighters South-West Oxford 1 Fire Chief 1 Joint Training Office* 1 Administrative Staff (0.4 FTEs) 70 Volunteer Fire Fighters (2 of the 70 are Part-Time Inspectors) Tillsonburg 1 Fire Chief 1 Deputy Fire Chief Fire Dispatchers (4 FTE, 4 PTE) 30 Volunteer Fire Fighters Woodstock 1 Fire Chief 1 Deputy Fire Chief 1 Administrative Staff 52 Fire Fighters (52 FTEs) Zorra 1 Fire Chief 1 Joint Training Office* 62 Volunteer Fire Fighters *The Joint Fire Service Training Officer is on contract between the South-West Oxford, Zorra, East Zorra- Tavistock, and Blandford-Blenheim. The Fire Chiefs in Oxford County all oversee their Emergency Management Services which is budgeted separately. Page 343 of 817 Watson & Associates Economists Ltd. PAGE A-56 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Contracted Services There is a contract between Spectrum Communications Ltd. and Oxford Rural Fire Services dated April 2017. This contract outlines the radio communication services from Spectrum for Woodstock and the rural municipalities. The City of Woodstock and the rural municipalities dispatch through Woodstock Police Services. Tillsonburg Fire is the dispatch for Tillsonburg, Ingersoll, and nine municipalities outside of Oxford County. There are Cross Boundary Response Agreements and Mutual Aide Agreements between the different municipalities in Oxford County. The Cross-Boundary Response Agreements outline which fire stations are contacted to dispatch services. Mutual Aide Agreements outline which fire stations will respond to respond to an emergency if requested by the original responding station dispatch contacted. This may occur if the emergency requires more resources than the original responding station can provide. Cross Boundary Response Agreements • Blandford-Blenheim receives fire protection from East Zorra-Tavistock. • Ingersoll (the north side) is contracted to Zorra. • Norwich provides water shuttle service for Woodstock • Tillsonburg dispatches to Ingersoll Mutual Aide Agreements All municipal fire services are part of the Provincial Mutual Aide Program that allows fire departments to call for assistance from adjacent fire departments when resources are stretched or when they are in need of specific services. All fire services operate under the Oxford County Fire Department Mutual Aid Program. It is a supplemental program to the Province of Ontario Fire Department Mutual Aid Program. There are automatic aide agreements between the following municipalities: Page 344 of 817 Watson & Associates Economists Ltd. PAGE A-57 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Woodstock & Norwich • Woodstock & East Zorra-Tavistock. Union Contracts Woodstock is unionized and the remaining municipalities are not unionized. Assets A table below provides a summary of all major fire infrastructure in Oxford County. Other assets such as miscellaneous tools/equipment, thermal imaging cameras and fire towers are excluded from this summary. Fire assets, such as vehicles and equipment, are replaced on a calendar basis based on number of years lapsed since purchase. Inventory of Major Assets in Oxford County Municipality Building/Fire Hall Firetruck + Pick-Ups Blandford-Blenheim 4 7 East Zorra-Tavistock 3 10 Ingersoll 1 3 Norwich 4 9 South-West Oxford 3 9 Tillsonburg 1 6 Woodstock 2 12 Zorra 3 9 Oxford County -- -- Total 21 65 Asset Management Plan/Practices Fire vehicles and equipment are typically replaced on a calendar basis in the municipalities based on number of years lapsed since purchase. Blandford-Blenheim The municipality maintains an inventory with pertinent information on the assets (e.g. in - service date, age, age-based condition). The asset tracking does not include categories related to replacement cost and the replacement cost date. This information is available Page 345 of 817 Watson & Associates Economists Ltd. PAGE A-58 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx in the Asset Management Plan (AMP). It provides asset quantities, a report card, forecasts replacement needs and a financial strategy. East Zorra-Tavistock The municipality maintains a high-level inventory with information on the asset condition (e.g. quantity, service life remaining, age, etc.). The asset tracking does not include categories related to in-service date, replacement cost, and the replacement cost date. The AMP (2013) does not include information related to fire assets. East Zorra - Tavistock is working on updating their 2018 Asset Management Plan. Ingersoll The municipality maintains an inventory with pertinent information on the assets (e.g. date of acquisition, adjusted useful life, probability of failure, in-service date, etc.). The asset tracking does not track categories like the replacement cost, the date when an asset becomes fully amortized, nor the replacement cost date. This information is available in the AMP which includes the capital requirements for Fire over a 10-year period and the financial strategy. Norwich The municipality maintains an inventory with pertinent information on the assets (e.g. date of acquisition, adjusted useful life, probability of failure, in-service date, etc.). The asset tracking tracks categories like the replacement cost, the date when an asset becomes fully amortized, a condition rating and the replacement cost date. This information is available in the AMP which includes the capital requirements for Fire . South-West Oxford The municipality maintains an inventory with information on the assets (e.g. in -service date, quantity, and service life remaining, etc.). The AMP (2013) does not include information related to fire assets. Tillsonburg The municipality maintains an inventory with information on the assets (e.g. quantity and a condition rating). The asset tracking does not include categories related to in - Page 346 of 817 Watson & Associates Economists Ltd. PAGE A-59 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx service date and the replacement cost date. Information on the fleet and equipment for fire services is included in the 2016 AMP. The future AMP will include information related to the fire service facilities (fire halls). Woodstock The City of Woodstock maintains the City of Woodstock AMP to assist with asset tracking/management. Zorra The municipality maintains an inventory with information on the assets (e.g. quantity, in - service date, etc.). The asset tracking does not include categories related to replacement cost and the replacement cost date. The AMP (2013) does not include information related to fire assets. Capital Budget Policies/Practices Fire service budgets are funded from the municipal tax levy which includes all operating and capital expenses related to wages, maintenance, vehicles, equipment, and administration. The rural municipalities jointly fund a Training Officer, a position which has had positive feedback. This was done based on the need for a part time Training Officer in the each of the rural municipalities. By identifying this as a common need, the rural municipalities were able to fund a full-time position to meet their needs. Page 347 of 817 Watson & Associates Economists Ltd. PAGE A-60 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Police Municipalities Providing Police Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description Municipalities are required to provide police services to their residents in accordance with the following principles: 1. The need to ensure the safety and security of all persons and property in Ontario; 2. The importance of safeguarding the fundamental rights guaranteed by the Canadian Charter of Rights and Freedoms and the Human Rights Code; 3. The need for co-operation between the providers of police services and the communities they serve; 4. The importance of respect for victims of crime and understanding of their needs; 5. The need for sensitivity to the pluralistic, multiracial and multicultural character of Ontario society; and 6. The need to ensure that police forces are representative of the communities they serve. Police in municipalities provide protection to residents, enforcement of Provincial laws, and public education/crime prevention initiatives. The following Provincial grants were available to municipalities in 2018: • Ontario Municipal Partnership Fund – Police Service Grant; • Community Policing Partnerships Program Grant; • Court Security Prisoner Transportation Payment; and • R.I.D.E. Grant Program. Page 348 of 817 Watson & Associates Economists Ltd. PAGE A-61 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Legislative Framework The Comprehensive Ontario Police Services Act, 2019 S.O. 2019, c.1 – Bill 68, and its Regulations requires municipalities to provide the following services: • Community Based Crime Prevention Initiatives • Community Patrol & Criminal Investigations Services • Community Satisfaction • Emergency Calls for Service • Violent Crime • Property Crime • Youth Crime • Assistance to Victims of Crime • Road Safety • Police Facilities • Court Security and Prisoner Transportation The Police Services Act requires at least every three years that a business plan be prepared that provides quantitative and qualitative performance objectives and indicators. Section 10 of the Police Services Act governs the requirements with respect to Police Services Boards (including minimum board members and role of the board). Note: This Act and the associated regulations do not come into force until the date of proclamation which is anticipated in 2020. Level of Service Police services in Oxford County are financed by the area municipalities. The City of Woodstock provides the service through Woodstock Police Service. Police services in all other area municipalities are provide by the Ontario Provincial Police (O.P.P.). Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, and Tillsonburg have contracts with the O.P.P. whereas South-West Oxford and Zorra have services billed at cost (with no contract). Although Police Services are not specifically provided at the County level, Provincial Offences court services are delivered and funded by the County. Woodstock Police Services provides court security and prisoner transportation to the Provincial Offences Court and the County pays costs for this service. Woodstock Page 349 of 817 Watson & Associates Economists Ltd. PAGE A-62 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Police Services is responsible for and provides court security and prisoner transportation to the Oxford County Provincial Court which is partially funded by special levy against all area municipalities with the exception of Woodstock. OPP also bills the area municipalities for prisoner transportation to attend the Oxford County Court House and the Provincial Offences Court. Each local municipality under O.P.P. contract operates a police services board. For municipalities with less than 25,000 population, the police services board must consist of: • The head of the municipal council, or another member of council appointed by resolution of council; • One person appointed by resolution of council, who is not a councillor or municipal staff member; and • One person appointed by the Lieutenant Governor in Council. For municipalities with more than 25,000 population, the police services board must consist of: • The head of the municipal council, or another member of council appointed by resolution of council; • One member of the council appointed by resolution of council; • One person appointed by resolution of council, who is not a councillor or municipal staff member; and • Two persons appointed by the Lieutenant Governor in Council. Municipalities Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra Provision of Service O.P.P. Contract O.P.P. Contract O.P.P. Contract O.P.P. Contract No O.P.P. Contract O.P.P. Contract Own Police Service No O.P.P. Contract Police Service Board Members 3 Members 3 Members 5 Members 3 Members N/A 5 Members 6 Members N/A Police Service Board Expenditures $14,150 $8,300 $35,400 $12,000 N/A $40,200 N/A N/A Police Service Board Information Based on 2018 Budgets Page 350 of 817 Watson & Associates Economists Ltd. PAGE A-63 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Expenditure (Operating) Information Source: 2018 FIR Schedule 40 Note: Costs above include Police Service, Court Security, and Prisoner Transportation Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Revenue (Operating) Information Source: 2018 FIR Schedule 12 Note: Includes Police Services, Court Security, and Prisoner Transportation Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $0 $0 $0 $14,103 $0 $117,255 $0 $131,358 $0 $0 $131,358 $1 Blandford-Blenheim $6,123 $0 $8,614 $941,256 $0 $0 $0 $955,993 $0 $0 $955,993 $129 East Zorra-Tavistock $5,787 $0 $17,703 $920,820 $0 $0 $0 $944,310 $0 $0 $944,310 $156 Ingersoll $72,579 $0 $40,190 $2,340,138 $0 $0 $2,965 $2,455,872 $65,952 $128,326 $2,650,150 $195 Norwich $39 $0 $21,029 $1,460,106 $0 $0 $0 $1,481,174 $0 $163,378 $1,644,552 $135 South-West Oxford $0 $0 $0 $1,052,508 $0 $0 $0 $1,052,508 $0 $0 $1,052,508 $137 Tillsonburg $105,737 $0 $75,607 $3,125,822 $0 $0 $25,779 $3,332,945 $8,868 $0 $3,341,813 $208 Woodstock $13,121,171 $122,271 $1,653,017 $22,887 $37,302 $0 $578,604 $15,535,252 $0 $973,218 $16,508,470 $380 Zorra $0 $0 $0 $1,155,392 $0 $0 $0 $1,155,392 $0 $0 $1,155,392 $148 Total $13,311,436 $122,271 $1,816,160 $11,033,032 $37,302 $117,255 $607,348 $27,044,804 $74,820 $1,264,922 $28,384,546 Schedule 40 - Expenses Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $10,850 $0 $0 $0 $0 $0 $0 $0 0% Blandford-Blenheim $13,153 $0 $30,434 $4,630 $0 $0 $0 $7 0% East Zorra-Tavistock $45,902 $0 $0 $7,010 $0 $0 $0 $9 1% Ingersoll $79,396 $0 $0 $13,673 $0 $0 $0 $7 1% Norwich $36,676 $0 $0 $0 $0 $0 $0 $3 0% South-West Oxford $5,606 $0 $0 $0 $0 $0 $0 $1 0% Tillsonburg $69,585 $0 $0 $25,531 $0 $0 $0 $6 1% Woodstock $877,612 $0 $422,158 $470,201 $0 $0 $0 $43 3% Zorra $0 $0 $0 $0 $0 $0 $0 $0 0% Total $1,138,780 $0 $452,592 $521,045 $0 $0 $0 Schedule 12 - Revenues Page 351 of 817 Watson & Associates Economists Ltd. PAGE A-64 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Woodstock (2018) Staffing Information: Tillsonburg has 1 full-time Customer Service Representative for police services. This arrangement expired on December 31, 2019. All other area municipalities have contracted the service from O .P.P.; therefore, staffing data is not available. Contracted Services Summary of Contracted Services by Local municipality Municipality Contracted Services Blandford-Blenheim, Ingersoll, Norwich, Tillsonburg, and East Zorra-Tavistock Police services are contracted through the OPP. These costs are based on a provincial per household amount combined with a use (per call) amount calculated by the Province. Municipal by- laws allow for the execution of the service agreement. Oxford County OPP Detachment Commander is responsible for overseeing all aspects of service delivery. OPP supplies all vehicles and equipment, whereas the municipalities are responsible for the facilities. Full-Time Funded Positions Part-Time Funded Positions Seasonal Employees Municipal workforce profile 1 2 3 Employees of the Municipality ### Police 90.00 16.00 1.00 Uniform 67.00 4.00 Civilian 23.00 12.00 1.00 Court Security 5.00 5.00 0.00 Uniform 1.00 Civilian 4.00 5.00 Prisoner Transportation 0.00 0.00 0.00 Uniform Civilian Subtotal 321.00 136.00 129.00 Municipal Data Schedule 80A of FIR Page 352 of 817 Watson & Associates Economists Ltd. PAGE A-65 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Contracted Services Costs associated with delivering the service are based on an estimate of salary and benefit costs. South-West Oxford and Zorra No contracted services with OPP. Service is fee- for-service, including percentage share of facilities cost. Woodstock Not applicable – municipally provided service Union Contracts Woodstock – Board Governed Collective Agreements: • Woodstock Police Uniform Officer Agreement • Woodstock Police Civilian Agreement • Woodstock Police Senior Officer’s Agreement All other area municipalities: N/A Page 353 of 817 Watson & Associates Economists Ltd. PAGE A-66 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Assets Summary of Major Police Assets Owned by Area Municipalities Municipality Major Police Assets Oxford County Provincial Court House – Woodstock Police Services responsible for security and prisoner transportation Provincial Offences Office – Woodstock Police responsible for court security and transportation of their prisoners Blandford-Blenheim Police occupy 224 sq.ft. of space in Town Hall Vehicles and equipment are OPP assets East Zorra-Tavistock Space for OPP is provided in Tavistock Fire Hall: 2 offices, shared bathroom and kitchen. Vehicles and equipment are OPP assets Ingersoll Town owns and leases one OPP station (approximately 6,000 sq.ft.) Vehicles and equipment are OPP assets Norwich Satellite OPP office attached to Fire Station (1,250 sq.ft.) Vehicles and equipment are OPP assets South-West Oxford No Assets Tillsonburg 1 OPP station (12,686 sq.ft.) Elliott Fairburn Training Facility Vehicles and equipment are OPP assets Woodstock Division #1 facility, storage trailers, and suboffice Various pieces of communications equipment, specialized equipment and equipment for police officers (see appended D.C. information) Zorra Office at Beaty Room/ Thamesford Library Vehicles and equipment are OPP assets Asset Management Plan/Practices All municipalities other than Woodstock and South-West Oxford provide facility space to the O.P.P. through facility space leases. Woodstock provides facility space for their police services. All facilities are included in each municipality’s asset inventory listing and replacement/rehabilitation of facilities are included in the capital budget as required. Page 354 of 817 Watson & Associates Economists Ltd. PAGE A-67 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Capital Budget Policies/Practices All facilities are included in each municipality’s asset inventory listing and replacement/rehabilitation of facilities are included in the capital budget as required. Best Practices • All municipalities joined together to submit one grant application in 2018 rather than submit separately. • The County established a Court Security Advisory Committee to review the funding model in 2015 and 2016. A recommendation from that committee was that the costs were an efficient use of resources and that these years will be used as based years for all future reviews. • In the past, Woodstock provided Police services to Blandford -Blenheim, East Zorra-Tavistock, and Norwich, however these municipalities reviewed their level of service and moved to services being provided by the O.P.P. As a result, Woodstock incurred large transitional costs as they were staffed to service those municipalities. Through growth, staff hired by O.P.P., and attrition, the City levelled out their costs. Page 355 of 817 Watson & Associates Economists Ltd. PAGE A-68 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Building Services and Chief Building Officials and property standards Municipalities Providing Building Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description Building Services administers and enforces the Ontario Building Code through the examination of plans, issuance of building permits, performing inspections and enforcing property standards. Building Services is responsible for issuing various permits (i.e. building permits, demolition permits, pool permits, etc.), conducting building inspections, accepting payment of D.C.s, and reviewing minor variance, zoning by-laws, zone changes, site plan agreements, etc. Building services are provided by all area municipalities. The County is not responsible for any portion of this service. Two rural municipalities share CBO services. In general, a substantial portion of building services expenditures are funded through building fees which seek to recover the costs of providing building services (i.e. permits, administration, etc.). Area municipalities have policies in place to assist neighbouring municipalities to cover for staffing issues (e.g. vacations, sick leave, etc.). This is provided in accordance with Section 3 of the Building Code Act (B.C.A.). Legislative Framework The Ontario Building Code Act (B.C.A.) governs the construction, renovation, change of use, and demolition of buildings. It also provides specific powers for inspectors and rules for the inspection of buildings and allows municipalities to establish property standard by-laws. Page 356 of 817 Watson & Associates Economists Ltd. PAGE A-69 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx This Act is meant to promote the safety of buildings with reference to public health, fire protection, accessibility, and structural efficiency. Enforcement of the Building Code is the responsibility of municipalities. Role of Chief Building Officials: Section 1.1(6) of the B.C.A. provides the following: (6) It is the role of a chief building official, (a) to establish operational policies for the enforcement of this Act and the building code within the applicable jurisdiction; (b) to co-ordinate and oversee the enforcement of this Act and the building code within the applicable jurisdiction; (c) to exercise powers and perform the other duties assigned to him or her under this Act and the building code; and (d) to exercise powers and perform duties in an independent manner and in accordance with the standards established by the applicable code of conduct. In addition to the B.C.A., Regulation 332/12 provides for the detailed Building Code. Section 1.3.5 provides prescribed inspection times (1.3.5.3) as well as prescribed notice requirements (1.3.5.1 and 1.3.5.2). Page 357 of 817 Watson & Associates Economists Ltd. PAGE A-70 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Level of Service In Oxford County, the personnel appointed as Chief Building Officers are also often appointed other roles and responsibilities (Note: the C.B.O. is a statutory role described exclusively by the B.C.A.). The following details a list of the duties each person appointed to C.B.O. provides: Expenditure (Operating) Information Source: 2018 FIR Schedule 40 Note: Costs above includes Protective inspection and control, and Building permit and inspection services Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Municipality Duties Oxford County Blandford-Blenheim CBO (Shared with EZT), Property Standards East Zorra-Tavistock CBO (Shared with BB), Development, Drainage Ingersoll CBO, By-law Enforcement, Facilities, Zoning By-law Administrator Norwich CBO, Deputy CBO, and Township Drainage Superintendent South West Oxford CBO, Capital Facilities Manager, Property Standards, Zoning Official, Supervisor of By-law Officer Tillsonburg CBO, By-law Enforcement, Animal Control, and Planning Administration Woodstock CBO, By-law Enforcement, Capital budget for municipal buildings Zorra CBO, Drainage Superintendent Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Blandford-Blenheim $175,055 $0 $64,952 $52,157 $0 $0 $0 $292,164 $0 $0 $292,164 $39 East Zorra-Tavistock $212,360 $0 $38,256 $0 $0 $0 $0 $250,616 $0 $0 $250,616 $41 Ingersoll $178,212 $0 $11,710 $18,523 $0 $0 $0 $208,445 $0 $10,607 $219,052 $17 Norwich $357,532 $0 $57,631 $10,288 $0 $0 $7,326 $432,777 $0 $46,929 $479,706 $39 South-West Oxford $167,844 $0 $60,773 $0 $0 $0 $0 $228,617 $0 $0 $228,617 $30 Tillsonburg $620,066 $0 $138,302 $26,340 $0 $0 $0 $784,708 $61,176 $0 $845,884 $49 Woodstock $748,536 $0 $85,065 $82,099 $7,336 $0 $20,204 $943,240 $0 $60,421 $1,003,661 $23 Zorra $188,935 $0 $35,944 $6,585 $0 $0 $6,873 $238,337 $0 $0 $238,337 $31 Total $2,648,540 $0 $492,633 $195,992 $7,336 $0 $34,403 $3,378,904 $61,176 $117,957 $3,558,037 Schedule 40 - Expenses Page 358 of 817 Watson & Associates Economists Ltd. PAGE A-71 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Revenue (Operating) Information Source: 2018 FIR Schedule 12 Note: Revenues above includes Protective inspection and control, and Building permit and inspection services Note: variations in F.I.R. data between municipalities are discussed in section 1.2 (e.g. Norwich , Tillsonburg, and Woodstock include building permit revenues under “licenses and permits” in schedule 10 of the F.I.R. The amounts under “licenses and permits” are $412,822 for Norwich, $516,020 for Tillsonburg, and $1,101,114 for Woodstock). Staffing/Resources Summary of Staffing for Building Services by Local municipality Municipality Staffing Information Blandford-Blenheim C.B.O., Deputy C.B.O., and a Student (0.5 F.T.E.) East Zorra-Tavistock (shared with Blandford-Blenheim) Ingersoll C.B.O., Administrative Assistant (shared with Public Works), Building Inspector, Student Norwich C.B.O., Building Inspector/Drainage Superintendent, Building Services Clerk (2), Plans Examiner South-West Oxford C.B.O. and Building Inspector Tillsonburg C.B.O., Deputy C.B.O., Building Inspector, Administrative Assistant, Development Technician Woodstock C.B.O., Building Inspector, Building Technician, and Part-time Building Clerk Zorra C.B.O., and Building Inspector/By-law Supervisor Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $0 $0 $0 $0 $0 n/a Blandford-Blenheim $0 $0 $22,522 $206,885 $0 $0 $0 $31 71% East Zorra-Tavistock $0 $0 $22,949 $40,325 $0 $0 $0 $10 16% Ingersoll $0 $0 $0 $2,813 $0 $0 $0 $0 1% Norwich $0 $0 $0 $5,245 $0 $0 $0 $0 1% South-West Oxford $0 $0 $0 $186,620 $0 $0 $0 $24 82% Tillsonburg $0 $0 $0 $117,043 $0 $0 $0 $7 15% Woodstock $0 $0 $0 $5,450 $0 $0 $0 $0 1% Zorra $0 $0 $0 $8,617 $0 $0 $0 $1 4% Total $0 $0 $45,471 $572,998 $0 $0 $0 Schedule 12 - Revenues Page 359 of 817 Watson & Associates Economists Ltd. PAGE A-72 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Contracted Services Summary of Contracted Services by Local municipality Municipality Contracted Services Blandford-Blenheim Contracted out approximately $4,000 in services for building permit reviews. East Zorra-Tavistock Contracted out approximately $5,000 in residential plans examinations. Ingersoll None Norwich Occasional outsourcing of building permit reviews. South-West Oxford Outsourced approximately $2,400 in plans examinations due to vacancy in CBO position. Tillsonburg Inspection of septic tanks contracted out to Norwich. Woodstock None Zorra None Note: the contracting out of plans examinations by a principle authority may only occur and be conducted in accordance with Section 6 of the BCA. These arrangements are supposed to occur between principle authorities and not with non-municipal contracted agencies or entities. Union Contracts Woodstock has 5 building staff and 3 by-law enforcement staff under union contract CUPE 1146 Inside & Part Time Unit. All other area municipalities: no unionized staff. Page 360 of 817 Watson & Associates Economists Ltd. PAGE A-73 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Assets Summary of Major Building Services Assets Owned by Area Municipalities Municipality Major Building Services Assets Blandford-Blenheim 1 Pick-up Truck 1 SUV East-Zorra Tavistock One shared office with other municipal staff Two vehicles Ingersoll 1 Pick-up Truck Norwich 2 Pick-up Trucks South-West Oxford Township Hall offices 1 Vehicles (1 electric car) Tillsonburg 2 Vehicles Woodstock Building Department located at 944 James Street with Engineering Department 3 Vehicles Zorra 1 Pick-up Truck Asset Management Plan/Practices Captured under Administration Capital Budget Policies/Practices Captured under Administration Best Practices • Area municipalities are often in contact with each other to share expertise and seek advice on an as needed basis. • Area municipalities have policies to assist neighbouring municipalities to cover for staffing issues (e.g. vacations, sick leave, etc.). Additionally, some municipalities have set up these arrangements with neighbouring municipalities outside of the County (i.e. Tillsonburg and Bayham). • Norwich has expertise in septic systems. The other area municipalities often get assistance from Norwich to help with these projects. Page 361 of 817 Watson & Associates Economists Ltd. PAGE A-74 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Woodstock has expertise with larger developments. Recently Woodstock’s Building department assisted Norwich with a large development. • Several area municipalities have begun to implement AMANDA for building services. Efficiencies may be available to municipalities when collaborating on creating reports in order to share costs. Page 362 of 817 Watson & Associates Economists Ltd. PAGE A-75 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Emergency Management Municipalities Providing Emergency Management Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description: Emergency management is required by the Emergency Management and Civil Protection Act, 1990. They focus on the community during an emergency event. In the event of an emergency, having good infrastructure and/or a working strategy is the first line of defense. Responders and citizens will be kept safe and community reputation will be protected. Losses will be mitigated, and the resulting repairs should be less costly. It is a proactive measure instead of a reactive one; it builds resiliency into municipalities. In addition to this, and based on the other services recorded, emergency services also includes the police. Current approaches to emergency management in the County focus on the traditional “Preparedness” component. The industry best practices and the provincial program/doctrine encourages emphasis on all components (prevention, mitigation, preparedness, response, and recovery), but legislation currently only requires preparedness. Preparedness has six pillars: public awareness and education, emergency information, exercises, training, emergency operations centre, and emergency plan. Legislative Framework: Emergency Management and Civil Protection Act, 1990 This Act requires municipalities to develop, implement and maintain an emergency management program. Standards (O. Reg. 380/04) establishes a committee, program coordinator, and action group that guide emergency management preparedness in the province. Page 363 of 817 Watson & Associates Economists Ltd. PAGE A-76 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Non-Legislative Guiding Documents An Emergency Management Framework for Canada, 2017 This document outlines principles and concepts for emergency management activities. Each level of government is responsible for emergency management. This document also aims to promote collaboration to improve emergency management strategies. Office of the Fire Marshal and Emergency Management (OFMEM) Compliance Guidelines Provides a description of the legislation requirements of municipalities and outlines required measures to achieve compliance. It has the following relevant doctrines: Emergency Management Doctrine for Ontario Incident Management Doctrine for Ontario Canadian Standard, CSA Z1600-17 This Standard provides the requirements to develop, implement, evaluate, maintain, and continually improve an emergency management program for prevention and mitigation, preparedness, response, and recovery. ANSI Standard, Emergency Management Accreditation Standard A set of 64 standards to apply for EMAP accreditation. Expenditure (Operating) Information Source: 2018 FIR Schedule 40 Note: For emergency preparedness the County spent a total of $126,830 on salaries and benefits, and $11,064 on materials in 2018. Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Blandford-Blenheim $7,473 $0 $747 $0 $0 $0 $0 $8,220 $0 $0 $8,220 $1 East Zorra-Tavistock $5,278 $0 $3,175 $0 $0 $0 $0 $8,453 $0 $0 $8,453 $1 Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 South-West Oxford $7,675 $0 $0 $0 $0 $0 $0 $7,675 $0 $0 $7,675 $1 Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $20,426 $0 $3,922 $0 $0 $0 $0 $24,348 $0 $0 $24,348 Schedule 40 - Expenses Page 364 of 817 Watson & Associates Economists Ltd. PAGE A-77 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Revenue (Operating) Information Source: 2018 FIR Schedule 12 Note: There is no funding source currently available to for compliance with provincial legislation for emer gency management. Staffing/Resources Summary of Staffing for Emergency Management Municipality Staffing Information Oxford County 1 County Community Emergency Management Coordinator (CEMC) Blandford-Blenheim Under the portfolio of the Fire Chief East Zorra-Tavistock (shared between Blandford-Blenheim, East Zorra-Tavistock, and Ingersoll) Ingersoll (shared between Blandford-Blenheim, East Zorra-Tavistock, and Ingersoll) Norwich Under the portfolio of the Fire Chief, the Road Superintendent is the designated Alternate CEMC. South-West Oxford Under the portfolio of the Fire Chief, the Clerk is the designated Alternate CEMC. Tillsonburg Under the portfolio of the Fire Chief Woodstock Under the portfolio of the Fire Chief, the Deputy Fire Chief is the designated Alternate CEMC. Zorra Under the portfolio of the Fire Chief Contracted Services No contracted services were identified. Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $0 $0 $0 $0 $0 n/a Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 0% East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 0% Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 0% Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a Total $0 $0 $0 $0 $0 $0 $0 Schedule 12 - Revenues Page 365 of 817 Watson & Associates Economists Ltd. PAGE A-78 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Union Contracts Not applicable to the delivery of this service. Emergency management roles are incorporated into existing staff positions, some of which are unionized. Assets There are not assets specifically attributed to this service profile. Municipal Framework Blandford Blenheim – The Fire Chief works closely with another staff member to remain in compliance with the legislation. East Zorra-Tavistock – The Fire Chief has assistance in running an emergency management program. The program enables the municipality to run training with new staff and Council, and to do public education. Ingersoll - The Fire Chief works to maintain the requirements to remain in compliance with the legislation. The Deputy Fire Chief is attending emergency management training, so they are able to assist the Fire Chief. Norwich - The Fire Chief responsibilities include the role of C.E.M.C. and the Roads Superintendent is the designated Alternate C.E.M.C. The Manager of Health Services and CAO act as the Township Emergency Information Officers. The Township meets the minimum requirements for emergency mana gement as prescribed under the Emergency Management and Civil Protection Act. South-West Oxford – The Fire Chief (C.E.M.C.) and the Clerk (Alternate C.E.M.C.) works to maintain the requirements to remain in compliance with the legislation. Tillsonburg – The Fire Chief works to maintain the requirements to remain in compliance with the legislation. Woodstock – The Fire Chief (C.E.M.C.) and the Deputy Fire Chief (Alternate C.E.M.C.) work to maintain the requirements to remain in compliance with the legislation. Page 366 of 817 Watson & Associates Economists Ltd. PAGE A-79 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Zorra - The Fire Chief works to maintain the requirements to remain in compliance with the legislation. Oxford County Oxford County has a dedicated Emergency Management role (currently in transition). Prior to the amalgamation of health units, the County C.E.M.C. had shared responsibilities between health and county emergency management programs. The alternate C.E.M.C.s are the Paramedic Services on-call management staff (chief and two deputy chiefs). The County C.E.M.C. has traditionally coordinated public education activities with the assistance of their Strategic Communication & Engagement staff. This has included social media, emergency preparedness week campaigns, development and maintenance of the oxford72hours.ca web site. Additionally, they provided subject matter emergency management expertise to the municipalities. Some training and exercise events were held jointly, and the municipalities continue to involve joint training for compliance with provincial requirements In 2019, the long-time incumbent accepted a position elsewhere, and a one-year, 3 day per week CEMC position was established to ensure compliance and program stability while the provincial regional government and shared services reviews were completed. An experienced emergency management professional was engaged to do this and has undertaken an update to the public education program as well as provision of the Basic Emergency Management, Basic Incident Management and Intermediate Incident Management courses. There is a current review of the County’s program underway. This includes the transition to the Incident Management System (IMS). IMS is outlined in the provincial IMS doctrine and deemed to be the de facto municipal emergency management standard during the Elliot Lake inquiry. The County is investing in IMS vests, responsibility chart, quick reference guides, and other equipment for use in training but also available as the IMS implementation advances. Page 367 of 817 Watson & Associates Economists Ltd. PAGE A-80 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx All the other Emergency Management responsibilities are currently combined into the duties assigned to other municipal staff positions. Many of the municipal fire chiefs hold the title of CEMC. Provincial legislation mandates that appropriate municipal st aff participate in required training and exercise(s) on an annual basis. As this training is in addition to their regularly assigned duties it can be difficult to ensure all required staff attend the exercise at the same time. Generally, the resources available to comply with provincially mandated emergency management are stretched and make it difficult to exceed the minimum requirements. Asset Management Plan/Practices There are not assets specifically attributed to this service profile. Capital Budget Policies/Practices The budget for emergency management services is financed through the municipal tax levy. The expenditures for emergency management ensure that the municipalities are in compliance with the legislative requirements. Woodstock - $10,000 from the Fire Department operating budget is included annually within the specifically designated for Emergency Management. Page 368 of 817 Watson & Associates Economists Ltd. PAGE A-81 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Roads, Bridges, Culverts, Active Transportation, and structures Municipalities Providing Roads Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description The municipalities and the County provide road services that meet or exceed the minimum maintenance standards in Ontario. Each municipality is responsible for their road maintenance which includes streetlights, bridges, culverts, winter control, sidewalks, storm sewers, road minimum maintenance standards, locates, ditching, grass cutting, etc. As a group, Roads organizes monthly meetings which have resulted in beneficial arrangements. There is also a joint purchasing group for items like culverts, salt, sand, and other items that are common among the municipalities. The County Road network plan provides for a safe and efficient transportation network to keep the community and economy moving, and manages the programs that support and optimize the transportation network through proper maintenance, operations and safety programs, according to legislation and municipal standards. The Oxford County Road Supervisors Association meets three (3) times per year with a joint meeting through the Tri-County (Elgin, Oxford & Middlesex) held once per year. At the joint meetings ongoing issues, joint training programs and group contracts for materials are discussed. In addition, a common issues group meets quarterly for similar discussions. The service sharing group meets 10 times per year. Woodstock hosts and organizes the Utility Coordination Committee (UCC). Legislative Framework Public Transportation and Highway Improvements Act, 1990 Under this Act are the following regulations: • Standards for Bridges (O.Reg. 427/10) Page 369 of 817 Watson & Associates Economists Ltd. PAGE A-82 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipal Act, 2001 The Municipal Act outlines the authority of municipalities; specifically, here, the following regulation falls under the Act: • Minimum Maintenance Standards for Municipal Highways (O.Reg. 239/02) Road Access Act, 1990 This Act states that persons cannot close an access or common roadway. Bridges Act, 1990 This Act was put in place to protect natural waterways by making it mandatory to build a bridge (or structure) to avoid obstructing the waterway. Transportation Master Plan, 2011 (Woodstock) Transportation Master Plan, 2019 (Oxford County) Trails Master Plan, 2014 (Oxford County) Non-Legislative Guiding Documents Geometric Design Guide for Canadian Roads (TAC Manual), 2017 This document provides design criteria best practices for roadways in Canada. It is referenced by the Ministry of Transportation Ontario (MTO) on constru ction projects where that are in their jurisdiction. Ontario Provincial Standards for Roads and Public Works (OPSS and OPSD), 2019 These are a set of comprehensive standards related to road and other public works. They are updated bi-annually. Secondary Plan Transportation Needs Assessment, 2006 (The City of Woodstock) Page 370 of 817 Watson & Associates Economists Ltd. PAGE A-83 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Expenditure (Operating) Information Note: Costs above include Roads, Bridges & Culverts, Traffic Operations, Winter Control & Street Lighting Source: 2018 FIR Schedule 40 Revenue (Operating) Information Note: Revenues above include Roads, Bridges & Culverts, Traffic Operations, Winter Control & Street Lighting Source: 2018 FIR Schedule 12 Staffing/Resources Summary of Staffing for Roads in Oxford County Municipality Staffing Information Oxford County Total: 36.3 FTEs 1 Transportation & Waste Management 1 Public Works Secretary (combined with Waste Management) 1 Supervisor 4 Foreman 22 Full Time Operators 8 Seasonal Operators (0.4 FTE each from Nov 13 to Mar 30) Summer Students (up to 13) Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $4,301,003 $37,102 $3,023,146 $1,462,968 $542,039 $0 $7,240,834 $16,607,092 $3,008,755 $0 $19,615,847 $152 Blandford-Blenheim $734,586 $0 $1,500,170 $4,575 $0 $0 $1,133,314 $3,372,645 $0 $0 $3,372,645 $456 East Zorra-Tavistock $606,569 $42,752 $983,118 $262,123 $0 $0 $835,380 $2,729,942 $0 $0 $2,729,942 $452 Ingersoll $1,197,967 $142,636 $864,705 $105,467 $0 $0 $1,809,497 $4,120,272 -$73,221 $205,940 $4,252,991 $327 Norwich $911,031 $14,714 $1,013,385 $422,486 $0 $0 $917,217 $3,278,833 $0 $258,870 $3,537,703 $298 South-West Oxford $819,407 $4,311 $900,202 $277,312 $0 $0 $985,347 $2,986,579 $0 $0 $2,986,579 $390 Tillsonburg $1,418,380 $144,869 $900,768 $265,958 $0 $0 $1,323,491 $4,053,466 $384,193 $0 $4,437,659 $253 Woodstock $4,661,135 $119,209 $2,678,942 $608,619 $0 $0 $4,321,500 $12,389,405 $0 $521,600 $12,911,005 $303 Zorra $1,101,828 $222,842 $984,608 $542,527 $0 $0 $908,507 $3,760,312 $0 $0 $3,760,312 $483 Total $15,751,906 $728,435 $12,849,044 $3,952,035 $542,039 $0 $19,475,087 $53,298,546 $3,319,727 $986,410 $57,604,683 Schedule 40 - Expenses Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $442,678 $280,552 $1,312,218 $3,370,000 $0 $49 2% Blandford-Blenheim $240,954 $0 $117,802 $5,908 $0 $0 $0 $49 0% East Zorra-Tavistock $43,952 $0 $113,393 $26,893 $57,356 $0 $0 $40 1% Ingersoll $0 $0 $173,771 $49,454 $216,636 $90,000 $0 $42 1% Norwich $0 $0 $0 $55,747 $205,526 $0 $0 $24 2% South-West Oxford $89,908 $0 $0 $66,197 $65,432 $0 $0 $29 2% Tillsonburg $0 $0 $129,092 $54,232 $927,753 $370,199 $0 $93 1% Woodstock $248,541 $0 $720,939 $673,794 $341,619 $0 $0 $49 5% Zorra $369,962 $0 $0 $5,280 $0 $0 $0 $48 0% Total $993,317 $0 $1,697,675 $1,218,057 $3,126,540 $3,830,199 $0 Schedule 12 - Revenues Page 371 of 817 Watson & Associates Economists Ltd. PAGE A-84 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Staffing Information Blandford-Blenheim Director of Public Works Road Supervisor Public Works Lead Hand Operator/Driver 1 part time winter patroller (20 hrs) One staff member seasonally alternates between Public Works and Community Services East Zorra-Tavistock 1 Manager of Public Works 1 Foreman of Public Works 1 Public Works Lead Hand 4 Operators 1 Summer Student Norwich Manager of Public Works Manager of Roads and Construction 10 Equipment Operators (including 2 Lead Hands) Tillsonburg 1 Road Supervisor 1 Manager of Public Works 9 Equipment Operators 2 season staff that alternate between Parks and PW Have been augmenting their PW staff complement through four 4-month contracts during winter control Woodstock 1 Director of Public Works 4 Public Works Supervisors (Including Fleet and Water Supervisors) 38 Public Works Staff (including garbage/recycling and wastewater operators) 5 Licensed Mechanics 1 Stock Keeper 1 City Engineer 1 Deputy Engineer 1 Development Engineer 8 Engineering Staff 3 Clerks 1 Office Supervisor Contracted Services Oxford County provides line painting services to all municipalities with the exception o f Woodstock. They also perform street sweeping in various Local municipalities, snow clearing (portion of Hwy 2 in Norwich), contract administration on joint water, Page 372 of 817 Watson & Associates Economists Ltd. PAGE A-85 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx wastewater, and roads reconstruction projects (Norwich), and joint capital and resurfacing tenders where possible with Local municipalities. All municipalities – Material supply can be purchased in bulk (e.g. sand, salt, chloride, etc.) Urban Road Maintenance Agreements • Oxford County & Town of Tillsonburg • Oxford County & Town of Ingersoll • Oxford County & City of Woodstock – (contracting out year-round operations on County Roads within urban centre limits) Woodstock • Shoulder grading of rural road sections (grader only) • CCTV (smalls amounts completed by municipal staff) • Line painting (smalls amounts completed by municipal staff) • Ditch work (excavator only) • Parking lot snow clearing (smalls amounts completed by municipal staff) • Woodstock completes line painting for some County roads and charges it back to the County Tillsonburg • Parking lot snow clearing • Asphalt resurfacing • Crack sealing • Tree trimming & removal • Streetlight maintenance • Sign retroreflectivity • Traffic signal maintenance • CCTV of storm sewers • Ontario structure inspection manual (OSIM) structure inspections • Snow clearing Page 373 of 817 Watson & Associates Economists Ltd. PAGE A-86 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx South-West Oxford • Stump grinding • Streetlight maintenance • Bridge maintenance • Sidewalk snow clearing (joint tender with Norwich) • Sweeping and crack sealing (South-West Oxford contracts the County to do this) • Ditch cleaning (South-West Oxford is assisted by other municipalities) Norwich • Parking lot snow clearing (13 lots) • Sidewalk snow clearing (joint tender with South-West Oxford) • Sidewalk salting • Roadside mowing and brush cutting • Tree cutting (with bucket truck) • Dust control application • Gravel road resurfacing (trucking) • Street sweeping • Bridge and culvert inspections • Culvert and catch basin cleaning Oxford County • Shoulder spreader machine attachment for County owned loader (rented) • Phragmites cutting and spraying • OSIM bridge inspections and minor maintenance • Roads Needs Study • Transportation Master Plans • PXO and all-stop warrants • County-wide speed counts (one offs completed internally) • Traffic signal maintenance (ERTH) • Utility locates – street lighting & traffic signals (G-TEL) • Ditch cleaning – gradall capacity Page 374 of 817 Watson & Associates Economists Ltd. PAGE A-87 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Large tree trimming/removal (smaller jobs completed internally) • Collision data review (planned) • Speed data analysis (planned) • Traffic signal timing optimization (planned) • Weather update service • Consulting engineering and contractor construction • Road patrol software East Zorra-Tavistock • Tree removal (contract and own staff) • Streetlight maintenance (ERTH) • Crack sealing (joint tender) • Bridge inspections • Hot mix pouring (larger jobs contracted) • Granular application for loose top roads • Sidewalk snow clearing • Plowing and sand / salt • Parking lot snow clearing (contract and own staff) • Sign inspections • Gravel to hardtop conversion • Street sweeping • Annual dust suppressant application • Winter maintenance • Catch basin cleaning (annually) Blandford-Blenheim • Tree services • Catch basin cleaning (the County will also assist with catch basin cleaning if there is time in their schedule) • Signage (purchased but installed by municipal staff) • Streetlight maintenance (ERTH) Page 375 of 817 Watson & Associates Economists Ltd. PAGE A-88 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Zorra • Hot mix paving • Crack sealing • Trucking gravel • Gravel testing and pit monitoring • Tree trimming • Railway maintenance • Hauling and mixing winter sand/salt • Street sweeping (Zorra contracts the County) • Streetlight locates (Zora contracts ERTH Power) • Parking lot snow clearing (Thamesford only) • Sidewalk snow clearing (Embro only) Ingersoll • Streetlight maintenance • Parking lot snow clearing • Bridge inspections • CCTV storm sewers Union Contracts Oxford County, Woodstock, East Zorra-Tavistock and Norwich have unionized staff. Page 376 of 817 Watson & Associates Economists Ltd. PAGE A-89 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Assets A table below provides a summary of all major infrastructure in Oxford County. Other assets such as guardrails, sidewalks, and traffic signals are excluded from this summary. Inventory of Major Assets in Oxford County Municipality Road (centreline km) Bridges Culverts Street Lighting Plows + Graders Storm Sewer (km) Catch Basins Signalized Lights Blandford-Blenheim 335 57 1,176 373 8 N/A 513 -- East Zorra-Tavistock 211 38 -- 483 5 13,170 (m) -- -- Ingersoll 75 32 32 2,187 5 71 1,815 -- Norwich 359 40 552 -- 14,673 (m) 756 -- South-West Oxford 13 75 -- 7 236 -- Tillsonburg 117 9 7 2,965 7 108 2,624 6 Woodstock 230 11 6 5,881 8** 230 5,576 15 Zorra 474 48 24 -- 14 -- -- -- Oxford County 645 156 156 -- 19 -- -- 37 Total 2,446 216* 1,840* 11,889 73 437 11,520 58 *Totals do not include the combined bridge and culvert inventory from Ingersoll and Oxford County **plows only Oxford County In addition to the assets in Table 2, Oxford Count has 4 Operational Yards in Drumbo, Highland, Springford, Woodstock with anti-icing, sand, salt, snow fence, equipment storage, and fuel. Springford also has the centralized sign shop. The Oxford County fleet includes tandem snow plows (19 total, 2 are spares), a tandem tipping frame, four 1 ton utility/dump box, an ATV, a sign truck, eight ½ ton pick-up trucks, graders four loaders/mower, a line painting truck, and a pavement spreading and roller trailer. Page 377 of 817 Watson & Associates Economists Ltd. PAGE A-90 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipal Framework Boundary Road Agreements • Blandford Blenheim & Woodstock • East Zorra-Tavistock & Blandford Blenheim • East Zorra-Tavistock & Perth East • Norwich & Tillsonburg (under development) • Norwich & Norfolk • Norwich & South-West Oxford • Norwich & Brant • Norwich & Woodstock (service agreement) • Norwich & Oxford County • Oxford County & Brant County • Oxford County & Region of Waterloo • Oxford County & Perth County • Oxford County & Norfolk County • Oxford County & Wilmot Township • Oxford County & Middlesex County • Tillsonburg & Bayham • Zorra & East Zorra-Tavistock • Zorra & Ingersoll • Zorra & Perth East • Zorra & Perth South • Zorra & Thames Centre Transportation System Planning (Oxford County) • 2019 Transportation Master Plan • Active transportation & trails (access for crossings, line fencing) • 2014 Trails Master Plan (typically working on 1.2m wider asphalt platform as part of regular road resurfacing, Share the Road signage) • Capital planning (Woodstock also completes this) • Capital Works project delivery (Woodstock also completes this) Page 378 of 817 Watson & Associates Economists Ltd. PAGE A-91 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx o In house: procurement, contract admin, construction inspection and surveying, and property acquisition o Contracted services for consulting engineering and contractor construction • Operations budget (Woodstock also completes this) • People & Goods Movement o Traffic demand management (carpools, telecommute, work from home) o Inter-regional transportation connectivity – SouthwestLynx Plan & Intercommunity Bus Network o Enhanced Passenger Rail • Road rationalization with Local municipalities • Road widening/urbanization/intersection upgrades (Woodstock also completes this) • Low carbon transportation provisions (electric vehicle infrastructure, roundabouts, autonomous vehicles, etc.) • Oxford County’s Electric Vehicle Accessibility Plan • Retaining wall condition needs assessments (CNAs) (Woodstock also completes this) • Class Environmental Assessment (EA) Studies (Woodstock also completes this) Traffic Management (Oxford County) • Corridor management o Road safety program o County-wide traffic calming and speed management o Automated speed enforcement (ASE) o Review of annual collision data o Emergency detour routes (EDR) o Pedestrian crossings o All stop warrants • Traffic signal optimization and lighting • Parking and signage • Load restrictions reduced load limits Page 379 of 817 Watson & Associates Economists Ltd. PAGE A-92 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx o East Zorra-Tavistock (Mar 1 – Apr 30) o South-west Oxford (Mar 1 – Apr 30) o Norwich (Mar 1 – Apr 30) o Oxford County (Mar 1 – Apr 30) o Blandford Blenheim (Mar 1 – Apr 30) o Zorra (Feb 15 – Apr 30) • Moving permits • By-law enforcement Transportation System Management (Oxford County) • Road patrol (Woodstock also completes this) • Road pavement management program (Woodstock also completes this) o Road resurfacing o Rehab o Crack sealing o Hotmix/padding for potholes o Edging rehab • Line painting (Woodstock also completes this) • Winter road maintenance / level of service consistent with minimum maintenance standards (Woodstock also completes this) • Weed spraying (Woodstock also completes this) • Guide rail installation (Woodstock also completes this) • Traffic impact studies (Woodstock also completes this) • Access management (Woodstock also completes this) • Permits (entrance, municipal consent, etc.) • Land dedication (right-of-way [R-O-W], daylight triangles) (Woodstock also completes this) • Customer service (Woodstock also completes this) • Optimization (Woodstock also completes this) • Railway crossings and safety assessments / enhancements (Woodstock also completes this) Road Minimum Maintenance Standards Page 380 of 817 Watson & Associates Economists Ltd. PAGE A-93 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx All municipalities – provide a level of service that is beyond the minimum maintenance standards. Blandford-Blenheim – Approximately 2/3 of their roads are gravel and the remaining are asphalt. East Zorra-Tavistock – Gravel road maintenance and roadside mowing is completed by Township staff. County – All roads are asphalt. There are on road bike lanes and multi-use trails in some areas. A Roads Needs Study is conducted every 5 years. South-West Oxford – There is an even split of urban and rural roads in South -West Oxford. Gravel resurfacing is done in house. The majority of the roads in Woodstock and Tillsonburg are urban, asphalt roads. Winter Maintenance and Sidewalks Blandford-Blenheim – Winter sidewalk snow clearing and salting on all sidewalks, and Fire Hall and Office parking lots are contracted. Arena, community centers and municipal lots done by own forces. Tillsonburg – Performs winter sidewalk snow removal and salting. Through Urban Road Maintenance Agreement the Town plows most of the County roads and charges back for that service. Woodstock – Woodstock has a By-law requiring its property owners to clear their sidewalks within 24 hours of a snow event. Zorra – Parking lot and sidewalk snow clearing is done by a mixture of municipal staff and contracted services. The contracted portions are listed in the Contracted Services section. Page 381 of 817 Watson & Associates Economists Ltd. PAGE A-94 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Storm Sewers Local municipalities receive homeowner applications for service lateral connections to stormwater infrastructure, their building inspectors issue permit (holds permit till fees paid), and the Local municipalities collect the fee. Local municipalities operate County owned stormwater infrastructure within County Road R-O-W; however, there is currently no reporting structure in place to ensure the maintenance undertaken is provided to the County for asset management or the capital program. Blandford-Blenheim – Catch Basins are under the purview of Public Works. East Zorra-Tavistock – Culvert driveway repair and installation is completed by Township staff. Ingersoll - Zorra and Ingersoll jointly contract catch basin cleaning. Norwich – Catch Basin cleaning is done on a cyclical basis. South-West Oxford – Catch Basin cleaning is completed on a cyclical basis. Tillsonburg – CCTV is completed on a cyclical basis in the storm sewers. Woodstock – Catch Basin cleaning is completed on a cyclical basis. CCTV to update the sewer condition assessment is also completed on a cyclical basis. Maintenance hole adjustments, and culvert and ditch maintenance are also completed. Within City limits, the City has GIS information on and maintains all storm sewers. Zorra – Zorra and Ingersoll jointly contract catch basin cleaning. Bridges All municipalities undertake the biannual OSIM bridge inspections. Other MESH Tracker is used for a variety of applications for compliance with minimum maintenance standards. Page 382 of 817 Watson & Associates Economists Ltd. PAGE A-95 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx East Zorra-Tavistock – park grass cutting is completed by Township Road staff and Recreation staff County – Staff use Road Patrol software. The County also oversees corridor management. Woodstock - Bus shelter, traffic signal, streetlight and weed maintenance, and grass cutting, Phragmites cutting and spraying, road occupancy permits, and retaining wall and guard rail repairs are completed in Woodstock. The City uses Burnside Road patrol software. The City also completes Secondary and Servicing Studies as needed. Zorra – Zorra is considering combining the yards in Embro and Kintore into a single yard. Asset Management Plan/Practices Blandford-Blenheim The municipality maintains an inventory with pertinent information on the assets (e.g. in - service date, age, age-based condition). The asset tracking does not include categories related to replacement cost and the replacement cost date. This information is available in the Asset Management Plan (AMP) which includes information related to Road Networks and Bridges and Culverts. It provides asset quantities, a report card, forecasts replacement needs and a financial strategy. East Zorra-Tavistock The municipality maintains a high-level inventory with information on the asset condition (e.g. quantity, service life remaining, age). The asset tracking does not include categories related to in-service date, replacement cost, and the replacement cost date. Some of this information is available in the AMP which includes sections on Road Networks, Bridges and Culverts, and the Storm Network. It also provides asset quantities, a report card, forecasts replacement needs and a financial strategy. East Zorra-Tavistock is working on updating their 2018 Asset Management Plan. Page 383 of 817 Watson & Associates Economists Ltd. PAGE A-96 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Ingersoll The municipality maintains an inventory with pertinent information on the assets (e.g. date of acquisition, adjusted useful life, probability of failure, in-service date). The asset tracking does not track categories like the replacement cost, the date when an asset becomes fully amortized, and the replacement cost date. This information is available in the AMP which includes information related to the Road Networks, Bridges and Culverts, and Storm Network assets. It provides profiles on groups of assets (e.g. sidewalks, bridges and culverts over 3 m) describing their quantity, rehab and replacement criteria/strategies, and life cycle consequences. The AMP also includes a financial strategy for asset replacement. Norwich The municipality maintains an inventory with information on the assets (e.g. quantity, replacement cost, and condition rating). The asset tracking does not include categories related to in-service date and the replacement cost date. This information is available in the AMP which includes detailed on Road Networks, Bridges and Culverts, and the Storm Network. The AMP also provides detailed listings for the assets, and a long -term plan for sustainability. South-West Oxford The municipality maintains an inventory with information on the assets (e.g. in -service date, quantity, and service life remaining). The asset tracking does not include categories related to replacement cost or the replacement cost date. This information is available in the AMP which includes sections on Road Networks, Bridges and Culverts, and the Storm Network. The AMP also provides detailed listings for the assets, and a long-term plan for sustainability. Tillsonburg The municipality maintains an inventory of the road and storm infrastructure assets with information on the assets (e.g. in-service date, quantity, condition rating, remaining service life, and replacement cost). This information is available in the AM P which includes sections on Road Networks, Bridges, and the Storm Network. The AMP also provides detailed listings for the assets, and a long-term plan for sustainability. Page 384 of 817 Watson & Associates Economists Ltd. PAGE A-97 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Woodstock The municipal AMP includes detailed sections on Road Networks, Bridges and Culverts, and the Storm Network. The AMP also provides asset quantities, a report card, forecasts replacement needs, and a financial strategy. The information gathered from Woodstock indicated that they maintain a 5-year plan for road work. Zorra The municipality maintains an inventory with information on the assets (e.g. quantity, in - service date). The asset tracking does not include categories related to replacement cost and the replacement cost date. Some of this information is available in the AMP which includes detailed sections on Road Networks, and Bridges and Culverts. The AMP also provides information for the assets, and a long -term plan for sustainability. Oxford County The County maintains an inventory with all pertinent information on the asset (e.g. date of acquisition, adjusted useful life, probability of failure, in -service date). The asset tracking also tracks categories like the replacement cost, the date when an asset becomes fully amortized, and the replacement cost date. The assets listed by the County are assessed for replacement based on age. The historical the life expectancy of this asset is considered when the County is completing its capital forecasting. In addition, the asset list includes the annual requirement for assets that are incorporated into the annual budget process. In addition, the County conducts Road and Bridge Need Studies every 5 and 2 years, respectively. The County AMP includes two detailed sections on Road Networks, and Bridges and Culverts. This provides information used to prepare the annual five- and ten-year capital forecasts. Capital Budget Policies/Practices • Each budget is financed through municipal tax levy, and development charges. • The majority of the municipalities have reserves for bridge and culvert replacement. Page 385 of 817 Watson & Associates Economists Ltd. PAGE A-98 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • A well-defined model for cost sharing storm infrastructure between the local municipalities and the County does not exist. Storm infrastructure on County roads is typically associated with the County road and fully funded by the County. However, the drainage being collected may come from Local municipal roads. Page 386 of 817 Watson & Associates Economists Ltd. PAGE A-99 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Transit Municipalities Providing Transit Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ General Description Transit and paratransit services are available in some of the municipalities in Oxford County. Paratransit services provide specialized, bookable services that are typically more specialized than regular transit because they offer door to door pickup/drop off, and assistance from the driver. Legislative Framework Public Vehicles Act, 1990 This Act defines public vehicles and taxicabs and mandates the use of an operating license and lists the rights of a person who has an operating license. It outlines the fine structure for licensing infringements. The following regulation was created under this Act: • General (R.R.O. 1990, Reg. 982). Public Transportation and Highway Improvement Act, 1990 This Act governs the authority of Ontario’s Ministry of Transportation (MTO) within the rights-of-way of provincial highways. Under this Act is the following regulation: • Use of Commuter Parking Lots, Transit Stations and Rest, Service and Other Areas (O.Reg. 206/06) which indicates how parking areas can be used and for what duration. Accessibility for Ontarians with Disabilities Act (AODA), 2005 Page 387 of 817 Watson & Associates Economists Ltd. PAGE A-100 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx AODA mandates organizations in the public, private, and non -profit sectors to follow standards that make them more accessible, specifically for people with disabilities (e.g. visual impairment, physical conditions, mental health challenges, etc.). Part Four of O.Reg. 191/11, Integrated Accessibility Standards, outlines accessibility standards for transportation. In relation to public transportation this would include visual and audio recordings of transit stops on moving vehicles and at shelter/stop locations. Also included are standards on fares, priority seating and duties to municipalities. Expenditure (Operating) Information Source: 2018 FIR Schedule 40 Note: Costs above include Transit – Conventional, and Transit – Disabled & Special Needs Revenue (Operating) Information Source: 2018 FIR Schedule 12 Note: Revenues above include Transit – Conventional, and Transit – Disabled & Special Needs Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $1,467 $0 $1,687 $66,646 $0 $0 $0 $69,800 $0 $3,552 $73,352 $6 Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Tillsonburg $0 $0 $28,850 $69,553 $0 $0 $0 $98,403 $0 $0 $98,403 $6 Woodstock $1,673,239 $0 $939,520 $842,506 $8,968 $0 $478,914 $3,943,147 $0 $227,005 $4,170,152 $96 Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $1,674,706 $0 $970,057 $978,705 $8,968 $0 $478,914 $4,111,350 $0 $230,557 $4,341,907 Schedule 40 - Expenses Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $0 $0 $0 $0 $0 n/a Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $0 $0 $0 $21,051 $0 $0 $0 $2 30% Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a Tillsonburg $54,075 $0 $0 $7,902 $0 $0 $0 $4 8% Woodstock $0 $0 $0 $732,952 $510,612 $0 $0 $30 19% Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a Total $54,075 $0 $0 $761,905 $510,612 $0 $0 Schedule 12 - Revenues Page 388 of 817 Watson & Associates Economists Ltd. PAGE A-101 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Summary of Staffing for Transit Municipality Staffing Information Woodstock 7 FTEs 25 PTEs Contracted Services Ingersoll - Paratransit service is fully contracted including equipment. Tillsonburg - Transit service is fully contracted including equipment. Woodstock – Paratransit service is a combination of contracted delivery and in-house resources. Conventional Transit is fully in-house. Union Contracts In Woodstock, transit roles are incorporated into existing staff positions, some of which are unionized. Assets City of Woodstock Transit assets include 13 forty-foot conventional buses, 2 para- buses, a bus storage building, transit terminal and miscellaneous stops and shelters. Municipal Framework Ingersoll Ingersoll offers paratransit services to those who qualify for it. This service is contracted. Tillsonburg Tillsonburg offers a single, fixed route service that runs hourly between 6 am and 6 pm. This service is contracted. Page 389 of 817 Watson & Associates Economists Ltd. PAGE A-102 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Tillsonburg successfully applied for MTO funding in 2018 for an inter-community transit service. It is planned to connect Tillsonburg, Norwich, Woodstock, Ingersoll, and South - West Oxford on a fixed loop as well as providing transit service to neighbouring communities (Langton, Delhi, Port Burwell) and service into London Victoria Hospital through Dorchester and Nilestown. Submission of an inter-community sustainability plan is a requirement of the MTO grant funding that will likely look to municipal partnerships to help keep the pilot project viable. Woodstock Woodstock has 6 bus routes and a paratransit service for those who qualify for it. The bus routes offer ½ hour service between 6am to 10pm Monday to Friday, and 8am to 10pm Saturdays. Paratransit service is offered during the hou rs of regular transit services. Transit service in Woodstock is funded through grants, taxes and fares. Fares are collected using the OneCARD / SmartCard bus pass system. Bus advertising is also available at set monthly rates based on their location, exterior and interior bus advertising options exist. Oxford County The County is advocating for an inter-regional transportation system that includes enhanced passenger rail and an intercommunity bus transit systems (i.e. SouthwestLynx). Asset Management Plan/Practices Tillsonburg & Ingersoll – services are contracted and therefore there no assets. Woodstock The municipal AMP (2016) includes information on transit assets in the Facilities and Vehicles sections. The AMP also provides asset quantities, forec asts replacement needs, and a financial strategy. Page 390 of 817 Watson & Associates Economists Ltd. PAGE A-103 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Capital Budget Policies/Practices Ingersoll – Not applicable. Tillsonburg – Not applicable. 2018-2022 Capital Budget Core Program – City of Woodstock Transit is included at a departmental level in the 2018-2022 capital budget (core programs) for the City of Woodstock. There are items in the capital budget for transit assets, such as bus shelters and para transit buses and for the transit building for 2018, 2019, 2020 and 2021. Page 391 of 817 Watson & Associates Economists Ltd. PAGE A-104 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Airports Municipalities Providing Airport Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ General Description: The Town of Tillsonburg has an aerodrome with 3 runways (1 paved and 2 grass), several taxi ways, one public apron, 19 general aviation hangars, 5 commercial hangars, and an administration building with a Flight School and café/restaurant. The aerodrome covers approximately 600 acres and is located in South-West Oxford but is owned and operated by the Town of Tillsonburg. It is recognized by Canadian Border Services Agency (CBSA) as an Airport of Entry (AOE 15) capable of supporting transborder operations for up to 15 passengers. The Tillsonburg Regional Airport is classified as a registered aerodrome in accordance with Canadian Aviation Regulations and as such is not a scheduled service passenger airport. Legislative Framework: Aeronautics Act, 1985 Authorizes the control of aeronautics. Most airports have zoning regulations under this Act. The two following regulations are part of the Act: • Canadian Aviation Regulations (SOR/96-433) which outlines runway standards, and aircraft noise standards by referencing international standards. It also includes wildlife control measures that discourage wildlife from interfering with airport activities, and outlines operating and flight rules. • Canadian Aviation Security Regulations (SOR/2011-318), to enhance preparedness, and facilitate the detection, prevention and response to events that may occur. Page 392 of 817 Watson & Associates Economists Ltd. PAGE A-105 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Canadian Transportation Accident Investigation and Safety Board Act This Act outlines the reporting and investigation system for incidents affecting airport/aerodrome safety. The Transportation Safety Board Regulations (SOR/2014-37) Non-Legislative Material: Aerodromes Standards and Recommended Practices – TP 312 Runway standards are included in these practices. Airports Capital Assistance Program (ACAP) The Government of Canada has an ACAP for improvements at local and regional airports. To qualify airports must meet federal certification requirements and serve between 1,000 and 525,000 commercial passengers per year. Airports located in remote areas do not have to meet the minimum service requirement. Expenditure (Operating) Information: Source: 2018 FIR Schedule 40 Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $0 $0 $0 $0 $0 $5,000 $0 $5,000 $0 $0 $5,000 $0 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Tillsonburg $113,941 $4,481 $248,648 $42,153 $0 $0 $22,067 $431,290 $11,340 $0 $442,630 $27 Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $113,941 $4,481 $248,648 $42,153 $0 $5,000 $22,067 $436,290 $11,340 $0 $447,630 Schedule 40 - Expenses Page 393 of 817 Watson & Associates Economists Ltd. PAGE A-106 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Revenue (Operating) Information: Source: 2018 FIR Schedule 12 Note: The airport receives approximately $130,000 in operating rent revenue (reported on FIR Schedule 10). Staffing/Resources Table 1. Summary of Staffing for Airports Municipality Staffing Information Tillsonburg One full-time staff member and three part-time staff members. Town Council has appointed an Airport Advisory Committee (TAAC) comprised of two elected officials from the Town and the Township of South-West Oxford, in addition to nine appointees. TAAC makes recommendations to Council on matters related to the Tillsonb urg Regional Airport. The committee does not have any authority to make major decisions regarding the operation or development of the Airport. Contracted Services: There are no contracted services for the airport. Union Contracts: There were no union contracts identified. Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $0 $0 $0 $0 $0 0% Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a Tillsonburg $0 $0 $5,000 $258,492 $0 $0 $0 $16 60% Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a Total $0 $0 $5,000 $258,492 $0 $0 $0 Schedule 12 - Revenues Page 394 of 817 Watson & Associates Economists Ltd. PAGE A-107 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Assets There are various assets associated with the airport such as the paved runway, administrative building, fueling stations, and air navigation facilities. These assets are all maintained by the Town of Tillsonburg as the owner and operator of the airport. The air navigation facilities at the Tillsonburg airport are: (1) Instrument Flight Procedures • Non-precision instrument approach (GPS-based lateral navigation [LNAV] instrument flight procedure [IFP]) on Runway 08 • A VHF omnidirectional range/distance measuring equipment IFP (VOR/DME IFP) (2) Visual Aids • Aerodrome beacon • Low-intensity runway edge lighting (Runways 08-26) • Low-intensity threshold and runway end lighting (Runways 08 -26) • Aircraft radio control of aerodrome lighting (ARCAL) System • Lighted windsocks Municipal Framework In October 2019 Tillsonburg completed an Airport Feasibility Analysis Study. This report contains a variety of recommendations for consideration. There is a café/restaurant located in the administration building. The operations of the restaurant/café are undertaken by a third party who rents the space from the Town. The Town of Tillsonburg leases the land for hangar space as well as the land for agricultural purposes. The hangars are privately built and operated. Asset Management Plan/Practices Tillsonburg maintains a vehicles, machinery, and equipment inventory that includes information on two airport assets (e.g. in-service date, replacement cost, replacement cost date, etc.). The remaining assets are not included in the inventory but were Page 395 of 817 Watson & Associates Economists Ltd. PAGE A-108 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx included as part of the Airport Feasibility Analysis Study. The Asset Management Plan includes information on the airport building asset conditions but does not include information related to the replacement of the build ings. Through changes made by staff, the airport has made great strides in balancing operating costs and revenues and are almost equal. However, a roadblock exists in that it is difficult to incorporate capital needs into the budget and there are not sufficient reserve contributions. Capital Budget Policies/Practices Tillsonburg is the primary contributor of funding for capital and operating expenses for the airport services with a small annual grant from Oxford County. The County has increased its grant to the airport for 2020 from $5,000 to $30,000. The airport is included in the Tillsonburg’s annual financial plan with budget allocated to it for 2019. Operating budget requirements saw an increase from 2018 to 2019 of $4,600. Page 396 of 817 Watson & Associates Economists Ltd. PAGE A-109 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Wastewater (Municipal) Municipalities Providing Wastewater Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ General Description The County owns 11 wastewater collection systems and 9 wastewater treatment plants across Oxford County. The County operates 9 wastewater systems that are located in Woodstock, Tillsonburg, Ingersoll, Thamesford, Tavistock, Plattsville, Drumbo, Mount Elgin, and Norwich. Wastewater from the communities of Embro and Innerkip is transferred to the Woodstock wastewater treatment plant for treatment. Woodstock and Tillsonburg are contracted by the County to operate the wastewater collection systems within their urban boundaries. The County wastewater treatment plants also collect waste from industrial and commercially zoned areas. Wastewater services provided for the collection and treatment of these wastewaters must discharge within limits contained in each plants’ Environmental Compliance Certificate. Transportation and treatment of sewage is important to upholding standards of health and safety. Wastewater collections is under the care of the Oxford County Water Operations division with the exception of the major lift stations at or near the plants at Woodsto ck, Ingersoll, Tillsonburg and Thamesford which are operated and maintained by the Wastewater Treatment Operations staff. The Water Operations division staff actively oversee 28 different monitoring sites throughout the wastewater collection system. Wastewater services provide a contained method of transporting municipal, industrial, and commercial sewage to facilities that treat the wastewater to government standards prior to being released to the natural environment. Transportation and treatment of sewage is important to upholding standards of health and safety. Page 397 of 817 Watson & Associates Economists Ltd. PAGE A-110 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Legislative Framework Wastewater Systems Effluent Regulations (SOR/2012-139), 2012 These Regulations are established under the Fisheries Act, 1985 and set a baseline quality standard because wastewater can be discharged into a body of water under a different jurisdiction. The timeline to achieve compliance ranges from 2020, 2030, and 2040 based on the level of risk associated with each facility. The risk is based on the prevalence of “deleterious substances”. Ontario Water Resources Act, 1990 The overall purpose of this Act is to promote the long- term well-being of Ontario in terms of the environment, socially, and economically. • Water Works and Sewage Works (O.Reg. 435/93), 2017 which establishes the classification of facilities, licensing of operators, and provides operating standards. Environmental Protection Act, 1990 This Act provides the framework to addresses sources of water pollution by cre ating the authority to create regulations. In relation to storm water the following regulations were created under the Act: • Environmental Compliance Approval in Respect of Sewage Works (O.Reg. 208/19); and, • Waste Disposal Sites, Waste Management Systems and Sewage Works Subject to Approval under or Exempt from the Environmental Assessment Act (O.Reg. 206/97). Municipal Water and Sewage Transfer Act, 1997 This Act transferred the ownership of provincially owned water and wastewater plants to municipalities. Page 398 of 817 Watson & Associates Economists Ltd. PAGE A-111 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Water Opportunities and Water Conservation Act, 2010 The purpose of this Act is to foster new technologies related to water, wastewater and stormwater, create opportunities for economic development and clean-technology jobs, and to protect water resources for future generations. Municipal Class EA Act (as amended), 2015 This Act establishes a planning and approval process for a variety of municipal infrastructure projects including municipal wastewater projects. Schedules A, A+, B, and C apply to various municipal wastewater projects. Nutrient Management Act, 2002 This Act provides management of nutrient containing materials to protect the environment and allow for future agricultural use of lands. Non-Legislative Guiding Documents: Ontario Provincial Standards for Roads and Public Works (OPSS and OPSD), 2019 These are a set of comprehensive standards related to road and other public works. They are updated bi-annually. Municipal Framework: Many municipalities have By-Laws that outline their wastewater use and rates, and treatment facility discharge limits. Oxford County has By-Law No. 5903-2017 which outlines the 2017-2020 water and sanitary sewer rates, and By-Law No. 2719-87 which regulates the discharge of sewage into the County of Oxford sanitary sewer system. By- Law No. 2719-87 was amended in 2015 (By-Law No. 5715-2015) to include prohibiting the discharge or deposit of landfill leachate from any privately owned or operated facility. Page 399 of 817 Watson & Associates Economists Ltd. PAGE A-112 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Expenditure (Operating) Information Source: 2018 FIR Schedule 40 Note: Costs above include Wastewater Collection/Conveyance and Wastewater Treatment & Disposal Revenue (Operating) Information Source: 2018 FIR Schedule 12 Note: Revenues above include Wastewater Collection/Conveyance and Wastewater Treatment & Disposal Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $2,602,461 $669,390 $2,263,166 $1,975,539 $151,498 $0 $3,025,964 $10,688,018 $2,590,238 $0 $13,278,256 $98 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $2,602,461 $669,390 $2,263,166 $1,975,539 $151,498 $0 $3,025,964 $10,688,018 $2,590,238 $0 $13,278,256 Schedule 40 - Expenses Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $20,548,798 $300,658 $599,312 $0 $196 192% Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a Total $0 $0 $0 $20,548,798 $300,658 $599,312 $0 Schedule 12 - Revenues Page 400 of 817 Watson & Associates Economists Ltd. PAGE A-113 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Summary of Staffing for Wastewater Municipality Staffing Information Oxford County Wastewater Treatment 9 Operators 2 Wastewater Bylaw Enforcement Officers 1 Supervisor of Wastewater Treatment 2 Foreman of Wastewater Treatment (North/South) The staff are organized as a North and South staff, with Woodstock, Plattsville, Drumbo, and Tavistock in the North and Ingersoll, Thamesford, Mt. Elgin, Norwich, and Tillsonburg in the South. There are six unionized staff in the South staff; two millwrights and four operators. There are seven unionized staff in the North staff; two millwrights, four operators and a truck driver. This makes for 13 unionized employees across both staffs. There are also two fully licensed foremen (non-unionized), one in the North and one in the South that are the operator in charge (OIC). In addition, there are two non-unionized sewer use by-law enforcement officers that report to the Wastewater Treatment Supervisor. The Wastewater Treatment Supervisor is the overall responsible operator (ORO). After hours ORO is rotated by schedule between the two foremen and the supervisor. Wastewater Collection (shared with Water Operations) 1 Supervisor (full time) 1 Foreman (full time) 8 Operators (full time) 1 Contract Operator (full-time) 1 Locate Technician (full-time) Tillsonburg Wastewater Collection 1 Manager of Water & Wastewater 1 Supervisor of Water & Wastewater 4 Licensed Wastewater Operators There are no dedicated staff to sanitary sewers in Tillsonburg, a majority of the work is contracted out (i.e. CCTV, repairs, renewal etc.). Woodstock Wastewater Collection 3 Licenced Wastewater Operators 1 Operator in Training (OIT) Page 401 of 817 Watson & Associates Economists Ltd. PAGE A-114 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Staffing Information 3 Staff preparing for OIT There are no dedicated staff to sanitary sewers in Woodstock. The majority of work will be performed by the vactor truck, skilled labourers, and heavy equipment operators There is a plan to further train and dedicate staff to wastewater so that the City can be more proactive in the maintenance and repair of sewers in the City. Contracted Services CCTV is a contracted service in Tillsonburg, Woodstock and Oxford County. Locates and biosolid land application for beneficial reuse are contracted services in Oxford County. Locates for wastewater collection are completed by municipal staff in Tillsonburg and Woodstock. There are service agreements (O&M) between Oxford County and Woodstock, and Oxford County and Tillsonburg; both have expired. Wastewater Collection Agreements (expired) • Oxford County & Woodstock • Oxford County & Tillsonburg • Oxford County & Ingersoll Additionally, the County operates a private sewage pumping station at the eastbound 401 Service Centre under contract with the owner. Union Contracts There are thirteen unionized staff that work in wastewater for the County. The Town of Tillsonburg does not have unionized staff. The City of Woodstock has unionized staff. Page 402 of 817 Watson & Associates Economists Ltd. PAGE A-115 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Assets A table below provides a summary of all major wastewater infrastructure in Oxford County. Other assets such as vehicles, collection tanks, and sampling huts are excluded from this summary. Inventory of Major Assets in Oxford Municipality Sewer Network (km) Lagoon Systems Treatment Facilities Pumping Station Odour Control Facility Oxford County 600 of sewer and forcemains 3 6 27 plus 1* 2** *There is 1 private sewage pumping station, included in the total here **Located in Woodstock, designed to reduce odour entering Woodstock Woodstock The City owns a vactor truck which serves for both sanitary and storm sewer maintenance. The City also owns a mainline sewer camera and several mini cams for sewer blockage investigations. South-West Oxford South-west Oxford has nine (9) buildings that have individual septic systems for Wastewater. The building are: Municipal Office, Public Works Shed, Brownsville Community Hall/Fire Department, Dereham Community Hall, Salford Community Hall, Foldens Community Hall, Beachville Museum, former Policing Office (Beachville), and Beachville Fire Hall. Page 403 of 817 Watson & Associates Economists Ltd. PAGE A-116 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipal Framework Wastewater is fully funded by user fees (rates). Woodstock • Locates for wastewater collection are done by municipal staff • Sanitary sewer replacement typically drives roads reconstruction • CCTV is completed on a cyclical basis • Upgrading their system based on growth and servicing • The County does billing for Woodstock • Private drain connections are the responsibility of the landowner • Secondary and Servicing Studies completed as needed • Customer service • Maintains GIS information of collection system • Regular flushing program • Technical reviews • Development application review • Swabbing program Tillsonburg • Locates for wastewater collection are completed by municipal staff • Sanitary sewer replacement is driven by the roads replacement plan • CCTV is completed on a cyclical basis • Developing a comprehensive proactive Sanitary Maintenance Program (i.e. infiltration and inflow (I&I), manhole inspection program, CCTV, etc.) • Billing is completed by the Town of Tillsonburg • Private drain connections are the responsibility of the landowner • Regular flushing program • Swabbing program • Technical reviews • Development application review Page 404 of 817 Watson & Associates Economists Ltd. PAGE A-117 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Oxford County • ERTH is used as the billing agent • Introducing a County wide SCADA system • Municipally maintained large septic system community (Mt. Elgin) • Responsible for the maintenance of grinder pumps • Responsible for the storage of biosolids Oxford County Specific Services • Wastewater Planning and Administration o Master planning and Class Environmental Assessment studies o Annual and long-term operations and capital budget o Rate studies and By-law development o Asset management and capital delivery support o Area municipal and cross-border servicing agreements (operations, engineering, servicing) o Meter reading and billing contracts • Customer Service o Communication, education and outreach o Complaints resolution o Public information centres o Tour coordination o Billing inquiries • Wastewater Treatment Plant Management o Operations and maintenance o Process engineering and optimization studies o Effluent quality management (includes monitoring, testing and compliance reporting) o SCADA • Regulatory Compliance Management o Health and Safety management o Wastewater By-laws and enforcement o Environmental Compliance Approval (ECA) o Emergency management Page 405 of 817 Watson & Associates Economists Ltd. PAGE A-118 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Wastewater Collection Management o Operations and maintenance o System optimization studies o Servicing and technical reviews and approvals o Development application review o Secondary plan / area servicing plans / functional servicing reports o Hydraulic modelling (including maintenance and calibration) o CCTV o Locates (WW) o Sanitary inflow and infiltration Biosolids Generation In 2018, there were approximately 4,800 wet tonnes of dewatered biosolids generated by the Woodstock, Ingersoll and Tillsonburg WWTPs. The Thamesford WWTP generated 1,100 m³ of liquid biosolids while approximately 1,300 m³ of raw sludge was transported from the Drumbo WWTP to the Woodstock WWTP for primary sludge co - thickening. Land Application Program In 2018, there were approximately 3,000 wet tonnes of dewatered biosolids land applied and 1,100 m³ of liquid biosolids utilized for its nutrient value. The quality of biosolids from all facilities were compliant with the Nutrient Management Act (NMA) regulations governing Non-Agricultural Source Material (NASM). Biosolids Centralized Storage Facility When the material cannot be directly land applied during the winter months, biosolids are stored at the County’s BCSF which is designed to provide a minimum of 240 days storage. The capacity of the BCSF can store approximately 7,000 m³ of biosolids material. Asset Management Plan/Practices The County, who owns all wastewater infrastructure, maintains an inventory of the assets with all pertinent information on the asset (e.g. date of acquisition, adjusted Page 406 of 817 Watson & Associates Economists Ltd. PAGE A-119 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx useful life, probability of failure, in-service date, etc.). The asset tracking also tracks categories like the replacement cost, the date when an asset becomes fully amortized, and the replacement cost date. The assets listed by the County are assessed for replacement based on age and consultation from the Operating Authorities. The historical the life expectancy of this asset is considered when the County is completing its capital forecasting. In addition, the asset list includes the annual requirement for assets that are incorporated into the annual budget process. The information for asset management related to assets maintained by City of Woodstock and Town of Tillsonburg staff is communicated to the County from City and Town staff, respectively. The local municipality staff maintain an inventory of the assets and provide updated copies to the County on a regular basis. The County Asset Management Plan provides information that is used to prepare the five- and ten-year capital forecasts. The following reviews were completed in 2019: • CS 2019-42 Asset Management Systems Review • CS 2019-30 Water and Wastewater Billing and Collections Policies Review • CS 2019-09 Water and Wastewater Billing and Collections Review Capital Budget Policies/Practices The budget for wastewater treatment and collection is financed through wastewater user fees. Residents are billed monthly for water based on their household use. The rates for wastewater services are set by Council through a by-law which will be reviewed in 2020. Capital forecasting is based on historical life expectancy of assets versus their future demand. Future demands from development are also considered during capital forecasting. Trends & Best Practices • Funding from grants that have lowered the impact • New wastewater initiatives are included in the budget Page 407 of 817 Watson & Associates Economists Ltd. PAGE A-120 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Development charges help recover capital costs associated with growth in the County • There is a trend to optimize plants instead of building new ones Page 408 of 817 Watson & Associates Economists Ltd. PAGE A-121 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Water (Municipal) Municipalities Providing Water Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ General Description All water infrastructure is owned by Oxford County. The County operates 17 amalgamated drinking water systems (with 64 active well sites and 89 monitoring sites) that provide clean drinking water to 21 communities (~33,579 customers). Through agreements, Tillsonburg and Woodstock operate and maintain the County’s water distribution systems within their urban boundaries (excluding storage and pumping). The goal of water services is to provide a necessary resource – access to clean drinking water. Water is an important aspect of everyday life. The assets related to this service include everything from source to tap, and everything in between. Legislative Framework Safe Drinking Water Act, 2002 The Safe Drinking Water Act (SDWA) provides regulatory framework to protect drinking water consumers. It enhances the level of drinking water protection for treatment and distribution. Some key features of the SDWA are: • Ontario Drinking Water Quality Standards Regulation (O. Reg. 169/03) which outline legally binding standards for contaminants in drinking water; • Drinking Water Systems Regulation (O. Reg. 170/03), as amended, which created requirements for sampling and testing drinking water, mandatory reporting of adverse test results, and establishes specific requirements for the minimum levels of treatment that must be provided; • Compliance & Enforcement (O. Reg. 242/05) which makes it mandatory to use licensed and accredited laboratories for drinking water testing, and outlines specific inspection requirements; Page 409 of 817 Watson & Associates Economists Ltd. PAGE A-122 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Certification of Drinking-water System Operators & Water Quality Analysts (O. Reg. 128/04) which makes it mandatory for municipal drinking water operators to be trained and certified; • Licensing of Municipal Drinking Water Systems (O. Reg. 188/07) that establishes the requirements to obtain a license to operate a drinking water system; and. • Financial Plans Regulation (O. Reg. 453.07) which requires financial plans from municipal drinking water systems license applicants. • In addition, the SDWA imposes a statutory standard of care upon the managers of municipal drinking water systems. Other regulations under the SDWA include: • Drinking Water Testing Services Regulation (O. Reg. 248/03); and, • Schools, Private Schools & Day Nurseries (O. Reg. 243/07) and its lead standard amendment (O.Reg. 417/09). Drinking Water Quality Management System, 2017 This was developed in partnership between the MECP and Ontario’s water sector to compliment the legislative and regulatory framework. It takes a proactive and preventative approach that looks at long-term sustainability by way of management, maintenance, identifying potential risks, and risk mitigation in the areas of system security, water treatment, and the impacts of climate chan ge. Clean Water Act, 2006 The purpose of the Clean Water Act is to protect existing and future sources of drinking water. Ontario Water Resources Act, 1990 The purpose of this Act is to protect Ontario’s water by providing conservation, protection and management measures for its’ sustainable use. • Wells (O. Reg. 903) which outline legally binding standards for contaminants in drinking water; Page 410 of 817 Watson & Associates Economists Ltd. PAGE A-123 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Sustainable Water and Sewage Act, 2002 The purpose of this Act is to sustain and encourage improvements in Ontario ’s water (and wastewater) services, and to establish the Ontario Water Board. Municipal Class EA Act (as amended), 2015 This Act establishes a planning and approval process for a variety of municipal infrastructure projects including municipal water projects. Schedules A, A+, B, and C apply to various municipal water projects. Water Opportunities and Water Conservation Act, 2010 The purpose of this Act is to foster innovation for technology in the water and wastewater field. Non-Legislative Guiding Documents At a federal level, there are many guidance documents related to ensuring clean water is provided to each tap. These documents act as guidelines and are not regulatory. This gives each province or territory the ability to set limits or practices at their discretion. A few, important federal guidelines to consider are: • Use of Quantitative Microbial Risk Assessment in Drinking Water, 2019; • Use of the Microbiological Drinking Water Quality Guidelines, 2013; • Controlling Corrosion in Drinking Water Distribution Systems, 2009 • Chloral Hydrate in Drinking Water, 2008; • Potassium from Water Softeners, 2008; • Issuing and Rescinding Boil Water Advisories in Canadian Drinking Water Supplies, 2015; and, • Issuing and Rescinding Drinking Water Avoidance Advisories in Emergency Situation, 2009. Page 411 of 817 Watson & Associates Economists Ltd. PAGE A-124 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Ontario Provincial Standards for Roads and Public Works (OPSS and OPSD), 2019 These are a set of comprehensive standards related to road and other public works. They are updated bi-annually. Municipal Framework Oxford County has By-Law No. 5903-2017 which outlines the 2017-2020 water and sanitary sewer rates and By-Law No. 4193-2002 that outlines the use of water outside of buildings. Expenditure (Operating) Information Source: 2018 FIR Schedule 40 Note: Costs above include Water Treatment and Water distribution/transmission Revenue (Operating) Information Source: 2018 FIR Schedule 12 Note: Revenues above include Water Treatment and Water distribution/transmission Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $3,076,184 $232,402 $1,716,289 $4,299,249 $216,008 $0 $2,972,827 $12,512,959 $2,694,805 $0 $15,207,764 $114 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Woodstock $0 $0 $0 $0 $0 $0 $56,700 $56,700 $0 $0 $56,700 $1 Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $3,076,184 $232,402 $1,716,289 $4,299,249 $216,008 $0 $3,029,527 $12,569,659 $2,694,805 $0 $15,264,464 Schedule 40 - Expenses Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $40,848 $0 $0 $19,826,670 $197,424 $394,848 $0 $187 158% Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a Woodstock $0 $0 $0 $0 $0 $0 $0 $0 0% Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a Total $40,848 $0 $0 $19,826,670 $197,424 $394,848 $0 Schedule 12 - Revenues Page 412 of 817 Watson & Associates Economists Ltd. PAGE A-125 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Summary of Staffing for Water Municipality Staffing Information Oxford County Water Treatment 11 Operators I – Supervisor 2 – Foreman 1 – I&C Technician The treatment plant operators are able to work collaboratively and in multiple treatment plants based on the similarities between the treatment plants. Shifts: There are typically 4 operators on at all times. The afternoon shift is from 3pm to 11:30pm (M-Th) & noon to 8:30pm (F), and the afternoon shift is also on call. There is a 1 year waiting period for new employees before they are eligible to be on call. Water Distribution (shared with Wastewater) 1 Supervisor (full time) 1 Foreman (full time) 8 Operators (full time) 1 Contract Operator (full-time) 1 Locate Technician (full-time) Other Water Staff Water Services Technologist (1) Supervisor of Business and Technical Services (vacant) Source Water Protection Coordinator (1) Source Water Protection Inspector (1) Coordinator of W/WW Operations (2) DWQMS Coordinator (1) Secretary (1) – shared with wastewater Manager of W/WW Services (1) Tillsonburg Distribution Mains 1 Manager of Water & Wastewater 1 Supervisor of Water and Overall Responsible Operator (ORO) 4 Full-time staff (three of which are back-up ORO’s) Woodstock Distribution Mains 1 Supervisor of Water and Overall Responsible Operator (ORO) 9 Full-time staff, licenced water operators (two of which are lead hands and one back up ORO) 4 Student Positions No afternoon shifts but staff at on call in the evenings and on weekends. Page 413 of 817 Watson & Associates Economists Ltd. PAGE A-126 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Contracted Services Oxford County, through agreements, provides municipal water to areas of Perth County (Tavistock) and Norfolk. CCTV is a contracted service in Woodstock and Oxford County. Water Distribution Agreements (expired) • Oxford County & Woodstock • Oxford County & Tillsonburg • Oxford County & Ingersoll Union Contracts There are no unionized staff that work for Oxford County. The City of Woodstock has unionized staff. Assets A table below provides a summary of all major water infrastructure in Oxford County. Other assets such as vehicles, water meters, chorine contact infrastructure and valves are excluded from this summary. Inventory of Major Water Assets in Oxford County Municipality Hydrants Distribution Network (km) Reservoirs/ Storage Water Treatment Systems Active Wells Booster Stations Oxford County 1035 693* 39 17 64 6 *The County owns the distribution network. The County operates and maintains ~ 288 km of these assets, and the remaining sections are operated and maintained by Woodstock and Tillsonburg within their urban limits via service agreements. Page 414 of 817 Watson & Associates Economists Ltd. PAGE A-127 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipal Framework South-West Oxford The Township has four (4) facilities that are on Township owned well servicing. The facilities are Salford Community Hall, Foldens (West Oxford) Community Hall, Beachville Museum, and Former Policing Office (Beachville). Tillsonburg • Locates for water distribution are done by municipal staff • Watermain replacement is driven by the roads replacement plan • Annual valve turning program • Annual fire hydrant maintenance & repair • Flushing program completed twice a year • Swabbing program • Technical reviews • Development application review Woodstock • Locates for water distribution are done by municipal staff • Watermain replacement typically drives roads reconstruction • Annual valve turning and swabbing program • Annual manhole inspections (Public Works staff) • Annual fire hydrant maintenance and repair • Annual backflow testing • Quarterly dead-end flushing • Ongoing meter program (Installation/compliance testing and Low/high us) • Enforcement of water bylaw • Capital watermain inspections • Customer service • Watermain repairs and service installs • Secondary and Servicing Studies completed as needed • Maintains GIS information of distribution system Page 415 of 817 Watson & Associates Economists Ltd. PAGE A-128 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Technical reviews • Development application review Oxford County • Locates for water distribution are done by municipal staff • Introducing a County wide SCADA system • Valve turning program • Flushing program is completed twice a year • Swabbing programs in smaller systems on yearly basis or as needed Oxford County Specific Services: • Water Planning and Administration o Master planning and Class Environmental Assessment studies o Annual and long-term operations and capital budget o Rate studies and By-law development o Asset management and capital delivery support o Area municipal and cross-border servicing agreements (operations, engineering, servicing) o Meter reading and billing contracts • Customer Service o Communication, education and outreach o Complaints resolution o Public information centre o Tour coordination o Billing inquiries • Water Treatment Plant Management o Operations and maintenance o Process engineering and optimization studies o Water quality management (includes monitoring, testing and compliance reporting) o SCADA • Regulatory Compliance Management o Health and Safety management Page 416 of 817 Watson & Associates Economists Ltd. PAGE A-129 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx o Water By-laws and enforcement o Drinking Water Quality Management Standard (DWQMS) o Municipal Drinking Water Licencing (MDWL), Permit to Take Water (PTTW), Environmental Compliance Approval (ECA), Lead Sampling Program o Emergency management • Water Resource Management o Water efficiency program o Water conservation, water loss, and water efficient fixtures rebate program o Capacity buy-back program o Municipal groundwater supply o Source water protection • Water Distribution Management o Operations and maintenance o System optimization studies o Servicing and technical reviews and approvals o System extension and / or alteration (forms 1, 2 and 3) o Development application review o Secondary plan / area servicing plans / functional servicing reports o Fire hydrant inspections and maintenance o Hydraulic modelling (including maintenance and calibration) o Water meter operations o CCTV o Locates Asset Management Plan/Practices The County maintains an inventory of the assets with all pertinent information on the asset (e.g. date of acquisition, adjusted useful life, probability of failure, in -service date, etc.). The asset tracking also tracks categories like the replacement cost , the date when an asset becomes fully amortized, and the replacement cost date. The information for asset management related to assets maintained by City of Woodstock and Town of Tillsonburg staff is communicated to the County from City and Town staff, respectively. Page 417 of 817 Watson & Associates Economists Ltd. PAGE A-130 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx The Local municipality staff maintain an inventory of the assets and provide updated copies to the County on a regular basis. The assets listed by the County are assessed for replacement based on age and consultation from the Operating Authorit ies. The historical the life expectancy of this asset is considered when the County is completing its capital forecasting. In addition, the asset list includes the annual requirement for assets that are incorporated into the annual budget process. The County Asset Management Plan provides information that is used to prepare the five- and ten-year capital forecasts. The following reviews were completed in 2019: • CS 2019-42 Asset Management Systems Review • CS 2019-30 Water and Wastewater Billing and Collections Policies Review • CS 2019-09 Water and Wastewater Billing and Collections Review Capital Budget Policies/Practices The budget for water treatment and distribution is financed through water user fees. Residents are billed monthly for water based on their household use. The rates for water services are set by Council through a by-law which will be reviewed in 2020. Capital forecasting is based on historical life expectancy of assets and their break history versus their future demand. Future demands from development are also considered during capital forecasting. There are development pressures and inquires that require significant infrastructure to be built. There are agreements between the County and Woodstock, and the County and Ingersoll that allow the Local municipalities to build capital projects. The municipalities may build infrastructure and the County will assume it. Trends & Best Practices • Funding from grants that have lowered the water portion capital budget • Development charges help recover capital costs associated with growth in the County • New water initiatives are included in the budget Page 418 of 817 Watson & Associates Economists Ltd. PAGE A-131 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Stormwater Municipalities Providing Stormwater Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ General Description For the purpose of this review, the stormwater management profile will focus on stormwater management ponds. Infrastructure typically associated with stormwater management such as storm sewers, ditches, and municipal drains are closely tied to the activities covered in the Road and Municipal Drains service profiles and as such, were included as part of those service profiles. Stormwater management ponds are temporary storage for collection of rainfall and surface runoff that release water at a controlled rate. They help prevent erosion and flooding downstream of the ponds and enhance water quality. Legislative Framework Ontario Water Resources Act, 1990 This outlines the responsibilities of the provincial government for approving all sewage work in Ontario. Municipalities must seek approval prior to altering, replacing, or building new sewers. The Act also includes sections that establish ongoing maintenance that must be conducted by the owner of the system. Conservation Authorities Act, 1990 Section 21 of this Act gives power to conservation authorities the control over the flow of surface water to prevent flooding. Page 419 of 817 Watson & Associates Economists Ltd. PAGE A-132 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Non-Legislative Resources Stormwater Planning and Design Manual, 2003 This is the reference document used in Ontario when designing and building stormwater infrastructure. It outlines minimum criteria when determining things like which low impact development tools are suitable given the available information. Ontario Provincial Standards for Roads and Public Works (OPSS and OPSD), 2019 These are a set of comprehensive standards related to road and other public works. They are updated bi-annually. Expenditure (Operating) Information Note: • Costs above include Urban and Rural Storm Sewer System • Source: 2018 FIR Schedule 40 • Most stormwater management work is captured in a capital program or in a general Public Works budget. Therefore, the above noted chart should not be used for comparison purposes. • Tillsonburg confirmed that this section of FIR Schedule 40 is related to storm sewer pipe, manhole and CB maintenance (i.e. CCTV contract work, etc.). As such, these costs should be included in the Roads profile. Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $58,578 $0 $196,379 $116,539 $0 $0 $62,741 $434,237 $0 $0 $434,237 $4 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $52,214 $0 $41,944 $1,078 $0 $0 $326,386 $421,622 $24,375 $22,695 $468,692 $33 Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Tillsonburg $30,902 $0 $119,533 $94,613 $0 $0 $0 $245,048 $25,896 $0 $270,944 $15 Woodstock $72,205 $0 $65,584 $295,411 $0 $0 $437,906 $871,106 $0 $28,333 $899,439 $21 Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $213,899 $0 $423,440 $507,641 $0 $0 $827,033 $1,972,013 $50,271 $51,028 $2,073,312 Schedule 40 - Expenses Page 420 of 817 Watson & Associates Economists Ltd. PAGE A-133 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Revenue (Operating) Information Note: • Revenues above include Urban and Rural Storm Sewer System • Source: 2018 FIR Schedule 12 • Most stormwater management work is captured in a capital program or in a general Public Works budget. Therefore, the above noted chart should not be used for comparison purposes. • Tillsonburg received a one-time grant ($75K) for a large drainage ditch which should be included as part of the Roads profile. Staffing/Resources Summary of Staffing for Stormwater Management Municipality Staffing Information All Municipalities Stormwater management is done differently in each of the municipalities and therefore, the staffing in each municipality is unique to meet their specific needs. Maintenance of stormwater ponds is typically undertaken by Public Works staff, with the exception of Zorra. Any capital works on stormwater management ponds is typically undertaken through contracted services. Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $28,894 $20,043 $0 $0 $0 $0 5% Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 0% Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a Tillsonburg $75,000 $0 $0 $0 $0 $39,881 $0 $7 0% Woodstock $0 $0 $0 $0 $0 $0 $0 $0 0% Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a Total $75,000 $0 $28,894 $20,043 $0 $39,881 $0 Schedule 12 - Revenues Page 421 of 817 Watson & Associates Economists Ltd. PAGE A-134 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Contracted Services Any capital works on stormwater management ponds is typically undertaken through contracted services. Zorra – Pond maintenance is contracted through the Public Works Department. Union Contracts Not applicable to the delivery of this service. Stormwater management roles are incorporated into existing staff positions, some of which are unionized. Assets A table below provides a summary of all major stormwater management infrastructure in Oxford County. Other assets such as manholes, erosion control measures and d itches are excluded from this summary. Inventory of Major Stormwater Assets in Oxford County Municipality Stormwater Management Ponds/Facility SWM Pumping Stations Blandford-Blenheim 14 -- East Zorra-Tavistock -- -- Ingersoll 6 1 Norwich 7 -- South-West Oxford -- -- Tillsonburg 14 -- Woodstock 36 0 Zorra 4* -- Oxford County 0 0 Total 81 1 *fourth pond will be incorporated into municipal system once the subdivision is assumed by the municipality Municipal Framework All municipalities provide stormwater pond maintenance on an as needed call in basis. Municipalities are considering the need for future maintenance and cleaning programs Page 422 of 817 Watson & Associates Economists Ltd. PAGE A-135 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx to stormwater assets like stormwater management ponds. This was identified as a challenge. Blandford-Blenheim – The storm water ponds are part of the municipal drains and are treated as such. Norwich – Norwich is making a plan for stormwater pond maintenance. Tillsonburg – Tillsonburg currently does not budget for any stormwater management pond maintenance. They are looking at evaluating different stormwater funding models as well as a stormwater pond maintenance program. Woodstock – Established a program to study 2-3 ponds every few years. Contracts to clean the ponds are put out following each study. County – The County does not have any stormwater ponds. As such there is no asset management planning related to stormwater management. Asset Management Plan/Practices The municipalities with stormwater ponds do not maintain an inventory with this asset. Information related to age, in-service date and condition are not available in the inventories because the ponds are not included. As such, the replacement costs and information related to replacement are also not included. Based on the information available there are currently insufficient funds allocated in the capital forecasts/budget to capital replacement project for stormwater management ponds. Capital Budget Policies/Practices Each municipality, with the exception of Blandford-Blenheim, funds stormwater management ponds through the municipal tax levy. For Blandford-Blenheim, it is considered a part of the municipal drain system and is funded as such. Page 423 of 817 Watson & Associates Economists Ltd. PAGE A-136 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Solid Waste Management Municipalities Providing Solid Waste Management Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ General Description Solid waste management includes waste diversion, waste disposal and waste collection services. Waste management is an important step to maintaining health and safety of the public. Oxford County oversees landfill sites and provides curbside pickup and associated customer service for all the municipalities except Woodstock and South - West Oxford who undertake their own curbside collection on behalf of the County through service contracts. Under the County curbside collection program, materials are collected from residential, multi-residential, industrial, commercial and institutional (IC&I), and approved private properties meeting the Oxford County Private Property Policy. These materials are hauled directly by HGC Management Inc. to their recycling processing facility in Brantford. Blue box materials collected at the Oxford County Waste Management Facility are transferred to a recycling processing facility located in Brantford. The recyclable materials are generated from resident drop off at the Waste Managem ent Facility and the Township of South-West Oxford’s curbside recycling collection program. Curbside collection is regularly scheduled to collect waste and recycling but does not include source separated organics. There is an organics/food waste collectio n program operated in Oxford County through the Woodingford Lodge long -term care facilities located in Woodstock, Ingersoll and Tillsonburg, and at Oxford County Administration Building. The County also promotes backyard composting using green cones/compos ter to further reduce/reuse waste. This organics/food waste initiative is part of the County’s overall goal of Zero Waste by 2025. Curbside waste collection is funded through a bag tag system. In addition to regular curbside waste pickup, large article pick-up is offered once per year under the County’s Page 424 of 817 Watson & Associates Economists Ltd. PAGE A-137 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx contract. The City of Woodstock operates a depot that accepts large articles year-round in addition to providing two dates each year for large article pick-up. Oxford County pays all operating costs for the depot and hauling costs for transfer of the material to the Waste Management Facility. There is a tipping fee for non -Woodstock residents to use the depot. The Town of Tillsonburg does not have curbside large article pick -up. Instead, Tillsonburg operates a transfer station year-round for residents to dispose of large articles. The County oversee 11 brush, leaf and yard waste drop-off depots that are operated by the local municipalities. Oxford County pays each Local municipality (except the Township of South-West Oxford which uses the depot at the Oxford County Waste Management Facility) for costs associated with the maintenance and loading of hauled material at each depot; however, the County has no control over how the costs are established by each Local municipality. Brush, leaf and yard waste material is transported to the County’s Compost Facility where it is further processed for end markets. The County operates a Waste Management Facility (landfill). Residents and business owners can dispose of various waste and recycling while the facility is open. Tipping fees apply to mixed solid waste, construction & demolition waste, items containing Freon. Any mixed articles will be charged at the highest fee item in the waste. Many other items are accepted at the landfill like small domestic loads, recyclable materials from industrial, commercial and institutional sectors, hazardous and liquid industrial waste, and special waste items. Legislative Framework Environmental Protection Act, 1990 This Act provides the framework to addresses sources of pollution by creating the authority to create regulations that protect and conserve the natural environment. In relation to solid waste management the following regulations were created under the Act: • General – Waste Management (R.R.O. 1990, Reg. 347) defines and states exemptions of waste, provides standards for waste disposal sites, and outlines waste practices; Page 425 of 817 Watson & Associates Economists Ltd. PAGE A-138 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Amendment to General – Waste Management (O.Reg. 217/08) that establishes requirements for landfill gas collection; • Industrial, Commercial and Institutional Source Separation Programs (O.Reg. 103/94) which details what must be included in a source separation program and how those apply to different industries like shopping centers, office and multi-unit buildings, restaurants, and hospitals; • Landfill Sites (O.Reg. 232/98) which outline landfill design standards, ownership, operations, and financial and closure planning; • Recycling and Composting of Municipal Waste (O.Reg. 101/94) provides an outline of systems required in municipalities which are: blue box waste management, leaf and yard waste, and exemptions; • Waste Management Projects (O.Reg. 101/07); • Waste Audits and Waste Reduction Work Plans (O.Reg. 102/94); • Packaging Audits and Packaging Reduction Work Plans (O.Reg. 104/94); • Waste Audits and Waste Reduction Work Plans (O.Reg. 102/94); and, • Registrations Under Part II.2 of the Act – Waste Management Systems (O.Reg. 351/12). Waste-Free Ontario Act, 2016 This Act establishes the regulatory body: Resource Productivity and Recovery Authority. They oversee the blue box, municipal hazardous or special waste, and waste electrical equipment programs. Environmental Assessment Act, 1990 This Act establishes a planning and approval process for a variety projects with a specific section for municipal waste disposal. Planning Act, 1990 The Planning Act is a piece of legislation that describes the process for land use planning. It provides framework Page 426 of 817 Watson & Associates Economists Ltd. PAGE A-139 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Guidance Documents Professional Engineers Ontario (PEO) released the Solid Waste Management Guideline in 2017 as a guiding document of best practices for engineers and the public. Municipal Framework By-Law No. 4954-2008 authorizes the County of Oxford to establish, maintain and operate facilities to provide for the management transfer and disposal of solid waste and recyclable materials. Accordingly, Oxford County oversees Waste Management activities (collection, recycling and disposal), including contracting of service to Local municipalities through service agreements (City of Woodstock, Township of South-West Oxford). The City of Woodstock has a Waste Collection & Recycling Agreement (2008) with the County for waste collection and recycling services within Woodstock. The agreement establishes collection frequency and payment structure between Woodstock and the County. The City of Woodstock provides weekly garbage collection, bi-weekly two- stream recycling collection (with weekly recycling collection in the downtown core), and customer service. The collected recyclables are taken to the City’s transfer station for consolidation, then shipped in bulk to their processing contractor, Canada Fibres Ltd. in Etobicoke. Oxford County pays Woodstock for all costs associated with the above services. South-West Oxford collects their curbside materials and is reimbursed by Oxford based on a per household basis for collection as well as customer service as outlined in their service agreement with Oxford which expired in 2018. The Township of South -West Oxford provides six-day co-collection of garbage and single-stream recycling where their collected recyclables are brought to the County’s Waste Management Facility transfer station until they are shipped to HGC Management Inc.’s processing facility in Brantford. The Town of Tillsonburg has a service agreement with Oxford County which expired in 2018, however both the Town and Oxford County have continued under the same terms and conditions. A new agreement is currently being discussed. Tillsonburg is currently reimbursed by Oxford for operation of a large article transfer station in lieu of an annual Page 427 of 817 Watson & Associates Economists Ltd. PAGE A-140 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx curbside large article collection (as outlined in the expired agreement with Oxford which is based on a per household basis). Expenditure (Operating) Information: Note: Costs above include Solid Waste Collection & Solid Waste Disposal Source: 2018 FIR Schedule 40 Revenue (Operating) Information: Note: Revenues above include Solid Waste Collection & Solid Waste Disposal Source: 2018 FIR Schedule 12 Staffing/Resources Summary of Staffing for Solid Waste Management in Oxford County Municipality Staffing Information Oxford County Total: 15.8 FTEs 1 Waste Management Supervisor 1 Waste Management Coordinator 2 Waste Management Technician Scale Operators - F/T (1) & P/T (2) Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $970,515 $0 $1,753,732 $2,755,673 $24,081 $0 $177,722 $5,681,723 $737,036 $0 $6,418,759 $52 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $17,076 $0 $1,708 $0 $0 $0 $0 $18,784 $4,600 $1,190 $24,574 $1 Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 South-West Oxford $85,677 $0 $150,501 $0 $0 $0 $36,993 $273,171 $0 $0 $273,171 $36 Tillsonburg $66,600 $0 $122,502 $134,370 $0 $0 $11,405 $334,877 $124,176 $0 $459,053 $21 Woodstock $0 $0 $19,400 $0 $0 $0 $81,956 $101,356 $0 $1,365 $102,721 $2 Zorra $1,905 $0 $8,669 $0 $0 $0 $0 $10,574 $0 $0 $10,574 $1 Total $1,141,773 $0 $2,056,512 $2,890,043 $24,081 $0 $308,076 $6,420,485 $865,812 $2,555 $7,288,852 Schedule 40 - Expenses Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $6,648,939 $0 $0 $0 $61 117% Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 0% Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $246,261 $5,208 $0 $0 $0 $33 2% Tillsonburg $0 $0 $130,359 $137,146 $0 $0 $0 $17 41% Woodstock $0 $0 $0 $0 $0 $0 $0 $0 0% Zorra $0 $0 $0 $18,769 $0 $0 $0 $2 178% Total $0 $0 $376,620 $6,810,062 $0 $0 $0 Schedule 12 - Revenues Page 428 of 817 Watson & Associates Economists Ltd. PAGE A-141 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Staffing Information 1 Lead Equipment Operator (compost/collections operator) 4 Equipment Operators 1 MHSW Operator 2 Labourers Contracted Services The County uses contracted services to haul all waste (e.g. tires, scrap metal, C&D waste, MSHW, brush, leaf, and yard waste, curbside pickup, etc.). There is also a contract with WSP to monitor 2 landfills (1 closed and 1 active) and a contract with Comcor Environmental for O&M of the landfill gas extraction and flaring system. Oxford County oversees landfill sites and provides curbside pickup for all the municipalities except Woodstock and South-West Oxford who undertake their own curbside collection on behalf of the County through service contracts. Woodstock has contracts for hauling from the transfer station to the blue-box processor, hauling large article material from the Woodstock depot to the Waste Management Facility, metal, electronics and tires. All these contract/agreement costs are paid for by Oxford County with an additional 7% administration fee. In 2020, Woodstock plans to haul their own bulk/metals/construction waste. Tillsonburg uses contracted services for the hauling of bins to/from the transfer station. Union Contracts The following positions are unionized in Oxford County: Household Hazardous Waste Depot Operator, Landfill Equipment Operator, Landfill Labourer, Sign Technician, Truck & Backhoe Operator, and Waste Management Compost/Collections Operator. These staff members are part of the CUPE 1589 Roads & Landfills. Woodstock employees are unionized. Assets A table below provides a summary of all major solid waste infrastructure in Oxford County. Page 429 of 817 Watson & Associates Economists Ltd. PAGE A-142 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Inventory of Major Solid Waste Assets in Oxford County Municipality Open Landfills Closed Landfills Buildings Transfer Station/Depot Trucks Blandford-Blenheim N/A N/A N/A East Zorra- Tavistock N/A N/A N/A Ingersoll N/A N/A N/A Norwich N/A N/A N/A South-West Oxford 0 0 2 Tillsonburg 0 1 2-man shelters 1 N/A Woodstock 1 3 2 2 10 Zorra N/A N/A N/A N/A N/A Oxford County 1 8* 7 1 2 Total 2 12 11 4 14 *Closed landfills are the responsibility of the County but are located in Tillsonburg (1), Norwich Township (3), Zorra Township (3), and Blandford Blenheim Township (1). Closed landfills owned by Woodstock are their own responsibility. Oxford County also has a Waste Management and Education Centre and 120 kW solar photovoltaic system, 11 leaf and yard waste depots, 8 bay Biosolids Centralized Storage Facility, etc. Municipal Framework All curbside garbage pickup is done using a bag tag system that is overseen by Oxford County. Woodstock is moving away from large article pickup, currently twice a year, which they are looking to reduce. In 2018, a depot was introduced where residents can drop off large items year-round between Wednesday and Saturday with no tipping fee. The depot is supported through the tax base. There is a tipping fee for residents from neighboring municipalities that use the depot. Woodstock also offers more frequent downtown garbage and recycling collection, special events collection, curbside brush pickup, customer service and does advertising. Page 430 of 817 Watson & Associates Economists Ltd. PAGE A-143 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Tillsonburg does not have curbside large article pickup days. Instead, the Tillsonburg Transfer Station is open with year-round drop off. This is funded in part by the County in lieu of performing an annual curbside large article collection. The County compensates Tillsonburg at the cost of the annual curbside large article pick up and Tillsonburg taxpayers are responsible for the remaining cost each year. The Town also charges a user fee of $25 for large loads consisting primarily of construction and demolition material. The Tillsonburg Yard Waste Depot uses an automatic gate that allows residents to drop off items during day light hours. The Large Item Depot is only open Sat. 9am-5pm and gated closed otherwise. Asset Management Plan/Practices Oxford County Some of the County owned infrastructure (landfills) is recorded in an inventory of the assets with pertinent information on the asset (e.g. date of acquisition, adjusted useful life, in-service date, etc.). There is no date when an asset becomes fully amortized, the replacement cost, or the replacement cost date associated with the landfills. In addition to the asset list, the County completed a 2018 Zero Waste Plan to identify and understand the waste composition and opportunities to reduce waste and recover resources in Oxford County. Other strategic approaches in Oxford County include the County’s Zero Waste Plan (2004), Biosolids Management Master Plan, and the 2014 Waste Management Strategy. Tillsonburg Tillsonburg maintains an inventory of equipment in its’ fleet with information on the assets (e.g. quantity and a condition rating). The current Asset Management Plan (AMP) does not include solid waste management assets outside of fleet vehicles. The 2021 AMP will include the depot in Tillsonburg which has a reserve for closing costs. Woodstock Woodstock maintains an inventory of the depot, transfer station, and fleet (recycling and garbage trucks) which includes the replacement cost and condition of the assets. The Page 431 of 817 Watson & Associates Economists Ltd. PAGE A-144 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx fleet is replaced based on a 10-year life cycle. The AMP includes waste collection and solid waste management assets. Capital Budget Policies/Practices The budget for solid waste management comes from the tax base and from the bag tagging system. The County is working towards becoming a Zero Waste community and includes funding initiatives to each budget cycle to bring them closer to achieving this goal. A budget survey was conducted in 2018 to gather input from and inform the residents of Oxford County which indicated that 30% recommended enhanced budget spending in waste management. The survey also indicated that 55.1% of responses want to maintain the waste management services that are supported by the waste management homeowner fee. Comments from the survey also indicate people are happy with the waste management system but see benefit in a composting program. Page 432 of 817 Watson & Associates Economists Ltd. PAGE A-145 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Waste Collection Schedules in Oxford County Municipality Curbside Pickup (Garbage) Curbside Pickup (Recycling) Recycling Large Article Pickup Leaf and Yard Waste Pickup City Street Bins Transfer Stations Landfill Operations South-West Oxford 6 days (8-12 calendar days) 6 days (8-12 calendar days) single Annually (by Oxford County) No With curbside pickup N/A N/A Woodstock 5 days (7 calendar days) Biweekly 2 stream Twice annually & depot (Wed to Sat) Yes With curbside pickup Operates one large article transfer station N/A Oxford County 5 days (7 calendar days) Weekly Single Annually Yes N/A Mon – Fri (8:30 -4:30) Sat (8:00 – 4:00) Mon – Fri (8:30 -4:30) Sat (8:00 – 4:00) Tillsonburg 5 days (7 calendar days) (by Oxford County) Weekly (by Oxford County) Single (by Oxford County) Year-Round Transfer Station Yes Parks staff Operates one large article transfer station N/A Blandford- Blenheim 5 days (7 calendar days) (by Oxford County) Weekly (by Oxford County) Single (by Oxford County) Annually (by Oxford County) Yes (by Oxford County) N/A N/A East Zorra- Tavistock 5 days (7 calendar days) (by Oxford County) Weekly (by Oxford County) Single (by Oxford County) Annually (by Oxford County) Yes (by Oxford County) N/A N/A Ingersoll 5 days (7 calendar days) (by Oxford County) Weekly (by Oxford County) Single (by Oxford County) Annually (by Oxford County) Yes (by Oxford County) N/A N/A Page 433 of 817 Watson & Associates Economists Ltd. PAGE A-146 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Curbside Pickup (Garbage) Curbside Pickup (Recycling) Recycling Large Article Pickup Leaf and Yard Waste Pickup City Street Bins Transfer Stations Landfill Operations Norwich 5 days (7 calendar days) (by Oxford County) Weekly (by Oxford County) Single (by Oxford County) Annually (by Oxford County) Yes (by Oxford County) N/A N/A Zorra 5 days (7 calendar days) (by Oxford County) Weekly (by Oxford County) Single (by Oxford County) Annually (by Oxford County) Yes (by Oxford County) N/A N/A Note: Oxford County (including Norwich, Blandford-Blenheim, East Zorra-Tavistock, Zorra, Ingersoll, Tillsonburg) utilizes garbage and single stream recycling co-collection using single collection trucks with separate compartments. Township of South-West Oxford utilizes garbage and single stream recycling co-collection using a single collection truck with separate compartments. City of Woodstock utilizes single collection of garbage and single collection of two stream recyclables Page 434 of 817 Watson & Associates Economists Ltd. PAGE A-147 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipal Drains Municipalities Providing Municipal Drains Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ General Description Municipal drains are created through the Drainage Act (1990). Municipal drain infrastructure is located on both private and municipal lands. Municipalities are responsible for their operation and maintenance. They are used to improve drainage, typically in rural areas. They can consist of ditches, pipes, tiles, stormwater management ponds, wetlands, etc. A municipality must maintain it on behalf of the landowners (who benefit from it) but the cost of repairs and maintenance is shared between the landowners. It is possible that the municipality may contribute to this cost if their land benefits from the municipal drain. The delivery model outlined above is used in East Zorra -Tavistock, Zorra, South-West Oxford, Blandford-Blenheim, and Norwich. Ingersoll, Woodstock and Tillsonburg do not have traditional municipal drains as any former drains are now considered to be part of the municipal stormwater management infrastructure and is funded through the tax levy. Legislative Framework Drainage Act, 1990 This Act created the authority that creates municipal drains. It provides the text that outlines the pay structure, requires municipalities to maintain and repair municipal drains, and requires them to respond to petitions for the drains. Conservation Authorities Act, 1990 Section 21 of this Act gives the control of surface water flow, to prevent flooding, to conservation authorities. They are able to regulate municipal drains as they are considered water courses and therefore, fall under their purview. Permission for alterations, maintenance/repairs or new drains must have the approval of the Conservation Authority. It is the responsibility of each municipality to get these permissions prior to conducting any servicing or construction. Page 435 of 817 Watson & Associates Economists Ltd. PAGE A-148 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Species at Risk Act, 2002 Established to protect species that are endangered or threatened. This also extends to species that are vulnerable to becoming threatened. It defines a method to evaluate and create a plan to protect existing environments and recover threatened ones. Fisheries Act, 1985 Provides a framework for the conservation and protection of fish and their habitat. This Act may affect how a municipal drain is altered (improved, maintained, or repaired) if it affects fish species. Endangered Species Act, 2007 This Act protects endangered and threatened species. This Act may affect how a municipal drain is altered (improved, maintained, or repaired) if it affects a protected species/habitat. Non-Legislative Guiding Documents Drainage Act and Conservation Authorities Act Protocol, 2012 This document provides the protocol for municipalities and conservation authorities in relation to drain maintenance and repair activities. It allows different bodies to fulfill their responsibilities and provides provincially- approved guidance. If followed by municipalities, it serves as written permission to proceed with work under Conservation Authorities Act. By-Laws There are a number of by-laws in place that help staff administer the municipal drain program. The drains are established by By-law passed by Council; without this By-law the municipal drains program would not exist in each municipality. A By-law also appoints the Drainage Superintendent who is approved by Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA). Page 436 of 817 Watson & Associates Economists Ltd. PAGE A-149 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Expenditure (Operating) Information The cost of maintaining and building municipal drains is divided between the landowners that benefit from the drain in accordance with the approved Drain Report. Revenue (Operating) Information The cost of maintaining and building municipal drains is divided between the landowners that benefit from the drain in accordance with the Drain Report. There are grants available that provide landowners the opportunity to reduce the costs from municipal drains, if they qualify. Staffing/Resources Drainage Superintendent is a part-time position in Zorra, Blandford-Blenheim, East Zorra-Tavistock, Norwich, South-West Oxford. The Drainage Superintendent’s position is often combined with the Building Department. Administrative and finance staff assist in completing other tasks (grant applications and billing, etc.). Their time is not tracked nor assigned to specific drains and is therefore included in their respective roles. Summary of Staffing for Municipal Drains Municipality Staffing Information Blandford-Blenheim 1 Drainage Superintendent (24 hrs/week) Clerk Repairs completed by various contractors East-Zorra Tavistock 1 Drainage Superintendent (0.4 FTE) Public Works Crew (part-time) Repairs completed by Public Works & contactors Norwich 1 Drainage Superintendent (0.4 FTE) Finance Staff Clerk Repairs completed by contractors (KSmart) South-West Oxford 1 Drainage Superintendent (0.4 FTE) Administrative Staff Finance Staff Repairs completed by local contractors Zorra CBO/Drainage Superintendent (0.25 FTE) Tax Collector (0.2 FTE) Page 437 of 817 Watson & Associates Economists Ltd. PAGE A-150 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Contracted Services Generally, most municipalities are using a combination of municipal staff resources and contracted services. This is dependent on the type of work and the availability of s taff resources. Union Contracts Municipal Drainage roles are incorporated into existing staff positions, some of which are unionized. Assets A table below provides a summary of the municipal drains in Oxford County. Some of the appurtenances (maintenance holes, storm sewer, catchbasins, etc.) are considered to be municipal assets and are accounted for in other areas of the municipality. Inventory of Major Assets in Oxford County Municipality Length of Drain (km) Number of Drains Blandford-Blenheim 274 140 East Zorra-Tavistock 300 225 Norwich 560 900 South-West Oxford 600 Zorra 875 810 Total 2,009 2,675 Municipal Framework All Superintendents indicated that they maintain and repair municipal drains when a request is submitted and do not have the capacity to undertake proactive, preventative maintenance. In addition to maintaining the municipal drains, the Drainage Superintendents assist with billing, completing locates, complete reapportionments, and Page 438 of 817 Watson & Associates Economists Ltd. PAGE A-151 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx undertake block assessments. The Drainage Superintendents in East Zorra -Tavistock and South-West Oxford are also responsible for providing locates. Asset Management Plan/Practices Overall there is limited information in relation to the inventory of all municipal drain. Blandford Blenheim and East Zorra-Tavistock maintains an inventory of municipal drains (quantity) within the road allowance. East Zorra -Tavistock is working on updating the maps of drain locations as part of their inventory. The costs (both capital and operating) of municipal drains is divided between the landowners that benefit from the drain in accordance with the Drain Report. Asset management is typically undertaken on a complaint basis. Work on drains is reactive and not proactive. Capital Budget Policies/Practices All maintenance, repair, and construction costs are divided amongst those who benefit from the municipal drain. This is a total cost recovery model. The compensation for the Drainage Superintendent is partially funded through the province. Page 439 of 817 Watson & Associates Economists Ltd. PAGE A-152 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Public Health Municipalities Providing Public Health Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ General Description Public Health is provided at the County level with Norwich operating a medical center. Prior to May 2018, Public Health was integrated within the County Structure as its own department under the budget structure. Services and back office support such as IT, HR, and payroll were provided by the Administrative department. As of May 2018, Oxford County’s public health department consolidated with Elgin County and St. Thomas to form the Southwestern Public Health Board with joint municipal funding. The newly formed board is autonomous from the County and creates its own budgets, policies, etc. The County provides transfer payments to the health board that are commensurate with the proportional costs of the service under the Health Promotion and Protection Act. Funding for the Board is provided by Oxford County, Elgin County, the City of St. Thomas and the Province of Ontario. Of the total 2019 cost-shared budget, Oxford County contributes approximately 16% of shared services. The health unit maintains its main sites in Woodstock and St. Thomas. General services provided through Public Health: • Building Health Partnerships/Collaborations/Networks: an external service that initiates the bringing together of community health agencies/services/residents who may not have worked together before to address new and emerging issues through the provisio n of the expertise and operational support required to develop and sustain partnerships/collaborations/networks • Case & Outbreak Management: An external service offering comprehensive health promotion approaches to improve the health behaviors and outcomes of people in Oxford County Page 440 of 817 Watson & Associates Economists Ltd. PAGE A-153 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Individual Health Assessment and Intervention: An external service providing health assessment, care, treatment and referrals for individuals and families • Health Resource Distribution: An external service offering publicly funded vaccines and antibiotics for treatment of sexually transmitted infections to health service providers • Inspections, Investigations and Enforcement: An external service providing investigation, inspection and enforcement for compliance under the Health Protection and Promotion Act and other prescribed legislation. • Health Monitoring & Surveillance: An external service which is the systematic and ongoing collection, collation, and analysis of communicated health- related information Legislative Framework The Southwestern Public Health Board delivers mandated programs under the Ontario Public Health Standards and is regulated by the Ontario Health Promotion and Protection Act. Ontario Public Health Standards: identifies the minimum expectations for public health programs and services to be delivered by Ontario’s boards of health. Boards of Health are implementing the Standards including the protocols and guidelines. Ontario Health Promotion and Protection Act: Provides authority for the establishm ent of boards of health. Specifies that boards of health must superintend, provide or ensure the provision of public health programs in specified areas. Level of Service Service standards are established by the Ministry of Health and overseen by the South Western Public Health Board. Page 441 of 817 Watson & Associates Economists Ltd. PAGE A-154 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Expenditure (Operating) Information Note: Source: 2018 FIR Schedule 40. Variations in F.I.R. data between municipalities are discussed in section 1.2 Note: As the County service moved to a Board structure, the above expenditures do not represent costs for the full year. Beginning in 2019, the County will contribute to the Board’s budget (approximately 16% of shared services). Revenue (Operating) Information Note: Source: 2018 FIR Schedule 12. Variations in F.I.R. data between municipalities are discussed in section 1.2 Note: As the County service moved to a Board structure, the above revenues do not represent revenues for the full year. Beginning in 2019, the County will no longer collect revenues for this service . Staffing/Resources • Prior to the formation of the Southwestern Public Health Board, Oxford County had 73.6 FTEs working in this service • Norwich staff for medical center: o 1 Manager of Medical Services ($78,000-$98,000) o 1 Office Nurse ($51,000-$63,000) o 2 PT Medical Assistants ($24,000-$30,000) o 1 PT Medical Office Clerk ($27,000-$33,000) o 2 PT Medical Receptionists ($24,000-$30,000) Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $7,482,254 $101,238 $1,550,506 $212,300 $234,101 $62,644 $143,383 $9,786,426 $392,936 $0 $10,179,362 $89 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Norwich $454,357 $0 $117,910 $0 $0 $0 $17,739 $590,006 $0 $63,123 $653,129 $54 South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Zorra $47,281 $0 $16,745 $0 $0 $0 $0 $64,026 $0 $0 $64,026 $8 Total $7,983,892 $101,238 $1,685,161 $212,300 $234,101 $62,644 $161,122 $10,440,458 $392,936 $63,123 $10,896,517 Schedule 40 - Expenses Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $8,483,313 $0 $0 $213,666 $0 $0 $0 $80 2% Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a Norwich $0 $0 $0 $431,234 $0 $0 $0 $39 73% South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a Zorra $0 $0 $0 $0 $0 $0 $0 $0 0% Total $8,483,313 $0 $0 $644,900 $0 $0 $0 Schedule 12 - Revenues Page 442 of 817 Watson & Associates Economists Ltd. PAGE A-155 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Contracted Services Not Applicable. Union Contracts Not applicable for Oxford County. The staff in Norwich operating at the medical centre are non-union staff. Assets • Norwich Medical Centre is owned by the Township • Not applicable for Oxford County as the health unit maintains its main sites in Woodstock and St. Thomas. Asset Management Plan/Practices Not applicable Capital Budget Policies/Practices Not applicable Page 443 of 817 Watson & Associates Economists Ltd. PAGE A-156 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Ambulance Municipalities Providing Ambulance Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ General Description Ambulance services are an integral aspect of the health care system that respond to residents in need of immediate medical attention. In Oxford County, the County is responsible for and delivers the ambulance services. They oversee the fleet and paramedics that provide ambulance services. Legislative Framework Ambulance Act, 1990 The Ambulance Act outlines provincial and municipal responsibilities and the delivery agents. Under the Ambulance Act there are four Regulations: • General (Reg. 257/00) is a framework that standardizes the recertification and qualifications of paramedics and medical attendants. It also outlines ambulance transportation procedures like what can be carried in an ambulance, and response time performance plans; • Designated Air Ambulance Service Providers (Reg. 365/16) names ORNGE the designated air ambulance service provider; • Land Ambulance Services - Designation (Reg. 497/07) designates ORGNE “to provide or to ensure the provision of critical care land ambulance services”; and, • Costs Associated with the Provision of Land Ambulance Services (Reg. 129/99) provides recovery of costs of the delivery agent and how to determine the apportionment of costs. Page 444 of 817 Watson & Associates Economists Ltd. PAGE A-157 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Expenditure (Operating) Information Source: 2018 FIR Schedule 40 Note: A 10-year Comprehensive Master Plan for Paramedic Services was completed in 2018 and recommendations for enhancement to service delivery level adopted by Council. The service level increases were approved to be phased in over 2018 and 2019 budget years. Revenue (Operating) Information Source: 2018 FIR Schedule 12 Staffing/Resources Summary of Staffing for Ambulance Municipality Staffing Information Oxford County There are 58 FTE & 44 PTE (2018). There are 102 paramedics on staff who work under the Paramedic Services Manager, and Supervisors of Logistics & Standards and Operations & Performance. Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $9,646,509 $39,862 $1,062,792 $100,420 $0 $0 $657,066 $11,506,649 $683,255 $0 $12,189,904 $105 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $9,646,509 $39,862 $1,062,792 $100,420 $0 $0 $657,066 $11,506,649 $683,255 $0 $12,189,904 Schedule 40 - Expenses Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $5,616,383 $0 $132,988 $18,578 $0 $0 $0 $53 0% Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a Total $5,616,383 $0 $132,988 $18,578 $0 $0 $0 Schedule 12 - Revenues Page 445 of 817 Watson & Associates Economists Ltd. PAGE A-158 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx The number of full time equivalent (FTE) positions has increased for paramedic services: • An additional 2.0 FTEs (January 2018) • An additional 5.7 FTEs (October 2018) • An additional 1.4 FTEs (January 2019) • An additional 4.0 FTEs (October 2019) Contracted Services No contracted services were found for Ambulance Services. Union Contracts Paramedics are part of the Ontario Public Service Employees’ Local 114. All other Ambulance staff are non-unionized. Assets A table below provides a summary of all major ambulance service infrastructure in Oxford County. Other assets such as mannequins, wireless routers, and ambulance equipment are not included. Table 2. Inventory of Major Assets in Oxford County (2018) Municipality EMS Station Ambulance and Response Vehicles AED Oxford County 79 16 11 Asset Management Plan/Practices The County, as the owner of all of the ambulance assets, maintains an inventory of the assets with all pertinent information on the asset (e.g. date of acquisition, adjusted useful life, probability of failure, in-service date, etc.). The asset tracking also tracks categories like the replacement cost, the date when an asset becomes fully amortized, and the replacement cost date. The assets listed by the County are assessed for replacement based on age and includes an annual requirement that is incorporated into the annual budget process. Page 446 of 817 Watson & Associates Economists Ltd. PAGE A-159 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx The County Asset Management Plan provides information that is used to prepare the five- and ten-year capital forecasts. Capital Budget Policies/Practices: The paramedic services budget is financed through provincial government funding, sale of equipment, project revenue, service recovery fees, and income from development charges. The budget is led by Council’s strategic plan priorities. A budget survey was conducted in 2018 to gather input from and inform the residents of Oxford County. There are plans in Oxford County’s 2018 Final Budget Package to expand, renew and replace paramedic assets. Comments from Oxford County residences are captured in this report and there are comments directed to ambulance availability/perceived needs from the public. Trends & Best Practices • Survey the public and ask for their opinion/comments • The number of full time equivalent (FTE) positions has increased for paramedic services • Paramedic Services has a business plan to accompany its’ budget Page 447 of 817 Watson & Associates Economists Ltd. PAGE A-160 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Cemeteries Municipalities Providing Cemeteries Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ General Description: Municipal cemeteries are owned and maintained at the local municipalities in Oxford County. There are private cemeteries which are not currently the responsibility of the municipalities. However, there is the potential that ownership will transfer to the l ocal municipalities if private ownership is no longer possible/feasible. The local municipalities with cemeteries are maintained/operated through a variety of delivery models. Township of Blandford Blenheim – 6 active cemeteries which are operated and maintained by municipal staff. The staff that help maintain the cemeteries are not dedicated to cemeteries but are Public Works staff who are trained to complete maintenance work in the cemeteries. Town of Ingersoll & Township of Zorra – The Ingersoll Rural Cemetery is operated through a local cemetery board and receives funding from two municipalities: Ingersoll and Zorra. The Township of East Zorra-Tavistock – They provide operating grants to 4 cemeteries. None of the cemeteries are owned or operated by the municipality, instead, they are maintained by local caregivers. Township of Norwich – the operation, including sales, of the four active cemeteries owned by Norwich are done privately. Site maintenance is completed by municipal staff. Municipal staff are taking cemetery courses to prepare themselves to undertake the associated responsibilities if required. Township of South-West Oxford – all cemeteries (3 active) are run through local boards with assistance from the Township Treasurer. Page 448 of 817 Watson & Associates Economists Ltd. PAGE A-161 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Town of Tillsonburg – municipal staff from Parks and Cemeteries are responsible for operating and maintaining the active cemetery in Tillsonburg. City of Woodstock – There are no municipally owned cemeteries located in Woodstock. Legislative Framework Funeral, Burial and Cremation Services Act, 2002 This is the revised version of the Cemeteries Act (1990). This Act outlines the duties required to operate a cemetery and crematorium, closure, licensing, burial sites, and consumer protection. Under this Act, municipalities inherit cemeteries from private boards/groups when they are abandoned. Non-Legislative Guiding Documents There are by-laws in some municipalities that affect how the public interacts with cemeteries. For example, Tillsonburg has a Cemetery By-law and a By-law that prohibits dogs off leash in parks, which include cemeteries. Expenditure (Operating) Information: Source: 2018 FIR Schedule 40 (Pink highlight indicates 2017 F.I.R. information) Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Blandford-Blenheim $15,028 $0 $34,468 $29,262 $0 $0 $80 $78,838 $0 $0 $78,838 $11 East Zorra-Tavistock $0 $0 $2,195 $0 $0 $0 $0 $2,195 $0 $0 $2,195 $0 Ingersoll $85,326 $0 $30,860 $0 $0 $0 $1,049 $117,235 $0 $5,966 $123,201 $9 Norwich $146 $0 $10,954 $0 $0 $0 $0 $11,100 $0 $1,705 $12,805 $1 South-West Oxford $14,710 $0 $66,608 $0 $0 $0 $299 $81,617 $0 $0 $81,617 $11 Tillsonburg $110,275 $0 $53,573 $12,319 $0 $0 $5,091 $181,258 $85,536 $0 $266,794 $11 Woodstock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Zorra $11,210 $0 $13,610 $0 $0 $24,478 $0 $49,298 $0 $0 $49,298 $6 Total $236,695 $0 $212,268 $41,581 $0 $24,478 $6,519 $521,541 $85,536 $7,671 $614,748 Schedule 40 - Expenses Page 449 of 817 Watson & Associates Economists Ltd. PAGE A-162 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Revenue (Operating) Information Source: 2018 FIR Schedule 12 Staffing/Resources It is difficult to quantify the amount of resources required to maintain the cemeteries as it is not necessarily tracked in that manner. In many areas, the maintenance is undertaken by Public Works staff or Parks Staff and it is not tracked as being associated with a specific cemetery. Some cemeteries are maintained by the cemetery board. Based on this, there is no specific wage data available other than what is provided in the expenditure section that indicates Blandford-Blenheim, Ingersoll, Norwich, South-West Oxford, Tillsonburg, and Zorra have staff in relation to cemetery assets. Summary of Dedicated Cemetery Staff Municipality Staffing Information East-Zorra Tavistock No designated staff responsible for maintaining, administering, or managing cemeteries. The upkeep or the cemeteries is tasked to area representatives adjacent to the cemetery and no monetary nor physical resources are provided by the Township. Ingersoll & Zorra Superintendent (1 FTE) 2 Laborers (Part time) 1 Salesperson (part-time) 1 Secretary Treasurer Tillsonburg 1 Parks Operator II (1 FTE) 1 Registrar (0.5 FTE) 2 Seasonal Labourers (2/3 FTE) Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $0 $0 $0 $0 $0 n/a Blandford-Blenheim $0 $0 $0 $41,793 $0 $0 $0 $6 53% East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 0% Ingersoll $0 $0 $0 $35,617 $0 $0 $0 $3 30% Norwich $0 $0 $0 $26 $0 $0 $0 $0 0% South-West Oxford $0 $0 $0 $91,052 $0 $0 $0 $12 112% Tillsonburg $0 $0 $0 $141,279 $0 $0 $0 $9 78% Woodstock $0 $0 $0 $0 $0 $0 $0 $0 n/a Zorra $0 $0 $0 $2,969 $0 $0 $0 $0 6% Total $0 $0 $0 $312,736 $0 $0 $0 Schedule 12 - Revenues Page 450 of 817 Watson & Associates Economists Ltd. PAGE A-163 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Contracted Services Township of Blandford Blenheim – for burial excavation, the excavation is contracted out and a municipal employee accompanies the contractor. Town of Ingersoll & Township of Zorra – no contracted services were identified. Township of Norwich – weekly grass cutting is a contracted service. Township of South-West Oxford – the cemeteries are operated by Board who have grass cutting and burial excavation as a contracted service. Town of Tillsonburg – monument restoration is a contracted service. A monument professional is hired annually with a set budget to complete restoration on high priority monuments. City of Woodstock – not applicable. Union Contracts No unions were identified. Assets A table below provides a summary of all major cemetery assets in Oxford County. Other assets not included in the table below are miscellaneous equipment. Table 3. Inventory of Major Assets in Oxford County Municipality Active Cemetery Non-active Cemetery Buildings/St orage Municipally Owned? Board Operated? Blandford-Blenheim 6 6 2 Yes, no East Zorra-Tavistock -- -- -- -- Ingersoll Joint with Zorra 0 -- Joint with Zorra Norwich 4 12 -- Yes, no South-West Oxford 3 1 -- Yes, yes Tillsonburg 1 1 2 Yes, no Woodstock 0 0 -- No, no Zorra 2 0 -- Yes, yes* Oxford County N/A N/A N/A N/A Total 16 20 4 N/A *One cemetery is jointly funded through Ingersoll and Zorra Page 451 of 817 Watson & Associates Economists Ltd. PAGE A-164 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipal Framework Township of Blandford Blenheim – the municipality sells plots, digs graves, provides maintenance and Sunday and/or winter burials. They are structured as a seven-day operation. Town of Ingersoll & Township of Zorra – the Board of Directors is comprised of 1 plot holder representative from Zorra, 2 plot holder representatives from Ingersoll, and 2 Councilors (1 from Ingersoll and 1 from Zorra). The Township of East Zorra-Tavistock – East Zorra-Tavistock provides grants of approximately $500.00 to each to assist with their upkeep. Grants total $2,100 annually which represent the expenditure number in the FIR from 2018. Township of Norwich – no winter burials and municipal staff complete on-site clean up (branches, garbage, etc.). All grass cutting is contracted out. The sales and record keeping are completed by Township staff and through private services. Township of South-West Oxford – all cemeteries are run through local boards. Grants are offered to the boards from South-West Oxford so that the cemeteries are able to remain board operated and maintained. The 3 boards that do not have consistent costs for their plots. Town of Tillsonburg – there is one large cemetery in Tillsonburg with year-round burial services except on Sundays and on holidays. Tillsonburg uses Stone Orchard software to keep cemetery records. Permanent copies of Interment Rights Certificates are maintained as part of the Corporate Records Management program. City of Woodstock – not applicable. Page 452 of 817 Watson & Associates Economists Ltd. PAGE A-165 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Asset Management Plan/Practices The cemeteries currently employ a mixture of paper and digital burial records. Blandford-Blenheim The municipality maintains an inventory (cemeteries and mausoleums) with pertinent information on the assets (e.g. in-service date, age, age-based condition, etc.). The asset tracking does not include categories related to replacement cost and the replacement cost date for the assets. The Asset Management Plan (AMP) indicated that there is no valuation method to replace the mausoleums as there are no plans to replace them. Norwich The municipality maintains an inventory with information on the assets (e.g. quantity, replacement cost, and condition rating). The assets included in this inventory is a memorial. The asset inventory does not include categories related to in-service date and the replacement cost date for the memorial, nor does the AMP. Information related to the municipal long-term capital program for other cemetery assets, such as the roadway and gates, is included in the AMP. Tillsonburg The municipality maintains an inventory of the vehicles, machinery and equipment infrastructure assets with information on the assets (e.g. quantity and a condition rating). The asset tracking does not include categories related to in-service date and the replacement cost date. The AMP (2016) does not include cemeteries but it will be included in future updates to the AMP. Zorra The municipality maintains an inventory with information on the assets (e.g. quantity, in - service date, etc.). The asset tracking does not include categories related to replacement cost and the replacement cost date. The AMP does not include information related to cemetery assets. Page 453 of 817 Watson & Associates Economists Ltd. PAGE A-166 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Budget Policies/Practices Cemeteries are funded through the tax levy, external grants (e.g. for veteran memorial maintenance), and user fees. The cemetery budgets are predominantly maintenance oriented (operations budgets) with items like columbariums in the capital budgets. Page 454 of 817 Watson & Associates Economists Ltd. PAGE A-167 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Social Assistance (Ontario Works) Municipalities Providing Social and Supported Housing Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ General Description Ontario Works is a financial assistance program that provides financial assistance to eligible residents in the Province. The program offers two types of assistance: • Financial assistance: income support to help with the costs of basic needs and health benefits. • Employment assistance: help clients find, prepare for, and keep a job (i.e. job counselling, training, workshops, etc.). Ontario Works is fully provided at the County level as a fully integ rated service with Child Care and Social Housing under Human Services. Human Services operates a fully integrated human services service delivery model, addressing issues such as shelter, income, employment, education, health, safety/legal and transportation. Programs meet objectives set by a provincial funding framework and are enhanced by community partnerships. Legislative Framework • The Ontario Works Act, 1997 provides the legislative framework for the provision of employment assistance and financial assistance to help people in temporary financial need. The Act establishes a program that: o Recognizes individual responsibility and promotes self-reliance through employment; o Provides financial assistance to those most in need while they meet obligations to become and stay employed; o Effectively serves people needing assistance; and o is accountable to the taxpayers of Ontario. Page 455 of 817 Watson & Associates Economists Ltd. PAGE A-168 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Regulation 134/98 provides general guidelines regarding, eligibility, applications, employment assistance, refusals/cancellations of assistance, calculation, etc. • Regulation 135/98 provides details regarding administration and cost sharing between municipalities. • Regulation 136/98 designates the geographic areas and delivery agents, and • Regulation 564/05 details prescribed policy statements regarding the provision of this service. Level of Service Level of Service Measures 2016 Actual 2017 Forecast 2018 Budget 2019 Projected Average employment earnings per case $746.33 $757.28 $760.00 $765.00 % of cases with earnings 16.95% 16.76% 16.83% 16.91% Number of Ontario Works Cases 1,384 1,279 1,246 1,235 Expenditure and Revenue (Operating) Information Page 456 of 817 Watson & Associates Economists Ltd. PAGE A-169 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Note: Expenditures and Revenues above based on General Assistance line from 2018 FIR: Schedule 40 and Schedule 12 Note: Variations in F.I.R. data between municipalities are discussed in section 1.2 Staffing/Resources Staff for Social Housing, Ontario Works and Childcare are provided under the category of Human Services at the County level. These three services are fu lly integrated. Summary of Staffing for Human Services Position Number of Staff Director of Human Services 1 Manager 5 Supervisors of Affordable Housing 3 Supervisor of Family and Children’s Services 1 Client Service Workers 25 Support Clerks 8 Family Support Worker 1 *Converted to yearly wages based on a 35-hour work week Contracted Services No contracted services Union Contracts 33 Union workers in Human Services (i.e. combined between Childcare, Ontario Works, and Social Housing) through CUPE. Assets Human Services staff work out of the same office at the Oxford County Administration Building in Woodstock. Outreach service offices are located throughout the County. Revenues and Expenditures 2018 FIR Amounts Revenues from Ontario Conditional Grants 14,644,241$ Revenues from User Fees and Service Charges 1,786,347$ Revenue from Tax Levy/Other Sources 1,861,546$ Total Expenditures (After adjustments)18,292,134$ Page 457 of 817 Watson & Associates Economists Ltd. PAGE A-170 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Asset Management Plan/Practices Not applicable Capital Budget Policies/Practices Not applicable Page 458 of 817 Watson & Associates Economists Ltd. PAGE A-171 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Childcare (Early Years) Municipalities Providing Child Care Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ General Description Child Care is provided at the County level as a fully integrated service with Ontario Works and Social Housing under Human Services. Human Services operates a fully integrated human services delivery model, addressing issues such as shelter, income, employment, education, health, safety/legal and transportation. Programs meet objectives set by a provincial funding framework and are enhanced by community partnerships. All County Client Support Workers provide support in all service areas to all clients to allow for ease of access to the full range of services provided by the County. This is an external service that is provided as a Child Care subsidy that is managed through Oxford Service Manager and private (non-profit and for-profit) operators. Service Managers are responsible for the local management of all ministry-funded child programs. Legislative Framework The relevant legislation for Child Care is the Child Care and Early Years Act, 2014. The goal of this act is to build a Child Care and early years system that better supports parents and gives children the best possible start in life. The provisions contained in this act set out protective measures, licensing, inspection, and enforcement rules as well as health and safety regulations in Child Care settings (for both licensed and unlicensed). Page 459 of 817 Watson & Associates Economists Ltd. PAGE A-172 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Level of Service Level of Service Measures 2016 Actual 2017 Forecast 2018 Budget 2019 Projected Percent of licensed childcare spaces occupied 0 to 4 years of age 78% 80% 86% 91% Percent of licensed childcare spaces occupied 5 to 12 years of age 38% 50% 61% 67% Total number of children served 717 800 824 847 Expenditure and Revenue (Operating) Information Note: Woodstock’s 2018 F.I.R. shows an amortization expense for Child Care. This is related to a building owned by the City where Child Care services are carried out. This has not been included in the in formation above. Note: Expenditures and Revenues above based on Child Care line from 2018 FIR: Schedule 40 and Schedule 12 Note: Variations in F.I.R. data between municipalities are discussed in section 1.2 Revenues and Expenditures 2018 FIR Amounts Revenues from Ontario Conditional Grants 9,611,436$ Revenues from User Fees and Service Charges 464,218$ Revenue from Tax Levy/Other Sources 647,157$ Total Expenditures (After adjustments)10,722,811$ Page 460 of 817 Watson & Associates Economists Ltd. PAGE A-173 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Staff for Social Housing, Ontario Works and Childcare are provided under the category of Human Services at the County level. These three services are fully integrated. Summary of Staffing for Human Services Position Number of Staff Director of Human Services 1 Manager 5 Supervisors of Affordable Housing 3 Supervisor of Family and Children’s Services 1 Client Service Workers 25 Support Clerks 8 Family Support Worker 1 Contracted Services There are no contracted services for Child Care. Child Services is a financial transfer (provincial) program that is administered by the County. Union Contracts 33 Union workers in Human Services (i.e. combined between Childcare, Ontario Works, and Social Housing) through CUPE. Assets The County does not have assets related to Child Care. Asset Management Plan/Practices Not Applicable Capital Budget Policies/Practices Not Applicable Page 461 of 817 Watson & Associates Economists Ltd. PAGE A-174 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Social and Supported Housing Municipalities Providing Social and Supported Housing Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ General Description Social and supported housing is provided at the County level with facilities both owned and operated by the County in addition to County supported non-profit and charitable operations. Social Housing, Ontario Works and Childcare programs are fully integrated at the County level as “Human Services”. Human Services operates a fully integrated human services delivery model, addressing issues such as shelter, income, employment, education, health, safety/legal and transportation. Programs meet objectives set by a provincial funding framework and are enhanced by community partnerships. Social housing assistance is provided via two methods, Direct Delivered, and Subsidy. With direct delivered assistance, the County provides units of shelter to eligible residents of the County. With subsidies, the County provides subsidies to community partners delivering shelter to residents. Legislative Framework The Housing Services Act (H.S.A.), 2011 is the relevant legislation related to social housing. The purpose of the H.S.A. is to provide for community -based planning and delivery of housing and homelessness services with general provincial oversight and policy direction and to provide flexibility for service managers and housing providers while retaining requirements with respect to housing programs and projects. The H.S.A. contains aspects such as the rules and guidelines service managers must follow, the plans service managers must have in place to address housing and homelessness, which households are to be included in housing programs, etc. Page 462 of 817 Watson & Associates Economists Ltd. PAGE A-175 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Level of Service Level of Service Measures 2016 Actual 2017 Forecast 2018 Budget 2019 Projected Number of clients served through Consolidated Homelessness Prevention Initiative 1,115 1,200 1,250 1,311 Number of new clients housed (Rent-geared-to-income, Rent Supplement Programs) 180 195 214 235 Number of new Affordable housing units (rental, ownership) 74 36 46 74 Percent of clients served/housed from waitlist 11% 13% 14% 16% Page 463 of 817 Watson & Associates Economists Ltd. PAGE A-176 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Expenditure and Revenue (Operating) Information Note: Expenditures and Revenues above based on 2018 FIR: Schedule 40 and Schedule 12 Note: Variations in F.I.R. data between municipalities are discussed in section 1.2 Staffing/Resources Staff for Social Housing, Ontario Works and Childcare are provided under the category of Human Services at the County level. These three services are fully integrated. Revenues and Expenditures 2018 FIR Amounts Revenues from Ontario Conditional Grants 5,212,149$ Revenues from Canada Conditional Grants 1,160,793$ Revenues from User Fees and Service Charges 300,793$ Revenue from Tax Levy/Other Sources 7,930,645$ Total Expenditures (After adjustments)14,604,380$ Page 464 of 817 Watson & Associates Economists Ltd. PAGE A-177 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Summary of Staffing for Human Services Position Number of Staff Director of Human Services 1 Manager 5 Supervisors of Affordable Housing 3 Supervisor of Family and Children’s Services 1 Client Service Workers 25 Support Clerks 8 Family Support Worker 1 *Converted to yearly wages based on a 35-hour work week Contracted Services No contracted services Union Contracts 33 Union workers in Human Services (i.e. combined between Childcare, Ontario Works, and Social Housing) through CUPE. Assets Human Services staff work out of the same office at the Oxford County Administration Building in Woodstock. Outreach service offices are located throughout the County. Asset Management Plan/Practices Not applicable Capital Budget Policies/Practices Not applicable Page 465 of 817 Watson & Associates Economists Ltd. PAGE A-178 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Long-term Care homes (senior services) Municipalities Providing Long Term Care Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ General Description Long-term care homes are health care facilities designed for adults who need access to on-site 24-hour nursing care, frequent assistance with activities of daily living (i.e. eating, bathing, toileting, etc.) and monitoring for safety or well being. They a re also known as nursing homes, charitable homes, or municipal homes for the aged. Residents live in long-term care homes full-time. Woodingford Lodge is the municipally owned and operated (Oxford County) not -for- profit long-term care provider in the County, with locations in Woodstock, Ingersoll, and Tillsonburg. These facilities provide a total of 224 long -term care beds and 4 short stay beds. (Woodstock 157 L.T.C. beds, 3 short stay, Tillsonburg 33 L.T.C. beds and 1 short stay and Ingersoll 34 L.T.C.) Legislative Framework The Long-Term Care Homes Act (L.T.C.H.A.), 2007 came into force in 2010. All long - term care homes in Ontario are governed by this one piece of legislation to help ensure that residents of long-term care homes receive safe, consistent, high-quality, resident- centred care. This legislation requires homes to have plan or policy in place to comply with the L.T.C.H.A. It also sets out Residents Bill of Rights to well being and safety. Requirements for providing a safe and secure environment for residents as well as minimum programs, responsive behaviors, recreational activities, etc. are provided. Page 466 of 817 Watson & Associates Economists Ltd. PAGE A-179 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Level of Service Wait List Expenditure (Operating) Information Note: Source is 2018 F.I.R. data. Variations in F.I.R. data between municipalities are discussed in section 1.2 Median number of days people waited to move into a long-term care home, above or below Provincial Average wait time Fiscal Year Ontario, Community (Days) Woodingford Lodge - Ingersoll Woodingford Lodge - Tillsonburg Woodingford Lodge - Woodstock 2012/13 165 Above Average Number too small to report Above Average 2013/14 154 Number too small to report Above Average Below Average 2014/15 135 Number too small to report Number too small to report Above Average 2015/16 132 Number too small to report Above Average Above Average 2016/17 149 Number too small to report Above Average Above Average 2017/18 163 Below Average Above Average Above Average Data source: Modernized Client Profile Database, provided by the Ministry of Health and Long-term Care. Beds per Capita (above 65 Years of Age) Municipality 2016 Census Population (above 65) Number of Beds Beds per capita (above 65) Beds per 1,000 Population (above 65) Oxford County 20,680 228 0.011 11.025 Ontario 2,251,655 78,247 0.035 34.751 Beds per Capita (above 75 Years of Age) Municipality 2016 Census Population (above 75) Number of Beds Beds per capita (above 75) Beds per 1,000 Population (above 75) Oxford County 9,320 228 0.024 24.464 Ontario 985,270 78,247 0.079 79.417 Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $19,206,772 $652,723 $2,884,300 $1,403,484 $178,671 $0 $1,341,330 $25,667,280 $1,229,179 $0 $26,896,459 $235 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $318 $0 $0 $0 $0 $318 $0 $0 $318 $0 Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Norwich $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Woodstock $2,827 $0 $14,953 $16,076 $0 $137,700 $77,748 $249,304 $0 $2,390 $251,694 $6 Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $19,209,599 $652,723 $2,899,571 $1,419,560 $178,671 $137,700 $1,419,078 $25,916,902 $1,229,179 $2,390 $27,148,471 Schedule 40 - Expenses Page 467 of 817 Watson & Associates Economists Ltd. PAGE A-180 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Revenue (Operating) Information Note: Source is 2018 F.I.R. data. Variations in F.I.R. data between municipalities are discussed in section 1.2 Staffing/Resources • 326 Total employees (314 currently active) o 121 FT employees o 202 PT employees o 1 contract employee o 2 casual employees o 50 non-union employees o 276 union (Unifor employees) Contracted Services Contracted services at Woodingford Lodge include Pharmacy and Physiotherapy services. Union Contracts There are 276 Union positions for Long-term Care services. Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $11,857,509 $0 $0 $5,760,078 $0 $0 $0 $161 22% Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 0% Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a Woodstock $0 $0 $0 $0 $0 $0 $0 $0 0% Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a Total $11,857,509 $0 $0 $5,760,078 $0 $0 $0 Schedule 12 - Revenues Page 468 of 817 Watson & Associates Economists Ltd. PAGE A-181 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Assets Summary of Major Assets for Long Term Care Services Asset Class Description Facilities Woodstock: 300 Juliana Drive Ingersoll: 325 Thames Street S Tillsonburg: 52 Venison Street Asset Management Plan/Practices As Long-term Care is a municipally owned and operated service, major assets are included in the County’s asset inventory database. Asset information includes acquisition date, estimated useful life, and replacement cost based on future anticipated lifecycle costs. Capital Budget Policies/Practices Capital replacements are included in the annual budgeting process as required based on the asset management inventory information. Best Practices & Trends Woodingford Lodge achieved the prestigious Best Practice Spotlight Organization (B.P.S.O.) designation from the Registered Nurses' Association of Ontario (R.N.A.O.). Woodingford Lodge is one of just 22 long-term care organizations within Ontario to receive this designation. As the demographics of Ontario shift, a larger share of the population will be 75 years and older. As a result, there will be increased demand for Long-term Care spaces. Page 469 of 817 Watson & Associates Economists Ltd. PAGE A-182 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Parks and Recreation Municipalities Providing Parks and Recreation Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Indirect Indirect Mixed Mixed Indirect Mixed Mixed Mixed General Description Parks Municipal Parks Services often describes the responsibility for design, development, maintenance and operation of public parks (e.g., parks, open space, trails, public squares, horticulture and landscaping, etc.) and outdoor recreation amenities (e.g., sports fields, playgrounds, hard-surface courts, water play facilities, etc.). Responsibilities for municipal parks generally fall under the purview of either Parks and Recreation Departments or Public Works Departments. These services are often closely linked with provision of recreational trails and pathways. For the purposes of this service delivery review, trails are discussed in a separate service profile, but may be referenced herein due to natural intersection of responsibilities. Rather than have staff or a dedicated board oversee various community halls in rural communities, municipalities should consider creation of a caretaker position to support these facilities. Recreation Municipal Recreation Services often describes the facilities, programs and services offered within public recreation facilities such as recreation centres, arenas, community halls, etc. Some examples of recreation services may include drop -in facility use (e.g., open gymnasium time, public skating, fitness classes), registered programming (e.g., swimming lessons, dance classes, etc.) and provision of space to local community groups for uses such as minor hockey or soccer, among others. Responsibilities for municipal recreation generally fall under the purview of either Community Services Departments or Parks and Recreation Departments. Although some of the area Page 470 of 817 Watson & Associates Economists Ltd. PAGE A-183 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx municipalities provide direct recreation services through registered programs, there is always a reliance on not-for-profits and private organizations to support a variety of recreation offerings in any municipality. Recreation Services also generally involves coordination, planning and facilitation of community events, done in coordination with Cultural Services (if provided through a separate department). Cultural Services are discussed in a separate service profile but may be referenced herein due to natural intersection of responsibilities. Parks and Recreation Services are a public service traditionally provided or supported by Ontario municipalities. These services provide residents and visitors with opportunities to interact with nature, participate in physical activity, build social connections within the community, explore new recreational pursuits, and many more individual and community benefits. Description of Service Delivery Models Municipality Department Name Service Delivery Type Blandford-Blenheim Community Services Indirect Community Development Model: Provide in-kind space to community groups and volunteers. Partner with Lions Club, Oxford Early Years, fitness instructor and school boards for facilities and services. East Zorra- Tavistock Clerks, Public Works, Building Drainage Indirect The Township employs different operational models within its various communities. In Tavistock, facility maintenance and recreational programming is contracted to a third-party with municipal representation on a committee. Minor Baseball maintains the park in Innerkip, while the municipality operates the hall. The Lions Club provides services in Hickson. Ingersoll Parks & Recreation Mixed (Direct / Indirect) Town staff facilitate day camps, child/youth programs, lessons, fitness classes and workshops. Norwich Community Services Public Works Mixed (Direct / Indirect) Town staff work with community partners and volunteers to deliver recreational programs and services. Otterville outdoor pool is programmed and operated seasonally by Township employees. Township staff are also responsible for the Norwich Community Centre and maintain the parks including sports fields. South-West Oxford Public Works Indirect The Township provides support and leadership to local volunteer committees and service clubs to improve use and operation of Township facilities and programs. Township also provides funding to offset rentals costs of local Page 471 of 817 Watson & Associates Economists Ltd. PAGE A-184 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Department Name Service Delivery Type organizations using external facilities. Concurrently with this service review, the Township is going through the process of establishing a dedicated Parks Department. Tillsonburg Recreation, Culture & Parks Mixed (Direct / Indirect) Town staff program and operate the health club, indoor aquatic centre and arena as well as within area schools. Programs offered include swimming lessons, leadership courses, adult and general interest courses, fitness classes, youth programs, day camps and facility rentals. Woodstock Parks & Recreation Mixed (Direct / Indirect) City staff program and operate municipal recreation facilities such as the indoor aquatic centre, arena, sportsplex and community centre. Programs offered include swimming lessons, child and youth programs, leadership courses, day camps as well as adult and general interest offerings. Zorra Recreation & Facilities Mixed (Direct / Indirect) The Township provides a variety of recreation programming at facilities such as community centres, libraries, parks and the outdoor pool. Also partner with the Boys and Girls Club of London to deliver youth programs in the area. Volunteers operate rural halls. Oxford County No role in parks and recreation services. Parks Operations General Responsibilities for Parks Maintenance Municipality Grass Cutting Frequency and Responsibility Field Lining Responsibility Blandford- Blenheim Weekly: all parks (minimum) including offices, fire halls, and Township shops. Sports Fields: reviewed by staff and if over 4.5 inches will be cut down to 3 inches. Staff drag fields, users line them East Zorra- Tavistock Third-party and volunteers are responsible for grass cutting Third-party and volunteers are responsible for lining Ingersoll Up to twice weekly: sports fields Weekly: parks Municipal staff Norwich Twice weekly: sports fields (Community Development Services) Weekly: parks (some contracted), playgrounds, public spaces, municipal office, conservation areas, halls, libraries, fire halls, cemeteries (contracted) CDS staff complete diamond maintenance twice weekly (weather dependent); individual lining is done by groups Page 472 of 817 Watson & Associates Economists Ltd. PAGE A-185 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Grass Cutting Frequency and Responsibility Field Lining Responsibility Bi-weekly: roadway islands and parking lots (contracted) Monthly: retention ponds and wood lots (contracted) South-West Oxford All grass cutting is currently contracted approximately once weekly, but more frequently in growing season. Volunteers are responsible for field lining Tillsonburg Twice weekly: sports fields (contracted) Weekly: parks (contracted) Staff drag and line the fields, users augment lining when required Woodstock Parks: 10-day cycle (City staff) Sports Fields: Twice weekly (City staff) City staff line ball diamonds and contractor lines soccer fields (managed by City staff) Zorra Parks: weekly (contracted) Sports Fields: minimum weekly, twice as needed (contracted) Staff drag diamonds, fields are lined by users Recreation Operations General Operating Seasons for Major Recreation Facilities Municipality Arenas – Operating Season / annual hours Pools – Operating Season / annual hours Blandford-Blenheim 29 weeks, 168 hours per week (113 non-prime, 55 prime). 72 hours per week are rented. N/A East Zorra-Tavistock 38 weeks (managed by Tavistock District Recreational Facilities Board) N/A Ingersoll 28 weeks, 112 hours per week Indoor Pool: All year (52 weeks) Norwich 31 weeks, 119 hours per week N/A South-West Oxford N/A N/A Tillsonburg 2 indoor rinks (one is operated year- round, the other from October to mid- April). The outdoor ice pad is operated from mid-December through mid- March, weather permitting, Indoor Pool: All year (52 weeks, 84 hours per week Sept to June and 49 hours per week July / August) Outdoor Pool: Father’s Day to Labour Day (10 am to 7 pm) Woodstock 3 ice pads: 1 rink is year-round (90 hr/week); 1 rink operates for 10 months (75 hr/week), 1 rink operates for 6 months (70 hr/week) Indoor: 1 pool operates for 50 weeks (96 hr/week) Outdoor: 1 pool operates for 9 weeks (62 hr/week) Page 473 of 817 Watson & Associates Economists Ltd. PAGE A-186 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Arenas – Operating Season / annual hours Pools – Operating Season / annual hours Zorra 2 arenas: Embro 32 weeks, 110 hr/week, Thamesford 31 weeks, 110 hr/week Outdoor Pool: June 15 to Sept 1, 70 hours per week Legislative Framework Planning Act, R.S.O. 1990, c. P13 There are several provincial and municipal regulations, policies and guidelines governing the acquisition and location of parkland. The Ontario Planning Act establishes a framework for the dedication of parkland and possible alternatives for the dedication of land for park and recreation purposes. Most notably, the County’s Official Plan sets out policies for parkland dedication and development. These decisions are typically administered by local / County Planning Departments. Note: Through Bill 108 (which is awaiting regulations after receiving Royal Assent in June 2019), the Province is proposing significant changes to the Planning Act. The proposed amendments will combine all growth-related parks, recreation and library charges – including development charges, cash-in-lieu for parkland dedication and bonusing provisions (Section 37 of the Planning Act) – into a single community benefits charge. Additional changes are being proposed to the alternate parkland dedication rate. County of Oxford Official Plan The County of Oxford Official Plan is the policy document that establishes the overall land use strategy for both the County and the eight area municipalities that comprise the County. The policies and schedules contained within the Official Plan establish requirements for various land uses (including parks), set out how cultural heritage resources are to be protected and help guide municipal decisions with respect to infrastructure, public services and other investments. Relating specifically to parkland and recreation facilities, the County Official Plan provides definitions of parkland classifications, development standards, acquisition rates and development-specific policies. These policies and schedules apply differently throughout the area municipalities with significant variation between urban and rural settlement areas. Page 474 of 817 Watson & Associates Economists Ltd. PAGE A-187 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx There are no legislated requirements pertaining to the provision of public recreation facilities. Facility and park design must be in accordance with the Accessibility for Ontarians with Disabilities Act (2005) and in compliance with accompanying regulations such as the Design of Public Spaces Standards. Cemeteries Act, R.S.O. 1990, c. 4 The Ontario Cemeteries Act outlines the requirements for establishment of a cemetery or crematorium; process for closing a cemetery; associated licenses; consumer protection; trust funds; cemetery and crematorium operations; administration; and burial sites. This is an important piece of legislation particularly as it applies to the maintenance and operation of cemeteries, a task that many Oxford County Area Municipalities – through parks and public works departments - are responsible for. Parks By-laws Area municipalities have passed Parks By-laws under the Municipal Act to regulate the use and operation of parks, open spaces and recreation areas. These by-laws set out the regulations for the use of the municipal parks, such as hours of operation and permitted and prohibited activities. Non-Legislated Supporting Documents: Framework for Recreation in Canada In 2015, the Framework for Recreation in Canada (FRC) was developed by the Canadian Parks and Recreation Association (CPRA) together with Provincial / Territorial Governments and their supporting Parks and Recreation Associations. The Framework supports coordinated policies and practices in recreation and related sectors in Canada. Its aim is to improve the wellbeing of individuals, communities and the built and natural environments. The goals and related actions of the Framework should be considered by Area Municipalities in the establishment of strategic actions and decision making related to recreation, parks and cultural services. Several municipalities are formalizing the goals of the FRC through development of Parks and Recreation Master Plans. The goals of the Framework for Recreation in Canada include: Active Living; Inclusion and Access; Connecting People and Nature; Supportive Environments; and Recreation Capacity. Page 475 of 817 Watson & Associates Economists Ltd. PAGE A-188 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Parks for All Published in 2017, Parks for All is An Action Plan for Canada’s Parks Community. The project was a result of collaboration between the Canadian Parks Council (CPC) and the CPRA. This document aligns with and supports Connecting Canadians with Nature as well as the Framework for Recreation in Canada, particularly the Framework’s third goal “Connecting People and Nature”. The Action Plan focuses on how all Canadians benefit from healthy parks and natural areas and shares the community’s vision and goals for our parks. Parks for All includes a variety of perspectives that helped form a distinct set of responsibilities and practices moving forward. Parks for All is intended to unite the parks community through specific actions, priorities and strategic directions. The plan is guided by four strategic directions: collaborate, connect, conserve and lead. Parks and Recreation Master Plans Master Plans are developed to assist municipalities with review of existing services and amenities and are intended to guide future planning with regard to current and future populations. Municipalities are not required to complete Master Plans, but they are becoming common practice and often provide support for funding opportunities. The following Oxford County municipalities have completed Master Plans or similar studies: • Township of Blandford-Blenheim Parks & Recreation Master Plan (2014); • Town of Ingersoll Multi-Use Recreation Complex Study (2017) • Township of Norwich Parks Master Plan (2017) • Town of Tillsonburg Community Parks, Recreation & Cultural Strategic Master Plan (2011) • City of Woodstock Recreation Facility Needs Study (2014) • Township of Zorra Recreation, Arts & Culture Master Plan (2018) Page 476 of 817 Watson & Associates Economists Ltd. PAGE A-189 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Expenditure (Operating) Information The chart below illustrates annual spending on parks and recreation services in Oxford County Area Municipalities. Expenses for Parks and Recreation Services (2018) Source: 2018 FIR Schedule 40 Note: costs above include Parks, Recreation Facilities and Recreation Programs Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Parks Parks Expenditures Per Capita (2018) Municipality Parks Expenditure (2018) Expenditure per hectare of Parkland Expenditure per Capita Blandford-Blenheim $157,236 $9,304 $21 East Zorra-Tavistock $281,834 $21,680 $47 Ingersoll $890,564 $15,635 $71 Norwich $273,124 $6,466 $25 South-West Oxford $170,968 $15,117 $22 Tillsonburg $753,913 $11,824 $47 Woodstock $2,656,151 $17,567 $65 Zorra $97,203 $3,739 $12 Average $660,124 $2,269,852 $39 Source: 2018 FIR Schedule 40 Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Blandford-Blenheim $333,675 $42,569 $287,586 $33,911 $0 $0 $282,928 $980,669 $0 $0 $980,669 $133 East Zorra-Tavistock $52,633 $7,864 $488,957 $290,909 $0 $900 $151,412 $992,675 $0 $0 $992,675 $164 Ingersoll $2,388,991 $1,479 $997,774 $99,327 $19,134 $0 $463,578 $3,970,283 $0 $201,460 $4,171,743 $315 Norwich $710,941 $54,761 $475,041 $0 $0 $0 $257,709 $1,498,452 $0 $133,019 $1,631,471 $136 South-West Oxford $14,535 $0 $280,940 $3,748 $0 $0 $81,705 $380,928 $0 $0 $380,928 $50 Tillsonburg $2,459,951 $148,263 $1,198,511 $430,875 $0 $0 $441,072 $4,678,672 $190,884 $0 $4,869,556 $292 Woodstock $4,154,428 $120,606 $2,517,028 $320,069 $33,428 $16,420 $1,370,400 $8,532,379 $0 $460,495 $8,992,874 $209 Zorra $615,854 $0 $572,834 $0 $0 $40,737 $190,466 $1,419,891 $0 $0 $1,419,891 $182 Total $10,731,008 $375,542 $6,818,671 $1,178,839 $52,562 $58,057 $3,239,270 $22,453,949 $190,884 $794,974 $23,439,807 Schedule 40 - Expenses Page 477 of 817 Watson & Associates Economists Ltd. PAGE A-190 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Recreation Recreation Expenditures Per Capita (2018) Municipality Recreation Expenditure (2018) Expenditure per sf of major recreation amenities Expenditure per Capita Blandford-Blenheim $823,433 $17 $111 East Zorra-Tavistock $710,841 $17 $118 Ingersoll $3,281,179 $31 $260 Norwich $1,358,347 $17 $123 South-West Oxford $209,960 $10 $27 Tillsonburg $4,115,643 $30 $257 Woodstock $6,336,723 $35 $155 Zorra $1,322,688 $16 $170 Average $2,269,852 $22 $153 Source: 2018 FIR Schedule 40 Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Revenue (Operating) Information The chart below illustrates annual revenue generated from parks and recreation services in Oxford County Area Municipalities. Revenue for Parks and Recreation Services (2018) Source: 2018 FIR Schedule 12 Note: revenues above include Parks, Recreation Facilities and Recreation Programs Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $0 $0 $0 $0 $0 n/a Blandford-Blenheim $3,546 $0 $0 $246,920 $176,400 $0 $0 $58 25% East Zorra-Tavistock $0 $0 $0 $511,930 $0 $0 $0 $85 52% Ingersoll $36,575 $19,761 $0 $801,987 $137,000 $0 $0 $79 20% Norwich $0 $0 $0 $313,081 $150,000 $57,408 $0 $47 21% South-West Oxford $0 $0 $0 $168,167 $67,567 $0 $0 $31 44% Tillsonburg $64,353 $0 $1,590 $1,160,039 $0 $52,625 $3,765 $80 25% Woodstock $23,803 $26,858 $44,826 $1,639,689 $0 $0 $0 $42 19% Zorra $0 $0 $0 $482,878 $150,000 $0 $0 $81 34% Total $128,277 $46,619 $46,416 $5,324,691 $680,967 $110,033 $3,765 Schedule 12 - Revenues Page 478 of 817 Watson & Associates Economists Ltd. PAGE A-191 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Parks Parks Revenues Per Capita (2018) Municipality Parks Revenues (2018) Revenues per hectare of Parkland Parks Revenues per Capita Blandford-Blenheim $9,257 $548 $1.25 East Zorra-Tavistock $0 $0 $0.00 Ingersoll $37,519 $659 $2.98 Norwich $155,4261 $5,426 $3,680 $128 $14.13 $0.49 South-West Oxford $0 $0 $0.00 Tillsonburg $61,360 $962 $3.84 Woodstock $125,507 $830 $3.07 Zorra $12,085 $465 $1.55 Average $50,144 $1,060 $3.35 Source: 2018 FIR Schedule 12 Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Recreation Recreation Revenues Per Capita (2018) Municipality Recreation Revenues (2018) Revenues per sf of major recreation amenities Recreation Revenues per Capita Blandford-Blenheim $417,609 $8.85 $56.44 East Zorra-Tavistock $511,930 $11.96 $84.70 Ingersoll $957,804 $9.11 $76.03 Norwich $365,063 $4.56 $33.18 South-West Oxford $235,734 $11.58 $30.76 Tillsonburg $1,221,012 $8.98 $76.31 Woodstock $1,609,669 $8.80 $39.35 Zorra $620,793 $7.38 $79.71 Average $742,452 $8.90 $59.56 Source: 2018 FIR Schedule 12 Note: variations in F.I.R. data between municipalities are discussed in section 1.2 1 This number includes a $150,000 Ontario Grant (not a typical revenue source). The second line calculation excludes this amount. Page 479 of 817 Watson & Associates Economists Ltd. PAGE A-192 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing / Resources Staffing resources vary significantly depending on the service delivery model applied in each local municipality (i.e., direct or indirect), historic staffing levels, as well as size and scope of major recreation amenities. Staffing costs are generally lower in municipalities using the indirect service delivery method, as these employees assist with coordination and provision of space, rather than the administrative and operational tasks associated with direct service provision. Conversely, direct service delivery requires significantly greater staff resources including program planning, scheduling, registration, maintenance, additional customer service, staff recruitment and training, among others. Staffing for Parks and Recreation Services (2018) Municipality Full-Time Funded Positions Median Annual Salary Part-Time Funded Positions Median Hourly Wages Casual / Seasonal Employees Median Hourly Wages Blandford- Blenheim 4.5 $49,909 4 $14.98 8 $14.05 East Zorra- Tavistock 0 N/A 0 N/A 9 N/A Ingersoll 18 $65,392 52 $25.56 26 $18.90 Norwich 7 $49,330 13 $26.11 11 $16.49 South-West Oxford 0 N/A 1 N/A 0 N/A Tillsonburg 29 $65,000 22 $18.17 35 $14.94 Woodstock 38 $79,957 70 $17.26 82 $15.76 Zorra 6 $57,397 4 $21.66 27 $13.58 Average 13 $61,164 21 $20.62 25 $15.62 Source: 2018 FIR Schedule 80A and wage data provided by area municipalities Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Exclusions: Full-time management positions have not been summarized in the table below. The organizational structure in each municipality varies significantly making it difficult to compare salaries and wages for employees supervisory or management roles. As can be seen in the table above, salaries and wages for parks and recreation employees vary significantly across the eight area municipalities. There are a variety of factors to consider in this comparison including: departmental responsibilities; support from volunteers; number of employees per department or service area; use of contracted services; presence of unions; quantity of park and facilities; municipal Page 480 of 817 Watson & Associates Economists Ltd. PAGE A-193 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx population; service level standards; the presence of service boards; support from community groups; and historic agreements, to name a few. Contracted Services Many of the Area Municipalities contract parks and recreation services in some capacity. According to 2018 Financial Information Returns, the only exceptions to this are Norwich and Zorra, which provide all services in-house. Annual expenses (2018) for contracted parks and recreation services have been summarized in the table below. Summary of Contracted Parks and Recreation Services in Oxford County and Area Municipalities (2018) Municipality Contracted Services Expense Details Blandford-Blenheim $33,911 Minor and specialized maintenance (e.g., snow removal, waste removal, etc.) East Zorra- Tavistock $290,909 The Tavistock & District Recreational Facilities Board is responsible for the operation and maintenance of the following facilities: Tavistock & District Recreation Centre, Tavistock memorial Hall, Tavistock Queens Park and Tavistock Bender Subdivision Park. Ingersoll $103,227 Minor and specialized maintenance (e.g., HVAC repairs, garage removal, etc.) Norwich $25,000 Grass cutting at select parks, open spaces and facilities (This expense was not captured in the 2018 FIR) South-West Oxford N/A N/A Tillsonburg $443,485 Grass cutting and minor and specialized maintenance (e.g., repairs, port-a-potties for special occasions, etc.) Woodstock $473,621 Street trees, snow clearing, line painting, portable toilets, Molok garbage removal, third-party annual playground inspection program Zorra $63,075 Grass cutting and snow removal Source: 2018 FIR Schedule 40 Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Page 481 of 817 Watson & Associates Economists Ltd. PAGE A-194 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Union Contracts Summary of Union Contracts in Oxford County and Area Municipalities Municipality Union Details – Unionized Staff Blandford- Blenheim N/A N/A East Zorra- Tavistock N/A N/A Ingersoll CUPE Local 107 Fitness instructors, public works, parks and recreation maintenance Norwich CUPE Local 1589 14 Employees total from Community Services and Public Works South-West Oxford N/A N/A Tillsonburg N/A N/A Woodstock CUPE Local 1146 Outside CUPE Local 1146 Inside & PT 10 Parks staff, 12 FT Recreation staff (arena, aquatics, facility), 65 PT staff (arena, aquatics, facility) Zorra N/A N/A Assets The table below provides a summary of all major recreation infrastructure within each of the eight area municipalities. Minor amenities such as playgrounds, sports fields, hard - surface courts and spray pads are excluded from this summary. Page 482 of 817 Watson & Associates Economists Ltd. PAGE A-195 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Inventory of Major Recreation Facilities in Oxford County and Area Municipalities (2018 DC estimates) Municipality Arena / Ice Pad Deep Water Aquatic Facilities Recreation Complex Community Hall Total Major Recreation Amenities Total Floor Area (sf) Blandford- Blenheim 1 -- -- 2 3 47,173 East Zorra- Tavistock 1 -- 1 2 4 42,802 Ingersoll 1 1 1 3 6 105,168 Norwich 1 1 1 3 6 80,000 South-West Oxford -- -- -- 5 5 20,352 Tillsonburg 3.5 2 1 2 8.5 136,000 Woodstock 3 2 2 2 9 182,949 Zorra 2 1 2 3 8 84,137 Total 12.5 7 8 22 49.5 698,581 Source (floor areas): Development Charge Background Studies, 2018 Note: The Town of Tillsonburg has an agreement to lease a portion of the Bridges at Tillsonburg Golf Course on an annual basis from December 1 through March 31 for use as a toboggan hill. The table below provides a summary of municipal parkland inventories for each of the eight area municipalities. Parkland Provision in Oxford County and Area Municipalities (2018 DC estimates) Municipality Parkland (ha) Provision Rate (ha / 1,000 residents) Blandford-Blenheim 16.9 2.3 East Zorra-Tavistock 13.0 1.7 Ingersoll 57.0 4.5 Norwich 42.2 3.8 South-West Oxford 11.3 1.5 Tillsonburg 63.8 4.0 Woodstock (2017) 1 151.2 3.7 Zorra 26.0 3.3 Total / Average 381.4 3.2 Source: Development Charge Background Studies, 2018 1 Parkland area calculation includes: District Parks, Community Parks, Neighbourhood Parks and Parkettes Page 483 of 817 Watson & Associates Economists Ltd. PAGE A-196 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Note: The Town of Tillsonburg maintains a parcel of land owned by the Long Point Region Conservation Authority known as Cadman Park Board Operated Facilities A number of Oxford County area municipalities have agreements in place for Board operation of municipal facilities. Summary of Board Operated Facilities and Agreements in Oxford County Area Municipalities Municipality Facility Details of Agreement Blandford- Blenheim N/A N/A East Zorra- Tavistock Tavistock & District Recreation Centre Innerkip Park Hickson Park Pavillion Tavistock District Recreation Committee (3rd party) Park run by Innerkip Minor Baseball Hickson Recreation Committee Lions Club Ingersoll Seniors Centre The building is owned by the Town, the land is leased from General Motors and the Seniors Centre is board operated. The Board of Directors operates the facility through an annual operating grant from Ingersoll Town Council. Norwich Otterville Mill (historical site) and Woodlawn Adult Recreation Centre / Rail Museum (historical site) The Otterville Mill is operated by the Historical Society under a lease agreement with Norwich Township and the Woodlawn Community Centre is operated by a Council- appointed Board. South-West Oxford Beachville Parks and Recreation Committee, Brownsville Community Centre (Hall) and Park Committee, Dereham Community Hall and Park Committee, Foldens Hall and Park Committee, Mount Elgin Community Centre (Hall) Committee, Mount Elgin Park and Recreation Committee, Salford Community Hall and Park Committee, Sweaburg Parks and All community halls in SWOX are Board- Operated. The Township Hall, Parks and Recreation Committees are deemed to be standing committees of Council and are established by the Township by By-law. The Committees shall only exist as long as they are authorized by By-law. Council Committees are responsible for the operation of Township facilities, development and implementation of existing and future programs through the use of good governance, solid financial management and community involvement. Page 484 of 817 Watson & Associates Economists Ltd. PAGE A-197 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Facility Details of Agreement Recreation Committee, Sweaburg Lions Park Committee. Tillsonburg Seniors Centre Town of Tillsonburg owns the Seniors Centre, but the facility is programmed and staffed by the Seniors Centre Organization. The Town applies for the Seniors Centre Operating Grant from the province. Tillsonburg Soccer Complex Tillsonburg Minor Soccer Club maintains the soccer club grounds and owns / operates the Clubhouse. The land is owned by the Town. Tillsonburg Hickory Hills Recreation Centre and Baldwin Place Recreation Centre There are two neighbourhood-operated, member-only recreation facilities that are leased on long-term agreements from the Town (Hickory Hills and Baldwin Place Recreation Centres) Tillsonburg Glendale High School Gymnasium The Community Gym at Glendale High School was a joint project of the Thames Valley District School Board and the Town. An agreement is in place for shared used of the facility. Woodstock Southgate Seniors Centre Woodstock is responsible for the facility shell, does snow removal and funds $95,000 of operating costs. Southgate is governed and operated by a board of directors. Zorra Harrington Hall The Harrington Area Community Association manages rentals and fee collection for the hall and also takes care of cleaning and minor maintenance. Major maintenance and capital planning, procurement and project management is complete by Zorra staff. Asset Management Plan/Practices Summary of Asset Management Policies, Plans and Practices Municipality Asset Management Policy Asset Management Plan / Practices Blandford- Blenheim Strategic Asset Management Policy (2019) Asset Management Plan (2016). The arena, community centre and 13 parks sites are identified in the plan. The plan reviews physical site components (fences, stairways, irrigation systems, etc.), recreation components Page 485 of 817 Watson & Associates Economists Ltd. PAGE A-198 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Asset Management Policy Asset Management Plan / Practices (playgrounds, splash pads, benches, etc.), land site components (landscaping, sports fields, etc.) and minor park facilities (washrooms, concessions, etc.). East Zorra- Tavistock Strategic Asset Management Policy (2019) Strategic Asset Management Policy (2019). Green infrastructure asset – an infrastructure asset consisting of natural or human-made elements that provide ecological and hydrological functions and processes and includes natural heritage features and systems, parklands, stormwater management systems, street trees, urban forests, natural channels, permeable surfaces and green roofs. Ingersoll Current Asset Management Plan, condition assessments and maintenance schedules Comprehensive Asset Management Strategy and Plan (2014). Parks and Recreation – only the Arena is included in the report until Facility assessments have been conducted to break the remaining Parks and Recreation facilities into asset components with replacement values. The arena needs immediate attention to fire protection systems, the roof and some upgrades to the interior. Other assets are in good condition with some playgrounds, ball diamond lighting, parking lots and gym equipment needing replacement in the near future. Norwich Strategic Asset Management Policy (2019) Strategic Asset Management Policy (2019). Document outlines: asset management policy statement, purpose of the municipality’s commitment, vision, objectives, guiding principles, scope and capitalization thresholds, financial planning and budgeting, governance and continued improvement. South-West Oxford Strategic Asset Management Policy (2019) Strategic Asset Management Policy (2019). Document outlines: departments involved in review and implementation, policy statements to guide the Township’s asset management program, and key decision-making principles. Tillsonburg Strategic Asset Management Policy (2019) Comprehensive Asset Management Plan (2016). The Town is responsible for a variety of capital assets including sports fields, parks and playgrounds, equipment and furniture, ice rinks and pools, parking lots and cemeteries. All Parks and Open Space assets are currently ranked as “3” within the priority classification and will be included in future updates of the Asset Management Plan. Page 486 of 817 Watson & Associates Economists Ltd. PAGE A-199 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Asset Management Policy Asset Management Plan / Practices Woodstock Strategic Asset Management Policy (2019) City of Woodstock Asset Management Plan (AMP) (2016). The AMP lists replacement costs for arenas, pools, sports fields, parks and the indoor aquatic centre as well as a report card describing asset health and financial capacity. Zorra Strategic Asset Management Policy (2019) Strategic Asset Management Policy (2019). Green infrastructure asset – an infrastructure asset consisting of natural or human-made elements that provide ecological and hydrological functions and processes and includes natural heritage features and systems, parklands, storm water management systems, street trees, forests, natural channels, permeable surfaces and green roofs Oxford County Strategic Asset Management Policy (2019) 2017 Asset Management Plan. Policy has been developed to assist with implementation of a comprehensive AMP in alignment with strategic vision and mission, the requirements of the Building Together Guide, and Ontario Regulation 588/17. It outlines principles, governance structure, budget process, capitalization thresholds and commitment to engagement. Capital Budget Policies/Practices Capital budget policies and practices relating to municipal parks and recreation assets are typically guided by asset management reports, community input, growth-related needs, and parks and recreation master plans (where applicable). Page 487 of 817 Watson & Associates Economists Ltd. PAGE A-200 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Parks and Recreation Departmental Assignment of Parks and Recreation Responsibilities Municipality Capital Assets Operations Permitting Blandford- Blenheim Community Service Community Services Administration East Zorra- Tavistock Parks & Recreation Parks & Recreation Parks & Recreation/Parks Boards Ingersoll Parks & Recreation Finance, Parks & Recreation Parks & Recreation Norwich Community Development Services Community Development Services Community Development Services South-West Oxford Chief Building Official Public Works Treasurer Tillsonburg Recreation, Culture & Parks, Finance Recreation, Culture & Parks Recreation, Culture & Parks Woodstock Parks & Recreation Parks Parks & Recreation Zorra Recreation & Facilities Department Recreation & Facilities Department Recreation & Facilities Department Trends & Best Practices • Drop-in, self-scheduled and drop-in use of facilities to offer flexibility to users and maximize use of space • Registration levels for regularly scheduled, organized programs and activities are also increasing • The community hub model has become a popular model for provision of service as they allow for operating, service and programming efficiencies as well as a “one-stop-shop” for busy residents seeking value-added and time- efficient methods of participating in recreation services • Inclusion and accessibility are significant factors to consider in provision of municipal parks and recreation services. Both from a customer service and programming point of view as well as provision of space and accommodation of barrier-free designs • Increased demand on facility schedules and programming in response to elite training and the long-term athlete development model (i.e., requirements for additional use of space and more participants at one time) Page 488 of 817 Watson & Associates Economists Ltd. PAGE A-201 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Promotion of outdoor play and natural playgrounds are growing trends, with multiple benefits cited by academic sources • Aging populations and promotion of “age-friendly” opportunities: these trends have increased demand for amenities such as seating, shade, water access, washrooms, etc., which put additional strain on staff and facilities • Staff resources are strained by issues with mental health, addition, homelessness, in parks and recreation facilities. • Climate change has a significant impact on operating seasons and functional use of outdoor space • A system of parks with a variety of designs and functions is a best practice in parkland provision. Users are seeking different experiences based on age, interest and ability. Residents and visitors also seek programming and entertainment to animate these spaces through activities and events • Environmental design and conservation are a growing trend. Some examples of environmental facility design include green roofs, solar panels, energy conservation, waste reduction, etc. • Technology is increasingly being used by municipal parks and recreation service providers to assist with administrative tasks such as registration and scheduling as well as for communication and programming. • Many municipalities are faced with aging recreation infrastructure and must prioritize renewal and reinvestment projects alongside other civic works. Some are combatting this issue through adaptive re-use of existing facilities (e.g., convert an underutilized ice pad to a recreation centre or gymnasium) • Maximizing existing assets and planning for multi-use designs are growing trends in the industry. Municipalities are exploring non -traditional was to maximize available space and accommodate multiple civic uses Page 489 of 817 Watson & Associates Economists Ltd. PAGE A-202 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Libraries Municipalities Providing Library Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ General Description Public libraries offer residents access to a wide variety of materials, resources and services. Libraries encourage literacy in communities, offer employment resources, provide tech help, foster social interaction and support lifelong learning. Depending on the scope and size of the facility, services offered may include: traditional collections (e.g., books, audio, video, etc.), access to and lending of technologies (e.g., computer access, early literacy stations, printing and copying, wireless internet to connect personal devices, etc.), and non-traditional equipment lending (e.g., board games, toys, tools, seeds, etc.). Libraries also offer programming, events, workshops and opportunities for social interaction such as movie nights or “learn-to” series. Many modern libraries have taken this a step further to provide users with “maker spaces” or studios where they are encouraged to explore creativity and are supported in use of facilities and amenities such as recording studios, 3D printing labs and design rooms. Public libraries have also established a larger online presence through offerings such as databases and digital subscriptions (Overdrive for eBooks or eAudio books, Hoopla for digital movies, television shows, music, etc.) as well as eLearning opportunities such as Universal Class and more. Oxford County Library is responsible for library services in seven of the eight area municipalities (Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, South- West Oxford, Tillsonburg and Zorra) while Woodstock Public Library operates independently. There are 15 physical library locations within the County (14) and Woodstock (1) library systems. In the case of Oxford County and area municipalities, the majority of library services provided fall within the traditional service delivery model of lending and information support, although the Library also offers unique lending collections such as hiking kits, kitchen utensils, small appliances and handheld tech devices (launchpads, Chromebooks, etc.). Page 490 of 817 Watson & Associates Economists Ltd. PAGE A-203 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Library services are an essential public service traditionally provided by Ontario municipalities. These pieces of social infrastructure improve community wellbeing and support community resilience through reduction of social isolation, empl oyment and volunteer support, and provision of affordable access to education and literacy. Legislative Framework Libraries must conform to provisions of the Municipal Act, the Public Libraries Act, Accessibility for Ontarians with Disabilities Act, and other relevant legislation and are accountable to the communities they serve. Public Libraries Act The Public Libraries Act (R.S.O. 1990, CHAPTER P.44) is the legislative framework that guides library services in Ontario. The Act supports provision of equal and universal access to information and establishes free public library services in Ontario through governance and regulations. Key components of the Ontario Public Libraries Act (PLA) have been summarized below. Specific discussion of relevance in Oxford County and Area Municipalities is provided throughout the Service Delivery Review where applicable. • Library Boards: under the Act, Ontario Public Libraries are required to be operated under the management and control of a public library board. The A ct dictates board powers and duties as well as member eligibility and CEO appointments. • Public, Union and County Library Boards: the PLA describes situations where one of three different types of library boards may be appropriate, depending on the number of municipalities in agreement regarding creation of a board. In the case of Oxford County, seven of eight area municipalities have established a County Library Board while the City of Woodstock operates under a separate Public Library Board. • Library Fees and Finances: the requirements for appointment of a treasurer and financial responsibilities of the library board are outlined by the PLA. The Act also describes library materials and services which cannot be charged a borrowing fee or service fee. Page 491 of 817 Watson & Associates Economists Ltd. PAGE A-204 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Accessibility for Ontarians with Disabilities Act (2005) Libraries are subject to additional requirements under AODA. Public libraries must provide accessible materials upon request, where they exist. Public libraries must also make information available to the public about the availability of accessible materials, upon request. Public libraries are not required to provide accessible format for special collections, archival materials, rare books or donated materials. Making libraries barrier-free has an impact on space requirements as well. Some examples of accessibility accommodations include wider aisles, lower stacks, accessible washrooms, barrier-free entrances and lower customer service or self- service counters. Non-Legislative Guiding Documents: Two resource documents; Guidelines for Rural / Urban Public Library Systems, 3 rd edition (2017) and Ontario Public Library Guidelines, 7 th edition (2017), are also commonly used to guide library services. The intent of the guidelines are to assure that regardless of geographic location or size, a public library is equipped to contribute to the Ontario-wide public library infrastructure, to the greater benefit of its users and community. Ontario Public Library Guidelines The Ontario Public Library Guidelines represent community-based, voluntary standards for public libraries and public library services and public library development opportunities in Ontario. The Ontario Public Library Guidelines Monitoring and Accreditation Council is responsible for the development, monitoring and revision of the guidelines and their scope covers the entire public library community. The Oxford County Library is an accredited library through the Ontario Public Library Guidelines. Accreditation is valid for five years and benefits the library system in many ways including: enhancing the library’s profile, credibility and reputation; demonstrating efficient and effective spending of public funds; demonstrating that the library is meeting province-wide norms and providing quality services; and providing and realistic and beneficial set of goals for staff and the public library board to work toward. Page 492 of 817 Watson & Associates Economists Ltd. PAGE A-205 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Guidelines for Rural / Urban Public Library Systems The guidelines are a developmental tool for rural / urban and county libraries expressed as targets for a library to provide an appropriate level of service for its community. The guidelines provide recommendations as to how library services should be provided based on best practices and quantifiable, benchmarked guides. These guidelines build upon and are supplementary to the previously described Ontario Public Library Guidelines. They are to be used to evaluate and plan future library services and are most applicable to the multi-branch rural / urban nature of many library systems in Ontario. Expenditure (Operating) Information Expenses for Library Services (2018) Source: 2018 FIR Schedule 40 Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Note: The Burgessville Library is owned by Norwich Township, but leased to the County of Oxford. Norwich branch is on Township property, with the building operated by the County of Oxford. Otterville Library is owned and operated by the County of Oxford; however, Norwich Township helps pay the lease. Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $2,244,025 $25,332 $375,621 $23,394 $129,213 $0 $442,282 $3,239,867 $807,581 $0 $4,047,448 $47 Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Norwich $2,029 $0 $9,146 $0 $0 $0 $617 $11,792 $0 $1,233 $13,025 $1 South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Zorra $0 $0 $16,252 $0 $0 $0 $0 $16,252 $0 $0 $16,252 $2 Total County Library $2,246,054 $25,332 $401,019 $23,394 $129,213 $0 $442,899 $3,267,911 $807,581 $1,233 $4,076,725 Woodstock $1,868,736 $0 $504,083 $13,082 $0 $0 $306,071 $2,691,972 $0 $156,343 $2,848,315 $66 Schedule 40 - Expenses Page 493 of 817 Watson & Associates Economists Ltd. PAGE A-206 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Revenue (Operating) Information Revenues for Library Services (2018) Source: 2018 FIR Schedule 40 Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Per the Fees section of the PLA, public libraries are limited in their ability to impose fees for programs, services or materials and modify existing revenue sources. As a result, libraries rely heavily on grants and municipal support to fund their operations. The funding formula for public libraries consists of a mixtu re of provincial and municipal funding based on population sizes. This calculation has not been modified to meet changing demographics and current demands since the 1990s. As can be seen in the expenditure and revenue tables provided above, public librarie s in Oxford County recoup 1.8% of their operating expenses through revenues, excluding provincial and federal grants. This figure emphasizes the limitations imposed on revenue sources by the Public Libraries Act and the heavy reliance upon external funding sources and grants. Many libraries have also been experiencing loss of revenue from overdue fines as a result of digital collections. In 2018, the Oxford County Library eliminated fines altogether. Staffing / Resources As a low-to-no cost public service, libraries rely heavily on operating efficiencies within their staff complement as well as support from dedicated volunteers. Many in -branch Ontario Conditional Grants Canada Conditional Grants Other Municipalitie s User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalitie s - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $161,654 $0 $0 $44,086 $0 $0 $0 $2 1% Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 n/a East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $0 $0 $0 $0 $0 $0 $0 $0 n/a Norwich $0 $0 $0 $0 $0 $0 $0 $0 n/a South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 n/a Tillsonburg $0 $0 $0 $0 $0 $0 $0 $0 n/a Zorra $0 $0 $3,500 $0 $0 $0 $0 $0 n/a Total County Library $161,654 $0 $3,500 $44,086 $0 $0 $0 Woodstock $64,943 $0 $0 $40,556 $0 $0 $0 $3 2% Schedule 12 - Revenues Page 494 of 817 Watson & Associates Economists Ltd. PAGE A-207 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx programs offered at both the Oxford County Library and Woodstock Public Library are facilitated by staff members and volunteers or community groups. If possible, operating efficiencies may be realized if part-time or full-time employees could be scheduled to work at multiple sites. For example, one library staff member may be scheduled to work Monday and Wednesday at one branch and Tuesday and Thursday at a second branch in close proximity with complementary operating requirements. It is noted that services required at each branch of Oxford Public Library may vary and therefore it may be necessary to retain a larger complement of part-time employees to maintain service levels. Operating hours and facility locations may pose a barrier to consolidation of employees. Further review of community needs, demand and operating hours may be required. The table below summarizes the staffing levels suggested for branch libraries depending on the library classification estimates. Library branch classifications have been estimated using the measurement tools provided within the Ontario Public Library Guidelines, Seventh Edition. Oxford County Library and Woodstock Public Library Staffing Level Summary Classification Municipality (Library) Current Staff Levels Recommended Staff Levels Small Blandford-Blenheim (Plattsville, Princeton) East Zorra-Tavistock (Innerkip, Tavistock) Norwich (Burgessville, Otterville) South-West Oxford (Brownsville, Mount Elgin) Zorra (Embro, Harrington, Thamesford) No data on how the Oxford County Library staff responsibilities are divided among the area municipalities 16.0 FT, 44.0 PT Approximately 38 FTE 1.0 – 2.5 FTE (with library competency) Medium Norwich (Norwich) Tillsonburg (Tillsonburg) Same as small above 2.5 – 5.0 FTE (professional librarian or library competency + other staff with library competency) Large Ingersoll (Ingersoll) Same as small above 5.0 – 17.5 FTE (professional librarian + 2 additional professional librarians) Urban Woodstock (Woodstock) 13 FT, 19 PT, 3 S Approximately 23.5 FTE 17.5 FTE or more (professional librarian + 2 additional professional librarians) Page 495 of 817 Watson & Associates Economists Ltd. PAGE A-208 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Review of current staff levels finds that both Oxford County Library and Woodstock Public Library are properly staffed. Using an estimate of one part-time employee as a 0.5 full-time equivalent; the Oxford County Libraries current ly employ approximately 38.0 full-time equivalents (FTE). This is on par (38.0 FTE) with the guideline recommendations for branch library systems when applied to the Oxford County Library inventory. Woodstock Public Library is well-staffed when compared against recommended guidelines for urban library branches, employing approximately 23.5 FTE compared to the recommended 17.5 FTE. The table below summarizes the median wage or salary rate per position type in each of the library systems. As can be derived from the table, salaries and wages for library employees between the two systems are comparable at all levels except for part-time staff. This indicates that employees are compensated fairly and consistently within Oxford County. Median Salaries and Wages for Library Staff in Oxford County Oxford County Library Woodstock Public Library % Deviation from Median Part-Time $26.34 $33.54 +/- 12% Full-Time $34.04 $36.06 +/- 3% Specialized Librarian $37.65 $38.36 +/- 1% Director / CEO $113,235 $117,814 +/- 2% The significant variation between the hourly wages for part-time and casual employees across the two systems may party be explained by the fact that all Woodstock Public Library employees are unionized whereas employees of Oxford County Libraries are non-union. Contracted Services No contracted services were found for Library Services. Union Contracts All employees of the Woodstock Public Library are unionized members of CUPE Local 1146 – Library Unit. Page 496 of 817 Watson & Associates Economists Ltd. PAGE A-209 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Assets The Oxford County Library system includes 14 branch libraries distributed throughout seven area municipalities; some buildings are owned by the Library, some by the local municipalities (including shared use arrangements), and some are leased from other sectors. Woodstock Public Library includes one main branch facility in the City of Woodstock. The Oxford County Library is also responsible for one additional building that serves as the library headquarters (but does not function as a public library branch). Generally, the local Area Municipalities are responsible for the provision of space and are responsible for capital infrastructure (i.e., library buildings), while the Oxford County Library and Woodstock Public Library are responsible for staffing, programs and collections within, under the governance of library boards. The table below provides a summary of assets for each branch library (summarized by Local municipality) including the square footage, collection size and weekly operating hours available at each. Oxford County Library and Woodstock Public Library Asset Summary (by branch library location) Municipality Library Branches Floor Area (sf) Floor Area (sf per capita) Operating Hours (weekly) Blandford-Blenheim Plattsville 3,000 0.55 (total) 25 Blandford-Blenheim Princeton 1,100 Same as above 15 East Zorra-Tavistock Innerkip 1,038 0.71 (total) 12 East Zorra-Tavistock Tavistock 4,300 Same as above 35 Ingersoll Ingersoll 12,160 0.97 59.5 Norwich Burgessville 800 0.75 (total) 15 Norwich Norwich 5,400 Same as above 35 Norwich Otterville 2,080 Same as above 12 South-West Oxford Brownsville 700 0.18 (total) 12 South-West Oxford Mount Elgin 676 Same as above 12 Tillsonburg Tillsonburg 8,714 0.54 60 Zorra Embro 800 0.67 (total) 12 Page 497 of 817 Watson & Associates Economists Ltd. PAGE A-210 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Library Branches Floor Area (sf) Floor Area (sf per capita) Operating Hours (weekly) Zorra Harrington 1,200 Same as above 9 Zorra Thamesford 3,217 Same as above 35 Oxford County Headquarters (OCAB) 1,450 N/A N/A Oxford County Storage in Otterville 820 N/A N/A Oxford County Storage in OCAB 500 N/A N/A TOTAL 47,955 0.65 349 Woodstock Woodstock 23,606 0.58 63.5 Note: total collection size is as follows: 128,796 for Woodstock and 246,115 print and digital items in County library collection (shared resource among all branch libraries) The amount of space required by a public library depends on the unique needs of the individual community. The assessment of local needs may be assisted by documents such as the Ontario Public Library Guidelines and Guidelines for Rural/Urban Public Library Systems, which provide several measures to assist libraries in future planning in areas such as staffing, space, collection size, collection use and hours. A metric of 0.6 to 1.0 square feet per capita has been promoted within the sector. These traditiona l benchmarks do not convey quality, convenience, or user satisfaction. Library collections have changed significantly within the last ten years, as user demands have partially shifted from hard copy borrowing to electronic access such as eBooks and online subscriptions. This is reflected in the Development Charges Background Study which identifies a 32% decrease in print materials such as books, newspapers and magazines over the last ten years while digital collections such as eBooks and Audiobooks have increased from 67 to 88,000 titles in the same timeframe. Similar to the shift in collection demands, libraries have also experienced a shift in demand for space and services. Although digital collections do not require space among library stacks, members of the public rely upon libraries to provide accessible space for social interaction, self-guided education and continuous learning opportunities such as workshops and programs. Public libraries have done well to reimagine themselves during the growth of new technology and shifting service demands to offer collections, programs and services that meet community needs. Page 498 of 817 Watson & Associates Economists Ltd. PAGE A-211 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Asset Management Plan / Practices Summary of Asset Management Plans / Practices (Library) Municipality Asset Management Plan / Practices Oxford County Library Oxford County 2017 Asset Management Plan. SWOX Library Collections have a single asset capitalization threshold of $2,500. Woodstock Public Library City of Woodstock Asset Management Plan (2016). Library collections estimated to have a useful life of 7 years with a 2015-unit replacement cost based on the Ontario Consumer Price Index, equating to an overall replacement cost of $1,530,073. Woodstock Public Library 2015 Total Replacement cost estimated at $9,312,189. Capital Budget Policies / Practices The Oxford County Development Charge Background Study identifies a number of capital investments in library infrastructure within the next 10 years. Capital investment in libraries generally plans for expanded space in response to anticipated population growth and capital repair / replacement, as necessary. An example of planned capital budget expenses includes purchase of collection materials. As was mentioned previously, a common provision standard for public libraries is 0.6 – 1.0 square feet per capita of net library space. Average library space provision among the seven Oxford County Library area municipalities is 0.63 square feet per capita, falling within the recommended range. Provision at the Woodstock Public Library falls just below the industry target, providing 0.58 square feet of library space per capita. These numbers indicate that both the Oxford County Libraries and Woodstock Public Library should plan to expand their spaces and / or services in response to population growth to ensure they remain within the recommended provision target. Trends & Best Practices • External service delivery is emerging as a trend in many municipalities. Bookmobiles, literacy outreach and “pop-up libraries” are becoming popular alternatives to traditional bricks-and-mortar libraries • Co-location of facilities and services (e.g., library, recreation, culture, civic space, etc.) Page 499 of 817 Watson & Associates Economists Ltd. PAGE A-212 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Resource-sharing and coordinated schedules between branches, as well as consortium purchasing and interlibrary loans • Facility booking / community use / expanded programming • Public library services benefit from emerging and shared technologies • Libraries as spaces for social services (e.g., blurring of lines of responsibility for mental health, homelessness, additional issues) • Community librarianship model allows libraries to tailor their services and delivery to meet the unique needs of the community Page 500 of 817 Watson & Associates Economists Ltd. PAGE A-213 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Cultural Services (museums, arts galleries, and performing arts centres) Municipalities Providing Cultural Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ Archives Indirect Indirect Mixed Indirect Indirect Mixed Mixed Indirect General Description Direct cultural services in Oxford County and area municipalities are largely supplied by private operators, service organizations and volunteers with the exception of a few municipally owned and operated arts and cultural assets (i.e., museums and art centres). Indirect cultural services are present in each of the eight area municipalities, most commonly through community celebrations and festivals such as Canada Day celebrations, Christmas parades and art programs. Cultural services are also closely linked with parks, recreation, tourism and other community services. Many of the local area municipalities rely solely on support from external cultural service providers and use community calendars and publications to promote available opportunities to participate. The table below summarizes arts and cultural service provision by each of the eight area municipalities, highlighting those with direct service. Summary of Cultural Programs and Services in Oxford County and Area Municipalities Municipality Service Delivery Model Cultural Programs / Services / Assets Blandford-Blenheim Indirect N/A East Zorra-Tavistock Indirect N/A Ingersoll Mixed (Indirect / Direct) Operate museum and offer museum programs, historic tours, school programs (through Clerks Department). Page 501 of 817 Watson & Associates Economists Ltd. PAGE A-214 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Service Delivery Model Cultural Programs / Services / Assets Norwich Indirect Operated by the Norwich and District Historical Society (also responsible for archives), Town provides grant support South-West Oxford Indirect Restored Victorian-era building with local artifacts and exhibits Tillsonburg Mixed (Indirect / Direct) Offer programs such as lunch and learn, workshops, Theatre Tillsonburg productions, theatre camps for children and youth, art programs, studio space, exhibitions, farmers market, Town special events, and community organized events. The Town also has an MOU with the Station Arts Centre / Craft Guild. Woodstock Mixed (Indirect / Direct) Operate a museum and art gallery. Theatre Woodstock (formerly Woodstock Little theatre) is operated by a third- party but administered by the City through a cost-sharing agreement. Offer community events, day camps, general interest art programs, rentals, art shows, collections and school tours Zorra Indirect Embro Town Hall (Thistle Theatre) is booked for community theatre performances, hosts a summer day camp and can be rented by user groups. Beachville District Museum (board operated, shared with SWOX) is a restored Victorian-era building which offers education programs and curated historical collections. Oxford County Indirect Supports and promotes cultural services in area municipalities General cultural services are not required public services, except in cases where significant natural, cultural or heritage features should be preserved, maintained and promoted for community wellbeing. Arts and culture services are often provided and supported by local arts communities and are able to thrive with promotional and in -kind support from municipalities. Page 502 of 817 Watson & Associates Economists Ltd. PAGE A-215 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Legislative Framework: Ontario Heritage Act The Ontario Heritage Act came into force in 1975 and gives municipalities and the provincial government powers to preserve the heritage of Ontario. Its primary focus is to protect heritage properties and archaeological sites. The Ontario Heritage Act (s. 28) defines a heritage committee's statutory roles as follows: To advise and assist the council on all matters relating to Part IV (Conservation of Properties of Cultural Heritage Value or Interest) and on the identification of a potential Heritage Conservation District under Part V. Municipalities are also required to develop a Municipal Heritage Committee By-Law prior to establishment of a municipal heritage committee. County of Oxford Official Plan The County of Oxford Official Plan Section 3.3 outlines Natural and Cultural Resource Management Policies. This document includes an overview of goals for cultural resource policies; heritage resources; and human-made constraints. Non-Legislative Guiding Documents Ontario Culture Strategy In 2016, the Ontario Ministry of Tourism, Culture and Sport released Ontario’s first Culture Strategy: Telling our stories, growing our economy. The Culture Strategy is informed by and based on a comprehensive review of background information, a thorough consultation program, and consideration of trends in cultural understanding, programs and participation. The four key goals of Ontario’s Culture Strategy are as follows: promote cultural engagement and inclusion; strengthen culture in communities; fuel the creative economy; and promote the value of the arts throughout government. With many municipalities developing cultural plans, the Ontario Culture Strategy provides a lens through which communities can understand provincial priorities and work together to achieve broader priorities. Page 503 of 817 Watson & Associates Economists Ltd. PAGE A-216 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipal Master Plans Often done in concert with parks and / or recreation master plans, many municipalities in Ontario have developed Arts and Cultural Master Plans to help guide support for and investment in arts and cultural services. The purpose of arts and culture planning is to prioritize and contribute resources that support local art, artists, vendors and all creative workers. Although sometimes intangible, cultural stories and experiences help to improve quality of life and connect communities. Successful cultural hubs can serve as economic generators and revitalize areas of cultural significance. These master plans offer recommendations on how to implement best practices and foster relationships with the local arts and culture sector. Within Oxford County, the Township of Zorra Recreation, Arts and Culture Master Plan (2018) is the only dedicated cultural master plan that has been developed to date. The Town of Tillsonburg has proposed funds in the 2020 budget for a Culture Master Plan. Expenditure (Operating) Information Expenses for Cultural Services (2018) Source: 2018 FIR Schedule 40 Note: costs above include Museum and Cultural Services Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Note: Additional funding or culture grants in Tillsonburg ($10,000 in 2018) and the Tillsonburg District Craft Guild MOU ($35,000 in 2018) are reported elsewhere in the F.I.R. data. Revenue (Operating) Information Rates and fees for municipal cultural services are typically set below cost recovery due to community benefits associated with participation. Salaries, Wages and Employee Benefits Interest on Long Term Debt Materials Contracted Services Rents and Financial Expenses External Transfers Amortization Total Expenses Before Adjustments Interfunctional Adjustments Allocation of Program Support Total Expenses After Adjustments Total Expenses Before Adjustments Per Capita County $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Blandford-Blenheim $0 $0 $0 $0 $0 $7,859 $0 $7,859 $0 $0 $7,859 $1 East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Ingersoll $146,339 $0 $45,399 $3,900 $1,019 $53,036 $0 $249,693 $0 $13,277 $262,970 $20 Norwich $0 $0 $27,179 $0 $0 $0 $2,030 $29,209 $0 $797 $30,006 $3 South-West Oxford $0 $0 $0 $448 $0 $0 $3,895 $4,343 $0 $0 $4,343 $1 Tillsonburg $267,291 $0 $93,401 $12,610 $0 $0 $12,834 $386,136 $18,444 $0 $404,580 $24 Woodstock $856,107 $6,086 $520,295 $140,470 $0 $127,398 $305,014 $1,955,370 $0 $99,335 $2,054,705 $48 Zorra $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $1,269,737 $6,086 $686,274 $157,428 $1,019 $188,293 $323,773 $2,632,610 $18,444 $113,409 $2,764,463 Schedule 40 - Expenses Page 504 of 817 Watson & Associates Economists Ltd. PAGE A-217 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Revenues for Cultural Services (2018) Source: 2018 FIR Schedule 12 Note: Revenues above include Museum and Cultural Services Note: variations in F.I.R. data between municipalities are discussed in section 1.2 Staffing/Resources The municipalities of Ingersoll, Tillsonburg and Woodstock have employees dedicated to cultural services. Many municipalities have employees within Parks and Recreation, Tourism or Economic Development Departments that have a shared portfolio and job descriptions (see Parks and Recreation Service Profile for more information). Summary of Cultural Staffing in Oxford County and Area Municipalities Municipality Full Time Employees Part Time Employees Seasonal Employees Blandford-Blenheim N/A N/A N/A East Zorra-Tavistock N/A N/A N/A Ingersoll 1.0 FTE 3.0 Part-time Norwich N/A N/A N/A South-West Oxford N/A N/A N/A Tillsonburg 3.0 FTE 0.25 FTE (permanent PT) 0.5 FTE summer students Woodstock 11.0 3.0 6-8 summer students Zorra N/A N/A N/A Municipal culture staff are commonly responsible for acting as a liaison between the municipality and local service organizations, historical societies or volunteer groups. They are able to support community festivals and events through provision of space, Ontario Conditional Grants Canada Conditional Grants Other Municipalities User Fees and Service Charges Ontario Grants - Tangible Capital Assets Canada Grants - Tangible Capital Assets Other Municipalities - Tangible Capital Assets Revenues per Capita Percentage of Expense Recovery from User Fees and Service Charges County $0 $0 $0 $0 $0 $0 $0 $0 n/a Blandford-Blenheim $0 $0 $0 $0 $0 $0 $0 $0 0% East Zorra-Tavistock $0 $0 $0 $0 $0 $0 $0 $0 n/a Ingersoll $7,976 $5,002 $0 $15,880 $0 $0 $0 $2 6% Norwich $0 $0 $0 $0 $0 $0 $0 $0 0% South-West Oxford $0 $0 $0 $0 $0 $0 $0 $0 0% Tillsonburg $17,899 $0 $150 $29,123 $0 $0 $0 $3 8% Woodstock $43,106 $64,640 $0 $149,663 $0 $0 $0 $6 8% Zorra $0 $0 $0 $0 $0 $0 $0 $0 n/a Total $68,981 $69,642 $150 $194,666 $0 $0 $0 Schedule 12 - Revenues Page 505 of 817 Watson & Associates Economists Ltd. PAGE A-218 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx assistance with promotion and coordination of permits, etc. Some are employed through municipal museums, galleries or theatres. Contracted Services No contracted services were found for Cultural Services. Several municipal cultural facilities are leased to community organizations for the delivery of cultural services (e.g., Norwich, Tillsonburg, etc.). Union Contracts City of Woodstock cultural employees (summarized in Table 4) are all unionized. No union contracts were found for Cultural Services in the seven remaining area municipalities. In Norwich unionized staff from Community Development Services are relied upon for minor maintenance. Assets Not all Oxford County municipalities own and / or operate built cultural assets and some are co-located with other municipal services such as the Embro Town Hall, which is home to the Thistle Theatre but also includes a library branch and community space. Summary of Major Cultural Assets Owned by Area Municipalities Municipality Major Cultural Assets Blandford-Blenheim N/A East Zorra-Tavistock N/A Ingersoll Ingersoll Cheese & Agricultural Museum (10:00 am – 5:00 pm Monday to Friday, all year long) Norwich Norwich Museum (capital and grant responsibility, CDS administrative staff); Otterville Mill (lease agreement with the South Norwich Historical Society); Woodlawn Community Centre (operated by a Council-appointed Board). Outdoor facilities are seasonal from May to October; indoor facilities are year- round and available for rentals scheduled by commu nity groups. South-West Oxford Beachville District Museum (board-operated; partnership with Zorra) Tillsonburg Annandale National Historic Site (Museum) is open from 9:00 – 4:00 Monday through Friday and 1:00 – 4:00 on Sundays. Page 506 of 817 Watson & Associates Economists Ltd. PAGE A-219 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Major Cultural Assets Station Arts Centre (Board-operated) is open from 9:00 – 4:00 Monday through Saturday. Woodstock Woodstock Art Gallery (10:00 am – 5:00 pm Tuesday to Saturday, all year long) Woodstock Museum, National Historic Site (10:00 am – 5:00 pm Tuesday to Saturday, all year long) Theatre Woodstock (third-party operated) Zorra Beachville District Museum (board-operated; partnership with SWOX) Embro Town Hall (Thistle Theatre) Board Operated Facilities: A number of Oxford County area municipalities have agreements in place for Board- Operation of municipal facilities. The details of these Boards and Committees as well as their governance structures have been reviewed and summarized in the table below. Summary of Board Operated Facilities and Agreements in Oxford County Area Municipalities Municipality Facility Details of Agreement Blandford-Blenheim N/A N/A East Zorra-Tavistock N/A N/A Ingersoll N/A N/A Norwich Norwich Museum Operated by Norwich and District Historical Society through fundraising, provincial grant support and a Township grant. Norwich Otterville Mill Lease agreement with the South Norwich Historical Society. Norwich Woodlawn Community Centre Operated by a Council-appointed Board. South-West Oxford Beachville District Museum Beachville District Museum Society (partnership with Zorra) Tillsonburg Station Arts Building, Art Gallery The Town has a Memorandum of Understanding with the Tillsonburg District Craft Guild for tourism and visitor services, which provides $40,000 annually. The Town is responsible for repairs and maintenance to the building envelope and mechanical systems (HVAC / plumbing / electrical / life safety). Page 507 of 817 Watson & Associates Economists Ltd. PAGE A-220 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Facility Details of Agreement Tillsonburg Theatre Tillsonburg (in Norwich) Theatre Tillsonburg owns and operates a playground just outside of Tillsonburg but received no support from the Town of Tillsonburg. Woodstock Theatre Woodstock MOU for Theatre to pay half of utilities in lieu of rent Zorra Beachville District Museum Zorra Heritage Committee (partnership with SWOX) Asset Management Plan/Practices Summary of Asset Management Plan / Practices (Culture) Municipality Asset Management Plan / Practices Blandford- Blenheim N/A East Zorra- Tavistock N/A Ingersoll Comprehensive Asset Management Strategy & Plan (2014). Museum not included in report because component details were lacking, resulting in less than usable asset management data. Building assessments will be completed to collect the missing information. Norwich Comprehensive Asset Management Plan (2016). South-West Oxford None Tillsonburg Annandale National Historic Site is included in the Town’s Asset Management Plan as a Town Facility (priority 2). Woodstock City of Woodstock Asset Management Plan (2016) includes 2015 total replacement costs for the Woodstock Art Gallery and the Woodstock Museum, both under the responsibility of Recreation and Cultural Services. Zorra Comprehensive Asset Management Plan (2013), Strategic Asset management Policy (2019) Capital Budget Policies/Practices Capital budget policies and practices relating to municipal culture assets are typically guided by asset management reports, community input, etc. In Tillsonburg there is a Trust in place (managed by the Town) to receive funds for capital maintenance on th e historic portion of the Annandale Site. Page 508 of 817 Watson & Associates Economists Ltd. PAGE A-221 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Trends & Best Practices • Blended system with municipalities responsible for maintaining major cultural assets (often in partnership with stewardship organizations) • Responsibilities for special events and programming are typically shared with volunteers and non-profit organizations • Municipalities provide space and support (e.g., public facilities and administration), not direct service delivery (i.e., many municipalities do not employ dedicated arts and cultural staff) • Multi-use facilities that support multiple functions (e.g., library, community stage, meeting space, etc.) • Support local art and artists through public art installations, heritage tours / walks, in-kind use of space for exhibitions or art creation • Offer space for external (non-traditional) use such as farmers markets, yoga classes, paint nights, etc. • Increasing interest in local special events Page 509 of 817 Watson & Associates Economists Ltd. PAGE A-222 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Trails Municipalities Providing Trails Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra Support ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description At their discretion, each municipality is responsible for the design, approval, development and/or implementation of off-road recreational trails on lands within their jurisdiction, including local municipal parks and open spaces. In some cases, a municipality may also engage in an agreement with others to help manage or maintain trails in parks and open spaces, including those owned by the County or Conservation Authority (e.g. City of Woodstock and Pittock Lake Conservation Area). Trail networks in Oxford County are a complex combination of public and private facilities, collectively supporting active transportation within and among area municipalities. Each of the eight area municipalities provides public trails within their parks and outdoor recreation sites, but some also contribute to large sections of dedicated off-road trail routes, signed on-road routes, or natural paths and linear parks. The County is not currently responsible for the design, development and/or maintenance of any trails found within its boundaries. The majority of the trails are maintained by representatives from the Oxford County Trails Council, area Conservation Authorities, or local municipalities. Recreational trails are an essential part of complete communities and a strong active transportation network. A well-designed trails system provides residents and visitors with a variety of avenues for travel for leisure and between community destinations Legislative Framework Ontario Trails Act The purpose of the Ontario Trails Act (2016) is to: increase awareness about and encourage the use of trails; enhance trails and the trail experience; protect trails for Page 510 of 817 Watson & Associates Economists Ltd. PAGE A-223 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx today’s generation and future generations; and recognize the contribution that trails make to quality of life in Ontario. Specifically, the Act allows for the granting of easements for trail purposes, Use of trails may also be subject to legislation such as the Motorized Snow Vehicles Act, Off-Road Vehicles Act, Occupiers’ Liability Act, Public Lands Act or Trespass to Property Act. Trail design must be in accordance with the Accessibility for Ontarians with Disabilities Act (2005) and in compliance with accompanying regulations such as the Design of Public Spaces Standards. Non-legislative Guiding Documents: Ontario Trails Strategy The Strategy (2005) is a long-term plan that establishes strategic directions for planning, managing, promoting and using trails in Ontario. Core values outlined in the strategy include: • Respecting private and public lands, including agricultural lands, Crown lands and the traditional land-use areas of Indigenous communities • Protecting, conserving and appreciating the environment including cultural heritage and natural heritage features • Providing a variety of trail opportunities in keeping with the diverse nature of Ontario’s population and visitors • Valuing regional differences and supporting local decision-making • Adopting good planning principles and approaches. Oxford County Trails Master Plan Each of the eight area municipalities support the Oxford County Trails Master Plan (2014), which includes recommendations for planning, developing, designing, maintaining, monitoring and promoting trail facilities in Oxford County over the next 20 years. The Trails Master Plan includes a series of maps to illustrate existing and proposed facilities and routes to guide trail development throughout the County and Area Municipalities. Trails illustrated on the maps which are under the jurisdiction of the local municipalities include: • Existing multi-use trails including those in parks and open spaces; Page 511 of 817 Watson & Associates Economists Ltd. PAGE A-224 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Existing on-road cycling facilities (e.g. bike lanes, signed-routes and paved shoulders) on local municipal roadways; and • Previously proposed on and off-road routes identified in local municipal plans and policies adopted by local municipal Councils (e.g. City of Woodstock Cycling Master Plan, Draft Innerkip Trail Map, etc.). Supporting and Complementary Guiding Documents Active transportation and recreational trails opportunities apply to a wide range of uses such as walking, cycling, hiking, jogging, cross-country skiing and more. The facilities required to support this form an integrated network of trails, pathways and routes all thoughtfully designed to support active transportation and promote physical activity and connections with nature. Municipalities may choose to develop additional plans and studies to support active transportation and encourage connectivity. Some examples of additional documents that may guide or influence trail development include transportation master plans, cycling master plans, and municipality-specific trails master plans (i.e., Tillsonburg Trails Master Plan, 2015). Expenditure (Operating) Information Operating expenses for recreational trails are not separate from Parks expenses in local municipality Financial Information Returns (2018). Revenue (Operating) Information Operating revenue from recreational trails is not separate from Parks expenses in local municipality Financial Information Returns (2018). Rates and fees are not typically applied for use of recreational trails due to community benefits associated with participation. Staffing / Resource Municipal trails are often overseen by the parks, recreation and / or public works department, depending on the municipality and trail ownership / operating agreements. In the case of Oxford County and Area Municipalities, staffing / resources and wage data is not separated from parks in the municipal Financial Information Returns and local municipality Development Charge Background Studies do not consistently address Page 512 of 817 Watson & Associates Economists Ltd. PAGE A-225 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx trails throughout the County. Staffing resources may be influenced by the Maintenance Plan for Oxford Trails as outlined in the Oxford County Trails Master Plan. Many area municipalities benefit from the support of dedicated volunteers. For example, the Town of Ingersoll has struck a Recreational Trails Committee and trail development throughout the County is supported by the Oxford County Trails Council. The Hickson Trail in East-Zorra Tavistock is also proudly supported by a dedicated group of community volunteers committed to expanding, maintaining and promoting trail use throughout the County. The local Norwich group would also serve as a sub -committee under the Oxford County Trails Council and would be responsible for trail construction, operation and maintenance with support from the County and municipality. Oxford County Trails Council The Oxford County Trails Council is a community-based non-profit organization working for the development, coordination, linking, preservation and use of trails in Oxford County. The Council is a registered charity and serves as an umbrella organization to support community trail groups in oxford County as a member of the Ontario Trails Council. Contracted Services Agreements for trail maintenance exist between municipalities. For example, Oxford County owned trails are operated and maintained by the Area Municipalities, who may utilize a third-party organization for the same. For the Trans Canada Trail, Tillsonburg maintains a portion of the trail owned by the County and shares costs with the County. Another unique example involves the Upper Thames River Conservation Authority (UTRCA) which has a North / South shore agreement with the City of Woodstock. The City pays $195,000 for UTRCA staff to maintain the trail around Pittock Reservoir and keep it open to the public. Further, there may be additional localized agreements, such as a trail in Tillsonburg that passes through a golf course (the golf club maintains the shared portion). For further information, see details provided in Parks and Recreation service profile regarding contracted general services for parks and trails maintenance / operation. Page 513 of 817 Watson & Associates Economists Ltd. PAGE A-226 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Union Contracts See details provided in Parks and Recreation service profile regarding union employees and responsibilities for parks and trails maintenance / operation. Assets Trails in Oxford County and area municipalities are comprised of a mixture of municipal assets, trails in conservation areas, the Trans Canada Trail and trails / pathways on privately-owned lands. Summary of notable trails and distances in Oxford County (municipal and non- municipal) Municipality Notable Trails and Distances Responsibility / Stewards Blandford-Blenheim Chesney Conservation Area Trails (<2.0 km) Community Services East Zorra- Tavistock (1.5 km linear paths and trails) Hickson Trail (5.5 km – over multiple municipalities) Community Volunteers Hickson Trail Committee Ingersoll Thomas Ingersoll Scenic Trail (2.5 km), John Lawson Park Trail (2.75 km) Total of 7.14 km over 4 trails Parks & Recreation Ingersoll Recreational Trails Committee Norwich Cedar Creek Wetland (Sweaburg Swamp), Rock Mill Conservation Area (0.37km). Both trails are located in the municipality, but not owned or maintained by Norwich Township. Upper Thames River Conservation Authority (Cedar Creek) and Long Point Region Conservation Authority (Rock Mill) South-West Oxford Oxford Thames River Trail (2.0 km), Trillium Woods Trail (1.0 km), Foldens Reforestation Area, Lawson Tract / McBeth Tract (>2.0 km), Hugh’s Tract, Dereham Wetlands Conservation Area, Hawkins Tract, Sediment Ponds Public Works and Local Committees Tillsonburg A total of 14.6 km of trails, including McLaughlin Way (0.5 km), Trans Canada Trail. A portion of the Carroll Trail is on land owned by the Bridges at Tillsonburg Golf Course with a shared maintenance agreement in place. Recreation, Culture & Parks Woodstock Vansittart Woods Trail (permits required TVDSB), Husky Trail Pittock Conservation Area (5.0km), Existing Trails in Roth Park (6.75 km) and Millennium Trail System: [Rotary Trail (5.9 City of Woodstock Page 514 of 817 Watson & Associates Economists Ltd. PAGE A-227 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Notable Trails and Distances Responsibility / Stewards km), Lions Trail (1.72 km), Youth Start Trail (1.4 km)], Hickson Trail (5.5 km – over multiple municipalities) South Shore (6.75 km). The Pines – Woodstock Cycling Club (23.0 km) Homestead (2.3 km), Shanna Larson (1.9 km), Meadow (1.9 km), Patullo (1.4 km). Total 27.76 km Zorra Wildwood Conservation Area Trails, Avon Trail (19.0 km), Embro Pond Conservation Area Trails (2.4km) Upper Thames River Conservation Area, Avon Trail Hiking Association Oxford County Trails in County-owned Forests (various) and former railway corridors owned by the County Norwich to Tillsonburg Trail (proposed 15 km) Trans Canada Trail (~20 km from Tillsonburg to Brant County border) Douglas Carr Trail (1.5 km multi use path, Ingersoll) Public Works & Tourism Oxford Asset Management Plan / Practices The Oxford County Trails Master Plan outlines an eight-step process for developing and designing the trails network in Oxford County. This document details a summary of existing conditions at the time of plan development (2014), establishes a set of candidate routes, selects preferred routes for future development, defines the trails network in Oxford County, discusses a County-wide trails network, identifies future priorities and provides comment on using and adapting the Master Plan over the course of the 20 year implementation period. Capital Budget Policies / Practices Planning for Trails in Oxford County over the next 20 years has been described in detail through the County Trails Master Plan. The key priorities contained with the plan include: • Creating new trails in established neighbourhoods • Trails in new development areas • Trails in utility corridors and abandoned railway rights of way and unopened road allowances Page 515 of 817 Watson & Associates Economists Ltd. PAGE A-228 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx • Trails in the official plan • Trails and the Development Charges By-law • Risk management and liability • Land acquisition and securement strategies The Master Plan also discusses implementation of a hierarchy of trails (level 1 through 4) and recommended amenities to be contained within each. For example, provision targets for amenities such as parking, rest areas, washrooms, garbage, signage, water, etc. are described and should be used to guide future trail development. Trends & Best Practices • Work in coordination with stewardship organizations, conservation authorities and private developers to establish or promote trail linkages • Implement planning documents such as Trails Master Plans to guide development of different classes of trails over time • Use signage, wayfinding, and promotion to encourage use of trails • Balance prioritization and offer a variety of trail and pathway experiences (e.g., hard surface, naturalized, etc.) • With an aging population and increasing interest in active living, trail demand is increasing Page 516 of 817 Watson & Associates Economists Ltd. PAGE A-229 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Land-use Planning Municipalities Providing Land-use Planning Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ General Description The County provides full range of municipal planning services (including GIS-based planning information) for the County and Area Municipalities via a single harmonized service. Some planning functions are carried out the local level and the County’s planning staff/services are utilized (similar to contracting out the service). The County deploys staff to each local municipality based on the demand/need for planning services. Decision making regarding zoning and site plans is a local responsibility which is administered to a large extent through the County service: e.g. notice of complete application, circulations for agency comment and public notices for all zoning applications is undertaken by County admin staff while the notice of passing of a by-law is forwarded via the Local Municipality. Similarly, the processing of applications for site plan is currently undertaken at the County level for Woodstock and Ingersoll, while the remaining municipalities do their own administration. Administration for all subdivision, consent and Official Plan related applications is also administered by County staff. The decision-making process related to these latter applications is integrated with the Local Municipalities. The County Official Plan (O.P.) serves as the O.P. for the County and area municipalities, providing County-wide and local municipality specific policy direction in a single, integrated document. There are no local municipal O.P.’s. Site plans are approved at the Local Municipal level. Subdivisions and consents (where requested by the Local Municipality) are presented to the municipality for consideration/recommendation, however, both these applications are approved at the County level. With respect to the prescribed consultation requirements of the Planning Act in regard to planning applications, in Oxford County, public meetings are being held at both the local and the County level for any applications requiring County Approvals. Page 517 of 817 Watson & Associates Economists Ltd. PAGE A-230 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Policy development, growth management and related studies, and special projects (natural heritage studies, source protection planning, etc.) are undertaken at the County level; the County also provides planning support for local municipality planning-related studies/projects (Community Improvement Plans, Urban Design Gu idelines, etc.). Note that although professional planning services are primarily provided by the County, the responsibilities remain at the local level, excepting land division (subdivision/condo approval, land division). The details may vary by municipality, however the local municipalities, through their administrative staff, produce and administer much of the development process, such as Site Plan Agreements, Subdivision Agreements, etc. Legislative Framework The Planning Act is the provincial legislation that sets out the ground rules for land-use planning in Ontario. The Planning Act describes how land uses may be controlled and who may control them. This act provides for a land-use planning system led by provincial policy and recognizes the decision-making authority and accountability of municipal councils in planning. The act provides the basis for a variety of tools that municipalities can use to facilitate planning for the future and emphasizes local autonomy in decision making. Section 77 sets out the Approval Authority at the County. This section, specific to Oxford County, notes the following: The County of Oxford may exercise all the powers of a lower-tier municipality under this Act, and no lower-tier municipality in the County of Oxford shall, except as provided in this section, exercise any powers under this Act; The council of each lower-tier municipality in the County of Oxford shall be deemed to be a committee of adjustment; A lower-tier municipality in the County of Oxford, with some exceptions, may exercise powers under Part IV (Community Improvement) and Part V (Land Use Controls and Related Administration) of the Act. The County is responsible for Part VI (Subdivision of Land); A lower-tier municipality may pass a by-law constituting and appointing a committee of adjustment other than their Council; Page 518 of 817 Watson & Associates Economists Ltd. PAGE A-231 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx If there is a conflict between a by-law passed by the County of Oxford and a by-law passed by a lower-tier municipality in the exercise of power of a local municipality, the by-law of the County of Oxford prevails; and Subsection 54 (1) (Delegation of authority to give consents) does not apply to the County of Oxford and the County of Oxford may be or may constitute and appoint a land division committee for the purpose of giving consents under the Act. Level of Service Total Applications Processed Municipality 2016 Actual 2017 Actual 2018 Actual 2019 Actual Blandford- Blenheim 18 35 33 41 East Zorra- Tavistock 23 30 41 44 Ingersoll 53 38 37 41 Norwich 48 74 88 62 South-West Oxford 23 41 38 40 Tillsonburg 36 42 66 51 Woodstock 110 131 110 149 Zorra 24 32 54 46 Oxford County Total 335 423 467 474 Expenditure and Revenue (Operating) Information Expenditure and revenue information related to planning services in the F.I.R. have not been presented here as the information in the F.I.R. under planning relates to numerous other services identified in this service review. As a result, the following provides a summary of the County’s 2018 budget information: Page 519 of 817 Watson & Associates Economists Ltd. PAGE A-232 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx 2018 Budget Category 2018 Budget Amounts Revenues $199,488 Expenses $2,142,290 Contributions from Reserve $412,340 Net Impact on Taxes $1,530,462 Staffing/Resources County Planning staff are under the department “Community Planning”. These are all non-union staff: • 1 FT Admin Assistant/Secretary-Treasurer of the Land Division Committee • 1 PT Casual Clerk • 6 FT Development Planners • 1 FT Director of Community Planning • 1 FT Manager of Planning Policy • 1 FT Planning Secretary • 2 FT Senior Planners • 1 FT Technical Planner Woodstock provides one full-time staff person in the City’s Engineering Department to manage and administer development projects. Contracted Services The County provides Planning services to all area municipalities which is funded primarily on the County tax levy. Some contract work is provided by consultants with respect to preparation of secondary plans and master plans. These are contracted out on an as-needed basis. Union Contracts County Planning staff are not under union contracts. Page 520 of 817 Watson & Associates Economists Ltd. PAGE A-233 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Assets Planning staff have space at the County Administration Building and local space is provided by Area Municipalities. Asset Management Plan/Practices N/A Capital Budget Policies/Practices Capital budget items for Planning services are mainly related to studies undertaken by staff and/or consultants. Some studies are included in the budget on an as -needed basis and some studies are included in the budget on a recurring basis (e.g. O.P. reviews, zoning by-law reviews, etc.). Funding for studies is often shared between the County and the Local Municipality, depending upon the scope and nature of the work being undertaken. Best Practices • Woodstock utilizes a staff member to manage and administer development projects. This may be beneficial for other municipalities to consider as this has been successful in nearby municipalities such as Bayham and Malahide. • The process at the County has been streamlined over time, as the Director of Community Planning is now able to sign-off on draft plans of subdivision and any amendments. Previously, the Warden was required to sign draft plans, which could impose delays. • With most of the planning functions at the County level, this provides one place for any planning-related inquiry for all residents of the County. Additionally, there is one single web-based GIS mapping service and web portal to provide public access to planning related documents, data, notices, etc. for both the County and the area municipalities. Further, this provides centralized development and maintenance of all planning related data and information. • The County undertakes and coordinates all County-wide planning related studies in consultation and/or partnership with the area municipalities and assists with and/or project manages local planning related studies. Page 521 of 817 Watson & Associates Economists Ltd. PAGE A-234 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Economic Development Municipalities Providing Economic Development Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔* ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ *Provides funding only General Description The main role of the economic development function is to bring economic prosperity to their municipality (and County). This may be accomplished using varying metrics for different municipalities, depending on their goals (e.g. increasing development, increasing employment, increasing population, etc.). These goals are accomplished through a network of partnerships, both public and private, to use all tools at their disposal to improve economic conditions in their municipality. Some tools municipalities may employ include the use of Community Improvement Plans (C.I.P.s) to provide a number of development and rehabilitation incentives, grant programs, and marketing campaigns to attract persons and jobs. In some cases, municipalities (e.g. Woodstock) may purchase and develop industrial lands to incentivize potential employers that may not be able to afford to service these lands. The cost to purchase and develop the lands are then recouped through sale of the property. The following provides a high-level summary of the way each municipality delivers economic development services, however, within the County and surrounding area there is a vast network of relationships and partnerships that assist each municipality in their endeavours. Municipality Economic Development Delivery Oxford County Provides funding for memberships, partnerships, programs, projects, and initiatives. The County operates Tourism program/services Blandford-Blenheim Funding partner for Rural Oxford Economic Development Corporation East-Zorra Tavistock Funding partner for Rural Oxford Economic Development Corporation Ingersoll Economic Development personnel on staff Norwich Funding partner for Rural Oxford Economic Development Corporation South-west Oxford Funding partner for Rural Oxford Economic Development Corporation Tillsonburg Economic Development personnel on staff Woodstock Economic Development personnel on staff Page 522 of 817 Watson & Associates Economists Ltd. PAGE A-235 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Zorra Funding partner for Rural Oxford Economic Development Corporation In addition to the municipal service delivery, there are a number of organizations and partnerships in Oxford that contribute to providing economic development services to the municipalities in the County. The following provides a list of some of these organizations and partnerships as well as a brief description of the role they play: Organization/ Partnership Description Oxford Connections • Oxford Connections is an economic development partnership between the communities of Ingersoll, Rural Oxford Economic Development Corporation, Tillsonburg and Woodstock. Its partners offer many support services to new and existing businesses and industries located in Oxford County. • County provides $35,000 per year. This investment is used, in general, for space at trade events • Operates mainly in Canada with largest markets being Toronto and Montreal Oxford Workforce Development Partnership (OWDP) • The Oxford Workforce Development Partnership is a strategic collaboration that supports their community around issues of common concern by assuming a leadership role in helping in the identification and validation process of local labour market needs, issues, gaps, trends and opportunities. • This partnership includes all economic development departments (including the ROEDC) in the County as well as local colleges, Employment Ontario Offices, Community Futures, The Small Business Centre – City of Woodstock, Ministry of Economic Development, Job Creation and Trade and Ontario Ministry Agriculture and Rural Affairs and the Elgin, Middlesex, Oxford Workforce Development Planning Board – Local Employment Planning Council a regional collaboration to address economic and labour market issues across the London management area • This partnership is the primary contact with employers on the ground and coordinates strategies to address the needs of the business community • Tools • “Work in Oxford” is a platform that connects job seekers to employers but also connects both to programs and services that can support a myriad of needs. The site averages 20,000 visits per month. The site is maintained and supported by Community Employment Services and the County of Oxford • OWDP through its partnership with the Elgin, Middlesex, Oxford Local Employment Planning Council (LEPC) aggregates job boards to one Page 523 of 817 Watson & Associates Economists Ltd. PAGE A-236 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Organization/ Partnership Description central website to streamline the process and expand the reach of Oxford Employers throughout the Economic Region Local Employment Planning Council • The LEPC is a workforce planning partnership that is a catalyst for economic and labour market development, building solutions and engaging multi-stakeholder alliances. The LEPC is a place-based, local approach to workforce development and the planning/delivery of employment and training programs and services. Oxford Local Immigration Partnership (OLIP) Council • The mechanism through which immigration, refugees, and citizenship Canada supports the development of local partnerships and community- based planning around the needs of newcomers. OLIP exists under the umbrella of the Community Employment Services organization and it supports the development of a long-term sustainable welcoming community in which newcomers feel valued and their needs are served. OLIP engages in actions that facilitate the integration of newcomers and build the capacity to meet the needs and promote inclusion of newcomers to Oxford County. South Central Ontario Regional Economic Development Corporation (SCOR EDC) • SCOR EDC is a regional partnership comprised of the Counties of Brant, Elgin, Middlesex, Norfolk and Oxford. SCOR provides planning and coordination for regional issues implementation of regional economic development priorities, identifies funding sources, partners with other levels of government, and acts as a regional catalyst for investment. Western Ontario Wardens’ Caucus (WOWC) Economic Development • The Western Ontario Wardens’ Caucus is championing a regional Economic Development Strategic Plan for Western Ontario to identify opportunities to advance the economy of Southwestern Ontario that also leverages the ongoing efforts of WOWC; improves the underlying conditions for economic development throughout the region; generates a series of actions at the regional level that enables the creation of jobs, wealth and investment across the region. SouthWestern Integrated Fibre Technology (SWIFT) • SWIFT was established by the WOWC to develop and administer $209 Million capital investment to expand broadband into small urban and rural Southwestern Ontario. (Oxford contribution $740,368 to 2019). The project is funded in partnership with Federal and Provincial governments, 20 Southwestern Ontario partner municipalities and the Private Sector • 2019 and 2020 additional monies approved by Oxford totaling $2,456,323 for small urban/rural broadband expansion Page 524 of 817 Watson & Associates Economists Ltd. PAGE A-237 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Organization/ Partnership Description The Small Business Centre –City of Woodstock • The Small Business Centre, is an on-going economic development partnership between the Province of Ontario, the City of Woodstock and Oxford County serving small business and entrepreneurs in the community. Community Futures Oxford • Oxford Small Business Support Centre Inc., operating as Community Futures Oxford, contributes to sustainable communities supported by economic stability, growth and job creation in Oxford County, enabled through diversified and competitive local economies. Funded by Federal Economic Development funds. • Administers the Future Oxford Fund under contract with and funded by Oxford County. • Community Futures Oxford is one of 60 Community Futures Development Corporations in Ontario. With financial assistance from the Government of Canada through the Federal Economic Development Agency for Southern Ontario Community Futures Oxford: o Provides access to capital o Delivers programs and services to assist small businesses o Supports community economic development in Oxford County Community Employment Services (Oxford) • CES Oxford, through Employment Ontario, provides support, incentives and resources to both employer and job seekers to ensure a vibrant economy. • Given the current skill and labour shortages Community Employment Services is actively addressing attraction and retention by providing settlement services for new residents to the County and actively recruits through strategic alliances with newcomer services in larger urban centers particularly Peel Region. CES host the Local Immigration Partnership and with the County of Oxford Maintains and supports Welcometooxford.ca platform. Southwestern Ontario Marketing Alliance (SOMA) • SOMA is a partnership of Southwestern Ontario communities grown out of natural economic ties. SOMA works with all levels of government and the private sector to promote the advantages of locating within the region. This region, known as Canada’s Industrial Heartland, encompasses the municipalities of Ingersoll, North Middlesex, Perth County, Stratford, St. Thomas, Tillsonburg and Woodstock. It stretches across Elgin, Middlesex, Oxford and Perth counties. SOMA and its partners offer a number of services to companies looking to grow within the region. Page 525 of 817 Watson & Associates Economists Ltd. PAGE A-238 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Organization/ Partnership Description • No politicians are on the board for the organization. The board is made up of Economic Development representatives from the individual municipalities that are members. • From Oxford; Ingersoll, Tillsonburg, and Woodstock are members. • SOMA organizes shows to allow for municipalities to attract Foreign Direct Investment • SOMA has an annual fee based on population. Fees range from $12,500 for Ingersoll to $20,000 for Tillsonburg, and $30,000 for Woodstock. • ROEDC not in SOMA as it is cost-prohibitive, and they are not focused on Foreign Direct Investment. Legislative Framework • The legislative framework for Economic Development Services is provided in sections 106 to 114 of the Municipal Act. • This area of the Municipal Act provides municipalities powers to incentivize development through grants and loans, however, provides a caveat to ensure the incentives are fair (i.e. do not constitute bonusing – see section 109 of the Municipal Act). • The Ontario Planning and Development Act (Part IV) provides municipalities with the authority to development C.I.P.s to incentivize development in a particular area of a municipality. Level of Service Not applicable Operating Information FIR information does not categorize economic development separately. The following expenditure and revenue information has been collected from the municipalities’ budgets. Page 526 of 817 Watson & Associates Economists Ltd. PAGE A-239 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Economic Development Budgets for Area Municipalities The County provides grant and/or membership funding for the following programs and/or organizations (Approximately $500,000 in annual contributions, with larger contributions in 2019 and 2020): • Oxford Connections • Oxford Workforce Development Partnership • Local Employment Planning Council • Oxford Immigration Partnership Council • South Central Ontario Regional Economic Development Corporation • Western Ontario Wardens’ Caucus Economic Development • South Western Integrated Fibre Technology (S.W.I.F.T.) • Future Oxford Legacy Fund and Administration through Community Futures Oxford • Woodstock and Area Small Business Enterprise Centre • Ec. Dev General In addition, the County delivers a Tourism program/service with a 2018 gross expenditure of $487,318. Municipality Expenses Revenue Total Oxford County $500,000 $500,000 *South-West Oxford $33,300 $33,300 *East-Zorra Tavistock $33,300 $33,300 *Zorra $33,300 $33,300 *Norwich $33,300 $33,300 *Blandford-Blenheim $33,000 $33,000 Woodstock $638,495 $45,000 $593,495 Ingersoll $274,675 $5,000 $269,675 Tillsonburg $390,000 $390,000 *Contribute to ROEDC. 2018 Approved Budget Page 527 of 817 Watson & Associates Economists Ltd. PAGE A-240 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources Municipality/Corporation Position Woodstock Development Commissioner Development Officer Small Business Enterprise Manager (2) Administrative Assistant Physician Recruiter Ingersoll Economic Development Officer Economic Development & Tourism Assistant Tillsonburg Development Commissioner Marketing and Communications Officer Marketing Coordinator Blandford-Blenheim, South-West Oxford, Norwich, East Zorra- Tavistock, and Zorra ROEDC Economic Development Officer Oxford Tourism (County staff) Tourism Specialist Tourism Officer Tourism Clerk Student (0.66 FTE) OWDP (Partner) Program Director (LEPC) – (Oxford) Program Manager Employment Ontario Sites Settlement Services Manager Settlement Councilor Employment Counsellors 15 Employment Consultants (Job Developer) Community Development Coordinator / Public Relations WOWC Economic Development (Partner) Executive Director SWIFT (Partner) Executive Director Office Administrator Communications and Stakeholder Relations Manager Senior Network Architect GIS and Operations Manager Project Manager Contracted Services No contracted services Page 528 of 817 Watson & Associates Economists Ltd. PAGE A-241 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Union Contracts No union contracts for any municipalities Assets • Ingersoll: Staff are located at Town Hall. Ingersoll owns industrial lands, but these are provided under another budget line • Woodstock: staff are located in City hall. Woodstock owns industrial lands, but these are provided under another department budget • Tillsonburg: owns approximately 60 acres of unserviced land and is working on opening a 37-acre innovation park in 2020. • Community Employment Services – Employer Division houses, ROEDC, OWDP, Community Futures Oxford and Employment Ontario Job Developers • CES utilizes Oxford County Libraries to provide seamless access to services for both the job seekers and employers within rural communities Asset Management Plan/Practices Not applicable Capital Budget Policies/Practices Not applicable Best Practices • Ingersoll, Woodstock and Tillsonburg own industrial land that they develop and sell. • Oxford Connection partners together to secure grant funding from the County for trade shows, etc. Area municipalities share leads and contacts. • Southwest Ontario Marketing Alliance partners with municipalities outside of the County for Foreign Direct Investment Initiatives. Nearly all of SOMA’s budget goes towards investment attraction initiatives versus of wages/salaries. Members of SOMA share leads from trade shows. • Oxford Workforce Development Partnership o OWDP, through its partnership with the Elgin, Middlesex, Oxford Local Employment Planning Council (L.E.P.C.), aggregates job boards to Page 529 of 817 Watson & Associates Economists Ltd. PAGE A-242 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx one central website to streamline the process and expand the reach of Oxford Employers throughout the Economic Region. o “Work in Oxford” is a platform that connects job seekers to employers but also connects both to programs and services that can support a myriad of needs. This site is administered through the OWDP. o OWDP (Oxford funded) and Community Employment Services, On tario Government funded), also provides settlement services for new residents to the County through a formalized Local Immigration Partnership. Additionally, they actively recruit through strategic alliances with newcomer services in larger urban centres particularly Peel Region. o Employee retention and expansion services o Oxford Workforce Development Partnership works closely with the Employment Ontario Network, with a primary focus on collaborating with and supporting employers during the hiring, training and retention process. A key component is to work with employers and mobilize community partners and resources to ensure they can secure and retain the talent you require. Additionally, as hiring ramps up, there are a number of incentive programs through Employment Ontario to offset costs associated with hiring and training employees. The integrated strategy is customized to meet individual employer needs but may also include posting on workinoxford.ca platform where they would be seen by an average of 20 000 job seekers per month. Depending on the scale opportunities are shared with the Job Developer network across the London Economic region but also can be shared with over 300 employment offices and partners cross the province to help secure labour required to maintain the economic vibrancy of the business. This holistic strategy has been recognized across the province as an innovative and best practice. • SouthWestern Integrated Fibre Technology (SWIFT) o Established through the Western Ontario Wardens’ Caucus, SWIFT is in process of leveraging ~$18M in municipal partner funding to deliver ~$209 Million in direct capital infrastructure investment in broadband service small urban/rural Southwestern Ontario. The SWIFT project delivery model is a best practice funded through a funding partnership between Federal, Provincial, Municipal (20) and the Private Sector Page 530 of 817 Watson & Associates Economists Ltd. PAGE A-243 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx partners. To date, Oxford has committed in excess of $3, 1 Million to this initiative. • Future Oxford Legacy Fund o Administered through Community Futures Oxford, the Legacy Fund $175,000 in loans (leveraged to ~$2.1 Million) and $7,000 grants (Leveraged to $55,000) • Trust is essential to working together and this is true for the Economic Development field as well. While there is a competitive aspect to attracting investment, each municipality is not worried about others in the County stealing investment and this is best described as “co-opetition”. In Ingersoll it is built into the Economic Development Officer’s job description to share investment opportunities with other municipalities in the County if it is not suitable for Ingersoll. Other municipalities share investment leads when not able to accommodate within their own municipality, although it is not included in a formal agreement Page 531 of 817 Watson & Associates Economists Ltd. PAGE A-244 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Forestry, and Woodlands Conservation Municipalities Providing Forestry and Woodlands Conservation Services Oxford County Blandford- Blenheim East Zorra- Tavistock Ingersoll Norwich South- West Oxford Tillsonburg Woodstock Zorra ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ General Description Woodlands Woodlands Conservation allows for the management of the lands and forests in Oxford County in order to protect the natural environment, public health, water sources, and natural resources of the County. The County administers the Woodlands Conservation By-law. This identifies woodlands and sets out definitions for the purpose of protecting trees. It also identifies tree species to be protected, sets out the requirements for obtaining permits to harvest trees and outlines the provisions regarding enforcement and penalties. Woodstock is responsible for woodlands in their municipality, whereas all other woodlands are the responsibility of the County. Forestry The County’s managed forests and other forested lands (including resto ration of wetland complexes, tree replanting, and invasive species control) (approximately 774 hectares) are operated and managed by the County, in addition to trees within the County road Right-Of-Way. Area municipalities manage woodlots, park trees, and street trees within their ownership. The following provides a summary of the departments responsible for street trees, parks trees, and woodlots in each respective municipality: Municipality Street Trees Park Trees Woodlands Oxford County Public Works N/A Public Works Blandford- Blenheim Public Works Parks N/A Page 532 of 817 Watson & Associates Economists Ltd. PAGE A-245 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Street Trees Park Trees Woodlands East Zorra- Tavistock Public Works Public Works N/A Ingersoll Public Works Parks N/A Norwich Public Works Parks N/A South-West Oxford Public Works Parks N/A Tillsonburg Public Works/ Hydro Parks N/A Woodstock Parks Parks Parks Zorra Public Works Parks N/A Noxious Weeds The County also provides invasive species management through weed control via a by - law appointed weed inspector. This inspector’s duties are to inspect properties and order the destruction of noxious weeds. The County has appointed one Weed Inspector to carry out these duties. In 2014, the County provided public notice of noxious weeds and requested residents to destroy all noxious weeds on their property. In 2019, the County initiated a multi-year plan to manage phragmites within County roadsides through a phased cut-and-spray approach Legislative Framework Woodlands The Municipal Act permits the enactment of a by-law to prohibit or regulate the harvest, injury or destruction of trees in woodlands. The Act also provides for the requirement of a permit to harvest, injure or destroy trees and that a municipality may impose conditions on a permit. The relevant by-law for the County and area municipalities is the Woodlands Conservation By-law, which is administered by the County. Page 533 of 817 Watson & Associates Economists Ltd. PAGE A-246 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Forestry County-managed forest properties consist of parcels of land acquired as Agreement Forests in accordance with the provisions of the Forestry Act, 1990, and to meet standards required for the Ontario Managed Forest Tax Incentive Program. Strategic objectives and directions established through Oxford County’s 20-year Managed Forest Plan (2018 - 2027) which details active forest management practices, wetland restoration activities and opportunities for wildlife habitat improvements. Also, the Future Oxford Community Sustainability Plan provides over-arching environmental goals to protect and enhance land, air and water resources throughout the County (i.e. protect and restore the ecosystem). The Plan supports woodlands management, re-forestation, and wetland restoration. Noxious Weeds Weed Control Act provides the authority for upper-tier and single-tier municipalities to designate what is considered a noxious weed. Additionally, the Act allows municipalities to appoint a Weed Inspector. This inspector has the following powers, as per Section 12 of the Weed Control Act For the purpose of searching for noxious weeds or weed seeds, an inspector may at any time between sunrise and sunset enter upon any land and buildings, except a dwelling house, in the area within his or her jurisdiction and inspect the land, buildings and any implements, machinery, vehicles and crops or other plants. Level of Service Woodlands Maintenance and protection of woodlands is provided by the County (including wetland restoration) and Woodstock as required. Forestry Forestry needs, i.e. street tree and park tree plantings and maintenance is completed on an as needed basis in all municipalities. Calls from residents regarding issues with trees are addressed in a timely manner. Page 534 of 817 Watson & Associates Economists Ltd. PAGE A-247 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Noxious Weeds The County Woodlands Conservation Municipal Law Enforcement Officer/ Weed Inspector inspects properties on an as-needed basis (i.e. when concerns are brought to the attention of the weed inspector). Expenditure (Operating) Information 2018 Budgeted Expenditures for Forestry, and Woodlands Conservation Municipality Forestry Woodlands Conservation Oxford County $166,070 (in total for forestry and woodlands conservation) Same as forestry Blandford-Blenheim $80,000 N/A East Zorra-Tavistock $153,100 N/A Ingersoll $90,030 N/A Norwich * N/A South-West Oxford $5,600 N/A Tillsonburg $56,000 N/A Woodstock $360,000 N/A Zorra $55,000 N/A *Included within roads budget and not separately identified Source: 2018 Budget Documents Revenue (Operating) Information • Oxford County Revenues: $15,000 to $20,000 of annual revenue derived through commercial tree harvesting. • Tillsonburg: Occasional sale of wood from any harvest. Does not occur every year. The most recent sale was between $15,000-$20,000. • Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, South-West Oxford, Woodstock, and Zorra: No revenues Page 535 of 817 Watson & Associates Economists Ltd. PAGE A-248 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Staffing/Resources • Woodstock – Urban Forester & Horticultural Technician – Union Workers • Oxford County Public Works (non-union): Woodlands Conservation Municipal Law Enforcement Officer/Weed Inspector (1 FTE); Manager of Water and Wastewater Services (0.03 FTE), Divisional Assistant – Water and Wastewater Services (0.03 FTE) • All other area municipalities: no designated staff; captured under either Public Works or Parks departments. Contracted Services Municipality Contracted Services Oxford County Roadside Phragmites cutting and spraying is provided by a third- party contractor. A portion of tree planting is contracted out to third parties. Wetland restoration partnerships - Ducks Unlimited Canada, Upper Thames River Conservation Authority, Stewardship Oxford, etc. Blandford- Blenheim None East Zorra- Tavistock None Ingersoll A portion of tree work is contracted out to private companies. Norwich Contracts out approximately 75% of forestry related work to private companies. South-West Oxford Certain specialized work will be contracted out. Page 536 of 817 Watson & Associates Economists Ltd. PAGE A-249 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Municipality Contracted Services Tillsonburg All Forestry services are contracted out and include arborists, tree and stump removal, storm clean up, and tree trimming for parks, streets and hydro (although hydro pays their own share). All three departments tend to use separate contractors for work required Woodstock Any trees above 12 inches in diameter is handled by outside contractors, any smaller trees will be managed by City staff. Zorra Certain specialized work will be contracted out. Union Contracts • No union contracts for all municipalities except Woodstock • Woodstock – CUPE Local 1146 outside unit union workers Assets Vehicle and Equipment assets for all municipalities are included under public works and parks departments as applicable. Asset Management Plan/Practices Included under public works and parks departments as applicable. Capital Budget Policies/Practices Included under public works and parks departments as applicable. Best Practices • Tree planting in many parts of the County is provided by County staff and Stewardship Oxford, which is a non-profit organization in the County. Through the FutureOxford partnership, a goal of planting 10,000 each year has been set. Additionally, some tree planting is undertaken by the local Page 537 of 817 Watson & Associates Economists Ltd. PAGE A-250 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Conservation Authorities. By utilizing non-profit organizations in the community to plant trees, this is an efficient way to grow the forest in Oxford. • The County is in the process of restoring 600 acres of wetlands (i.e. Hodges Pond and Upper Thames (Beachville)) through various partnerships with Ducks Unlimited Canada, Upper Thames River Conservation Authority, Stewardship Oxford, Ministry of Natural Resources and Forestry, etc. • Woodstock and Zorra offer memorial tree planting programs which are administered through local funeral homes. Residents may pay to have a tree planted which includes a plaque dedication. Page 538 of 817 Watson & Associates Economists Ltd. PAGE B-1 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Appendix B Results of the Triple Majority Process on the 11 Services Page 539 of 817 Watson & Associates Economists Ltd. PAGE B-2 H:\Oxford County\2019 Service Delivery Review\Report\Final Report-.docx Appendix B: Results of the Triple Majority Process on the 11 Services Text Page 540 of 817 Oxford Joint Service Delivery Review Recommendation Status | September 2021 Summary Recommendations are linked to their respective page in this document. Recommendation Status Animal control: joint tender Complete Tax Collections: reduction in arrears mailing frequency Complete Police: consolidation of Police Boards Complete Building Services, CBOs, and Property Standards: joint purchase of IT services Complete Emergency Management: coordination and assistance from County Complete Roads and Bridges, Culverts, Active Transportation, and Structures: detailed review In Progress Wastewater: develop capital plan for optimization Complete Water / Wastewater: review option for single billing provider Complete Solid Waste Management: combined contracts and alignment of large item collection Complete Municipal drains: time spend on locates Complete Cemeteries: coordinated purchasing Complete Parks and Recreation: coordinated purchasing and user fee cost recovery analysis Complete Trails: sharing of specialized maintenance equipment Complete Land Use Planning: consolidation of public meetings Complete Ambulance and Fire: coordination of ambulance and fire space Complete Fire, Police, Ambulance, Emergency Management, Roads, Water and Wastewater: common system for notifications In Progress Administration: standardize the procurement process and County-wide VOIP telephone system Complete Municipal Licensing: standardization of fees Complete Fire: additional inspectors In Progress Building Services, CBOs, and Property Standards: quarterly meetings, shared IT personnel, AMANDA implementation Complete / In Process Emergency Management: clarification of County CEMC Complete Roads and Bridges, Culverts, Active Transportation, and Structures: standardized boundary agreements and transportation master plan Complete Page 541 of 817 Recommendation Status Transit: coordinated funding applications and enhanced desirability Complete Water: development of procedure to changes in water system Complete Storm Water Management Ponds: joint storm water management pond maintenance program Complete Solid Waste Management: encourage backyard composting Complete Municipal Drains: full-time drainage Superintendent Complete Cemeteries: working group to establish contingency reserve Complete Parks and Recreation: establishment of a working group and coordination of programs and services Complete Libraries: integrated systems between County and Woodstock Complete Cultural service: utilize facilities as community space, collaborate with neighbouring municipalities, and create links with economic development and tourism Complete Trails: review existing agreements, coordinate promotion and development, formalized maintenance standards, and share equipment Complete Land Use Planning: addition of planning coordinators Complete Economic Development: establishment of a policy to share investment leads Complete Forestry and Woodlands Conservation: joint training of staff Complete Development Charges: continued collaboration as opportunities arise Complete Debt Financing: review process for acquiring financing Complete Municipal Licensing: include higher fees for non-residents Complete Tax Policy: create a formal policy for cooperation and coordination Complete Airport: develop long-term plan and review economic benefit through a study Complete Land Use Planning: updated County planning bylaws for risk mitigation In Progress Other Complete or In Progress Page 542 of 817 Status Complete Status Complete Major Cost-Saving Recommendations Animal Control: joint tender Benefitting All local municipalities CAO discussion Currently most municipalities are using the same private contractor for animal control. There are very few firms in this line of work, hence there is very little competitiveness. Most municipalities communicate amongst themselves and the prices provided by the firm are similar if not the same across jurisdictions. The consensus reached was there was little advantage, based on current pricing to dissolve current contract for the sake of issuing a joint RFP. Recommendation That the animal control process remain status quo, with municipalities continuing to share information to ensure fair pricing is achieved by all. Tax Collections: reduction in arrears mailing frequency Benefitting All local municipalities CAO discussion The need and the frequency or arrears notices varies from municipality to municipality and from taxpayer to taxpayer. It was agreed that each municipality should consider the need and frequency of tax reminder letters and reduce when and where ever possible to save the postage costs when able. Recommendation That each municipality review the need and frequency of tax arrears reminder letters. Page 543 of 817 Next Step(s) Complete (referred to Provincial process) Status Complete (revisited on an as-needed basis) Police: consolidation of Police Boards (exclude Woodstock) Benefitting Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, Tillsonburg CAO discussion The discussion primarily focused on the understanding that the Province was moving towards the consolidation of Police Service Boards under legislation. Recommendation With the expectation that this will become a legislated requirement, savings potential be realized when the changes are implemented. Building Services, CBOs, and Property Standards: joint purchase of IT Services to integrate software Benefitting All local municipalities CAO discussion With the implementation of the Amanda software system there have been some discussion around the timeliness and effectiveness of the implementation. There have been some deficiencies noted as well from some users. Some discussion was held on whether local municipalities should provide additional financial resources to assist facilitate the implementation. Recommendation That as the County, with the support of the majority of local municipalities, determined it was in its interest to implement a new software, it would fall to the County to ensure that the software and implementation to full usability be financially supported. Page 544 of 817 Status Emergency Management: additional coordination and assistance from County resource to eliminate duplication of effort Benefitting All local municipalities CAO discussion The discussions focused on whether or not the County CEMC could be utilized for helping local municipal CEMC with the planning and coordination of annual exercises and administrative requirements. Although the report indicated the potential for very modest savings, the concern was noted that when this was examined a few years ago additional staffing was proposed to deliver this assistance. A number of municipalities did not see the need to augment their current processes and resources. It was thought best to not pursue universally but allow municipalities with a need to work together. Recommendation That only those municipalities that require additional resources or supports for CEMC and other emergency management duties, work cooperatively amongst themselves to ensure that they have adequate resources, rather than adding to additional potential costs on the County Levy, when others do not need that support. Roads and Bridges, Culverts, Active Transportation, and Structures: undertake a detailed review of service provisions for operations, other studies and formalization of service agreements Benefitting All CAO discussion This is one of the larger, potential efficiency and savings identified in the SDR study. It was noted that a similar recommendation for the local municipalities was identified in a previous study but the recommendations where never implemented. The recommendation is to undertake a detailed specific study on the benefits of local municipalities assuming the day to day maintenance responsibilities of all county roads within its jurisdictions. These duties would be funded via the county levy with the County approved servicing standards. Capital replacement, Bridges and Structures would remain under the care and control of the County. Recommendation That the nine member municipalities making up Oxford County conduct a detailed review on the service of road maintenance to determine if the service should be delivered by the local municipalities based on cost savings, safety and efficiencies. Page 545 of 817 Status Complete The County does this annually as part of W/WW system capital planning and 10 year capital forecast. As well, a county-wide W/WW servicing Master Plan (vision out to 2043) will be initiated in 2022 (subject to 2022 budget approval.) Status In Progress (modernization funding approved) Wastewater: develop capital plan for optimization Benefitting County CAO discussion The consensus was that the County should be already doing this to determine the growth and expansion of the systems that they operate. They should be coordinating between planning, public works and local municipalities to ensure that systems are robust and have growth capacities planned and implemented to keep pace with the grown and demand being realized in the current environment. Recommendation That the County ensure that studies are regularly undertaken to ensure the optimization of wastewater facilities in the county, to enable the serviced municipalities to meet their growth needs and expectations. Water/Wastewater Assets Management, Capital Programing, Financing, and Billing: review option for single billing provider Benefitting All CAO discussion The consensus was that this item should not be pursued. With the complexity of the relationships between the current two billing providers, ERTH Corp. and Tillsonburg and the County combined with little if any savings, this was not an item to be investigated further. Recommendation That the status quo for billing of water and waste water be maintained. Status Complete Page 546 of 817 Next Step(s) Complete Oxford County reviewing in 2021 Tillsonburg reviewing in 2021 Status Complete Solid Waste Management: combined contracts and alignment of large item collection Benefitting All CAO discussion Currently Woodstock and South-West Oxford provide waste collection for the county under agreements. There was no consensus that there was a need to roll these separate contracts into a unified county wide contract. There was general agreement that both the bag tag system and the large article collection systems be reviewed for efficiency. The primary concern was that limiting large article collection to an annual endeavor may contribute to illegal dumping during other periods of the year. The thought of examining whether a large article pickup bag tag, at a higher cost could be studied. It works in other jurisdictions across the province where to dispose of a couch or mattress, for example, would require a specialized sticker at a higher cost but could be done at any time. Recommendation That the current arrangement for general waste collection remain. The system of bag tag user pay system along with a large article be reviewed to identify improvements to both systems. Municipal Drains: reduce time spent on doing locates Benefitting Blandford-Blenheim, East Zorra-Tavistock, Norwich, South-West Oxford, Zorra CAO discussion The general feeling was that the rural municipalities impacted by municipal drains, should work together to see if there are areas of joint cooperation and funding that would provide them benefits. Recommendation That the rural municipalities further their own discussion on areas of mutual interest and benefit in regards to municipal drains. Page 547 of 817 Status Complete Status Complete Cemeteries: coordinated purchasing Benefitting Blandford-Blenheim, East Zorra-Tavistock, Norwich, South-West Oxford, Tillsonburg, Ingersoll, Zorra CAO discussion With no indication of any concrete savings or efficiencies, and the various methods that this service is delivered in local municipalities, it was agreed that this recommendation would not be pursued at this time. Recommendation That no changes be recommended for the various municipal cemeteries. Parks and Recreation: coordinated purchasing and user fee cost recovery analysis Benefitting All local municipalities CAO discussion Each municipality indicated that in large part they are doing that analysis on a regular basis for their own fees bylaws and budget process. Coordinated purchasing is practices as most municipalities belong to groups that do facilitate group purchasing. Consensus was generally that each municipality in conducting its own Recreation Master Plan is in the best position to determine not only what services to provide, but also how to set user fees to recoup realistic costs associated with those programs. Recommendation That municipalities continue to communicate and participate in coordinated purchasing to realized bulk savings or discounts on commonly required resources. Municipalities conduct regular community Master Plan Reviews to determine the level of services and associated fees for their respective communities. Trails: sharing of specialized maintenance equipment Benefitting All CAO discussion It was generally agreed that municipalities should generate a sound process for communication and all agreed to working towards sharing equipment as a cost saving option. Page 548 of 817 Status Complete Complete Status Current practices continue in accordance with the Planning Act Opportunities for further consideration will be done on a municipality-by- municipality basis, where requested Recommendation That all municipalities work towards sharing specialized equipment whenever possible to save funds and reduce duplication when practical. Land use Planning: consolidation of public meetings Benefitting All CAO discussion Currently for many planning applications there is a process in place that two planning meetings are held. An example is for subdivision approval, meetings are held both at the local municipality and again at the County. The Planning Act does provide that one meeting could be held to satisfy both levels of government. Normally the local meeting draws the larger participation. By consolidating the meetings to one, whereby the local meeting is conducted on behalf of the County as well there would be some efficiency. County Planning Staff attend both meetings now. They would be able to make recommendations at either level by only attending the one meeting. For participating citizens, they would be able to address all their concerns at one time, assured that their issue and concerns would be shared at both levels. For developers, who we all know time is money, would be able to only use resources to attend and participate at one meeting instead of two. Other County jurisdictions use this mode. Some CAOs also wished to explore reassigning approval authority for subdivisions, consent (severances) to the local level. They felt that this would assist in expediting development applications. However there was not a consensus reached. Recommendation That County delegate public meetings for relevant planning applications to the local level, to facilitate efficiency and effectiveness of the public meetings, staff time, developer time and public consultation. Also consideration and review of other planning functions be conducted to see if other planning approvals could be delegated to the local level. If not universally to those wishing to undertake this responsibility. Page 549 of 817 Complete Status Note: Oxford County Paramedic Services is working with Perth and Elgin Counties on a Deployment Review (funded by the Modernization Funding Program) Status In Progress (offer made to all parties by Oxford County Paramedic Services) Ambulance and Fire (Facility Space): coordination of ambulance and fire space Benefitting All CAO discussion All were in agreement that when new facilities are being considered, either fire or ambulance, the respective municipalities should communicate to see if a joint project is warranted or advisable. This could have the benefit of saving considerable dollars if shared facilities and construction projects could be coordinated. Recommendation That the County and the local municipalities work together to facilitate joint capital construction on ambulance and fire facilities when timely and practical. Enhanced Service Level Recommendations Fire, Police, Ambulance, Emergency Management, Roads, Water and Wastewater: common system for notifications Benefitting All CAO discussion The general understanding was that the County’s 511 system should be able to enhance the aforementioned notice requirements. Recommendation That all municipalities participate in the 511 system. Page 550 of 817 Status Complete Status Complete Administration: standardize the procurement process and County-wide VOIP telephone system Benefitting All CAO discussion The majority of municipalities have made the transition to the County wide systems others are considering it or in the process of making the change. Those that have made the switch are pleased with the system, functionality and simplicity of use. There was no consensus on as standard procurement process, interested municipalities will continue discussions going forward. Recommendation That the municipalities not on the county wide system consider joining at a time when it makes sense for their circumstances. Municipal Licensing: standardization of fees Benefitting All local municipalities CAO discussion The general understanding is that municipal licensing is supposed to be based on a strictly cost recovery basis. As this can vary from municipality to municipality, there is no easy mechanism to move all licensing fees to the same across the jurisdictions. In relation to marriage licences, there is ongoing discussion amongst the Clerks within the County to decide if there is advantages of a standardization of fees. As noted in the report there is not cost savings or tremendous service efficiency to be gained. Recommendation That municipalities continue to follow the municipal act and the processes in place to establish fees in accordance with the legislation. Page 551 of 817 Status In Progress (referred to 2022 budget process) Fire: additional fire inspectors Benefitting Blandford-Blenheim, East Zorra-Tavistock, Norwich, South-West Oxford, and Zorra CAO discussion It was identified in the course of the study that the rural municipalities, for the most part might benefit from augmenting their fire inspections service. However, there was not a unified demand in each municipality, and that they didn’t all need the equivalent of one full time inspector. For the most part Woodstock and Ingersoll feel that they are adequately served by the systems that they currently have in place. Tillsonburg is interested in discussions with others around additional staffing, however it was not committed to additional staffing. The consensus was that interested municipalities with needs should work together to establish the level of service necessary within their own community and work with neighbouring municipalities where capacity is not adequate. It was not supported to move these additional costs to the County when the need was not demonstrated uniformly by all. Recommendation That each municipality determine the level of staffing required to meet their fire inspection requirements, and where deficiencies are noted work with neighbouring municipalities to fill any gaps cooperatively. Page 552 of 817 Building Services, CBOs, and Property Standards: quarterly Chapter meetings, shared IT personnel and AMANDA implementation Benefitting All CAO discussion CBOs currently meet regularly to discuss changes in the legislative requirements, the group is larger than just those municipalities within Oxford County. The County has indicated that it is not willing, and rightly so, to give proprietary rights to others than its own IT staff. It was acknowledged that there are some delays and issues with the full implementation of the AMANDA system. Municipalities are at various stages of implementation and problems still exist. CAO discussed the potential for local municipalities providing funding from their building department revenues (permits) with the County to add to staffing compliment to expedite the implementation. Not all municipalities agreed, with some feeling that the system was selected by the County and was chosen to serve more than just the building permitting and inspection requirement. Therefore it should be the County’s responsibility to ensure adequate resources to allow for full implementation. Property standards, again is a service that perhaps requires trained if not solely dedicated staff to deal with the growing need for by-law enforcement. It was discussed that municipalities should again, ascertain their needs and work with willing partners within the County for shared property standards officers. Discussion also took place around the need for the County to assume the lead in bylaw prosecutorial services. Recommendation That CBOs continue to meet to ensure there is a common understanding of roles, responsibilities and legislation across all of Oxford. That the County allocate sufficient resources internally to ensure the successful and complete implementation of the AMANDA software. Municipalities continue discussions with interested parties about the potential for dedicated shared by-law enforcement staff. Discussions should take place about county leading and coordinating, by law prosecution, with staff trained in this role. Status Complete / In Process Page 553 of 817 Status Complete Emergency Management: clarification of County-Certified Emergency Management Coordinator (CEMC) Benefitting County CAO discussion There was a general discussion that CEMC in most municipalities was not a dedicated role, often the responsibility of the Fire Chief within the community. If there was an opportunity for the County CEMC to assist in some of the more administrative functions, such as planning, exercises and plan documentation across the various municipalities it might be beneficial. Currently the County CEMC is a part time position, if this was once again made a full time position it might have the time to assist the local municipalities in their emergency management. Concerns were raised that there was a discussion of this a few years ago, and the proposal included an additional staffing component at the County. Some municipalities were not favour of additional cost other than moving the role to full time to assist the local level. Recommendation That the nine municipalities discuss and clarify the role and function of the County CEMC, moving the position to full time if it could assist the local level in emergency management delivery within their communities. Road, Bridges, Culverts, Active Transportation, and Structures: standardized boundary road agreements and a transportation masterplan Benefitting All CAO discussion Most municipalities within Oxford have at least one boundary road agreement with a neighbouring municipality. Many have road boundary agreements with more than one neighbouring municipality. Agreements tend to be unique to the road. There may be a benefit if all agreements were standardized across the county. It would not matter which two municipalities were covered by the agreement, the agreements would be consistent throughout the county. This would facilitate coordination and renewal of agreements going forward. It might also be beneficial for a Transportation Master Plan to be jointly undertaken by all nine municipalities, to understand linkages and areas for improvement and interconnectivity. Page 554 of 817 Status Complete Template shared by Zorra Oxford County TMP approved in 2019 Status Complete (referred to relevant municipalities) Recommendation That a committee of CAOs be established to develop a template for boundary road agreements to be utilized across the county, regardless of participants. Additionally, the nine municipalities should work together to conduct and all-encompassing Transportation Master Plan that identifies all interconnectivity and identifies areas for improved transportation opportunities. Transit: coordinated funding applications and enhance desirability of transit Benefitting Ingersoll, Tillsonburg, Woodstock CAO discussion Tillsonburg and Woodstock currently operate transit systems. Tillsonburg has recently received provincial funding and will be operating a transit system throughout various municipalities, within and outside of Oxford County. All municipalities should monitor the developments of the new more regionalized service and be willing to enter into discussions when the initial pilot program is completed. Recommendation That those municipalities with existing or proposed new transit opportunities discuss long term ramifications of providing transit systems, either independently or in partnership. Water: development of procedure changes to water system Benefitting All CAO discussion Consensus was there needs to be ongoing communication between the County and member municipalities when proposals for changes to the water system are warranted or contemplated. Recommendation That ongoing discussions between local municipalities and the County occur to ensure proper communication on the needs and requirements of the water systems. Page 555 of 817 Status Complete The County does this annually as part of W/WW system capital planning and 10 year capital forecast. As well, a county-wide W/WW servicing Master Plan (vision out to 2043) will be initiated in 2022 (subject to 2022 budget approval.) Status Complete Storm Water Management Ponds: joint storm water management pond maintenance program Benefitting Blandford-Blenheim, Ingersoll, Zorra CAO discussion As a requirement of development, it is a requirement that pre development water flows be maintained post development while also ensuring quality control mechanisms be implemented. As a matter of course most developments have built these systems and they then are conveyed to the relevant municipality. These systems are now becoming due for municipal maintenance. No specific maintenance program or procedures have been implemented. Often the costs associated with the pond maintenance can be expensive. Some municipalities expressed the desire to work on a standardized program with other municipalities faced with the same issues. Recommendation That those municipalities that wish to work together to develop a standardized approach to storm water management ponds do so. Solid Waste Management: encourage backyard composting Benefitting All CAO discussion The management of organics is of major concern to municipalities in Canada. Many municipalities have developed programs to try and deal with the volume of organics, and if possible reduce the amount of organics going to landfill facilities. Oxford County has for a number of years provided at a minimal cost backyard composters to residents through the local municipal offices. The program is not overly widely utilized or promoted any longer. The county has recently looked at a more elaborate organics option, this option has not been endorsed by County Council. Perhaps a refocusing and promotion of backyard composting might help the diversion rate for organics. A renewed promotion and potentially a free supply of composters might be beneficial and prevent the need for more elaborate, complex and costly systems to deal with organics. Recommendation That a more systematic approach be used to enhance the use of backyard composting. Page 556 of 817 Status Complete (referred to ongoing organics recycling discussions) Status Complete Status Complete (referred to Parks and Recreation Directors / CAOs) Municipal Drains: full-time drainage superintendent Benefitting Blandford-Blenheim, East Zorra-Tavistock, Norwich, South-West Oxford, Zorra CAO discussion Primarily a rural municipal issue municipal drains are none the less an important service in those communities. The Drainage Act in itself is an old technical piece of legislation that does require knowledge and experience to administer effectively. Since the costs of the Superintendent can be allocated to maintenance and capital drainage works, it is possible to not impact taxes for this service. Again, where one municipality might not have a sufficient ongoing work load to justify a full time superintendent, a partnership with various municipalities might be advisable. Recommendation That the rural municipalities work together to determine if a shared full time drainage superintendent is feasible. Cemeteries: develop a working group to establish contingency reserve Benefitting Blandford-Blenheim, Ingersoll, Norwich, South-West Oxford, Tillsonburg, Zorra CAO discussion Based on the unique characteristics of each municipal cemetery operations there was no need identified to establish either a working group, or to develop a system for contingency reserves, not all ready administered by perpetual care requirements of the Act. Recommendation That this study recommendation not be pursued. Page 557 of 817 Status Complete (referred to Parks and Recreation Directors / CAOs) Parks and Recreation: hire additional staff positions, further study, establishment of a working group, and coordination of programs and schedules Benefitting All CAO discussion Programs and activities developed and implemented in a municipality tends to be based on the demographics and the expressed needs of the community. Standardization is not warranted. Additional staffing costs are not top of list, as maintaining the level of taxation is a priority in every community. No deficiencies or gaps in service were identified. Recommendation That each municipality should be responsible for the development and delivery of recreational services based on the needs of the community and the availability of budget. Each municipality should be undertaking a Recreation Master plan every 5 – 10 years to make sure its recreational programs are aligned with the wants and needs of the community it serves. Libraries: integrated systems between the County and Woodstock, coordinated purchasing, inventory current staff and strategically recruit, and the utilization of technologies Benefitting All CAO discussion There are two independent Library systems within Oxford County, Woodstock and the County. The recommendations are a matter between the two boards, for consideration and utilization. Recommendation That the report recommendations be shared with the Public Library Boards for Woodstock and the County for discussion and determination. Cultural Service: utilize facilities as community space, collaborate with neighbouring municipalities, and create links with economic development and tourism Benefitting All CAO discussion Consensus was that this was already being done when practical and beneficial and should continue to do so. Status Complete Page 558 of 817 Status Complete (on-going) Status Complete (two new Planning staff have been hired in 2021) Recommendation That all municipalities work together on cultural matters that provide economic value and tourism opportunities across the whole county. Trails: review existing agreements, coordinate promotion and development of trails, formalized maintenance standards across the County, and share equipment Benefitting All CAO discussion The CAOs were in agreement that this should be undertaken. A coordinated approach be organized across all municipalities to work on the implementation of the recommendations. Recommendation That the nine municipalities work cooperatively towards the implementation of the study recommendations. Land Use Planning: addition of planning coordinators, revision to policies, and water and wastewater approval authority to local municipalities Benefitting All CAO discussion There was a shared belief by the majority of the CAO that additional staff at the County Planning Department is warranted. It was argued that applications are being processed slower than what most would like to see take place. There is concern that Official Plan reviews and comprehensive Zoning reviews are not taking place in a timely a manner as necessary and that is due to insufficient staffing numbers within the department. Other policy requirements, like secondary dwellings have not been undertaken in a timely fashion, and again it primarily is because the workload at the department level exceeds the human resources available to undertake the work. Recommendation That the County review its staffing component, workload and make enhancement to staffing levels to meet the needs of the municipalities in a timelier manner. Status Complete (on-going) Page 559 of 817 Status Complete Economic Development: establishment of a policy to share investment leads Benefitting All CAO discussion Ingersoll, Tillsonburg, and Woodstock each run economic development departments. They are also members of the Southern Ontario Marketing Alliance with other non-Oxford municipal partners. The five rural municipalities have partnered and work together under the Rural Oxford Development Corporation. Through various other economic development tables all groups work collaboratively on areas of mutual interest. Recommendation That all municipalities support one and other in general economic development actives that enhance the benefit to all. Forestry and Woodlands Conservation: joint training of staff Benefitting All CAO discussion Generally it was understood that this recommendation concerned the coordination of training, specifically chainsaw training for municipal staff. Recommendation That joint training be undertaken whenever practical for the efficiency and cost effectiveness for those participating. Other Recommendations Development Charges: continued coordination as opportunities arise Benefitting All (except Woodstock) CAO discussion For the past few Development Charges Cycles, there has been joint tendering done, with the exception of Woodstock. Woodstock was not able to participate due to the timing involved with boundary adjustments and the associated implications. Status Complete Page 560 of 817 Status Complete Status Complete (discussion with Treasurers has taken place; no further action required) Status Complete Recommendation That all municipalities will look at opportunities to partner in joint tenders for Development Charges. Debt Financing: review process for acquiring financing Benefitting All CAO discussion As a regional government, debt financing is an Upper Tier responsibility. There may be some benefits to the greater borrowing power and credit rating associated with the County. However a number of municipalities would like to have the availability of sourcing its own debt when needed. It doesn’t mean that municipalities could not finance through the County only that they be given the option of doing debt financing in house when beneficial or expedient. All municipalities are still bound by the debt limitations that are established via legislation by the Province. It is only in Regional Governments that local municipalities are not allowed to secure their own long term borrowing needs. Recommendation That a review be undertaken, evaluating the benefits and risk of allowing local municipalities to source their own borrowing requirements and implemented unless the study determines the risk benefit analysis prove to be unwise. Municipal Licensing: include higher fees for non-residents Benefitting All CAO discussion Again as discussed earlier within the report, municipal licensing, strictly speaking, should be based on a fee recovery basis. Each municipality would have to make a determination when establishing licencing fees, the appropriateness of the level determined. Recommendation That each municipality do a comprehensive analysis when establishing licencing fees within their jurisdiction. Page 561 of 817 Status Complete (Treasurers have discussed this and have confidence in the current process) Status Complete Status In Progress (two additional Planning staff hire by County to assist with this) Tax Policy: create a formal policy for cooperation and coordination Benefitting All CAO discussion As tax policy does have implications on all municipalities, it would be advantageous for an opportunity of all local municipalities to make comments or provide input before tax policy changes are implemented. Recommendation That the County in partnership with local municipalities develop a policy on tax policy changes and implementation. Airport: develop long-term plan and review economic benefit through a study Benefitting Tillsonburg CAO discussion Although the argument that having a local airport might provide some economic value to the entire area, that data is not readily available. A study might be worthwhile to demonstrate what, if any value other municipalities receive from the airport. Should value be demonstrated, funding request could follow. Recommendation That Tillsonburg conduct an economic impact analysis to support its argument for wider funding contribution from member municipalities in Oxford County. Land Use Planning: update County planning bylaws for risk mitigation Benefitting County CAO discussion Agreed Recommendation That the County update their planning bylaws accordingly. Page 562 of 817 Other W/WW Issues around water and wastewater planning were also discussed and it was agreed that a committee of CAOs meet with the County Public Works group to discuss and develop improvements to forecasting, system expansion and interim financing for growth required services. Complete The County does this annually as part of W/WW system capital planning and 10 year capital forecast. As well, a county-wide W/WW servicing Master Plan (vision out to 2043) will be initiated in 2022 (subject to 2022 budget approval.) Joint Purchasing Position Discussion was held on whether or not it would be advantageous to have a joint purchasing option coordinated at the County level. Some municipalities were in favour of exploring this option, while others did not see it necessary and were concerned about added expenses when not required. It was ultimately decided that interested municipalities should work together to determine their purchasing needs and make partnerships where warranted. In Progress County in the process of acquiring a position that could help coordinate efforts. Joint Health and Safety Coordinator The idea of a County staff position(s) for a health and safety coordinator was discussed. There were again various opinions if this should be a County position, or whether this could be a shared resource by interested local municipalities. The consensus reached was whether it was a county position or a shared partnership it should be based on a user pay agreement, whereby only those utilizing the service would pay for its costs. Complete Page 563 of 817 Page 1 of 3 Subject: 2022 Rates and Fees Report Number: FIN 21-35 Department: Finance Department Submitted by: Renato Pullia, Interim Director of Finance / Treasurer Meeting Type: Council Meeting Meeting Date: Monday, December 13, 2021 RECOMMENDATION THAT Council receives report FIN 21-35 2022 Rates and Fees; AND THAT a By-Law to provide a schedule of fees for certain municipal applications, services, and permits be brought forward for Council consideration. BACKGROUND Sec. 391(1) of the Municipal Act, 2001, c.25, authorizes a municipality to impose fees or charges on persons, (a) for services or activities provided or done by or on behalf of it; (b) for costs payable by it for services or activities provided or done by or on behalf of any other municipality or any local board; and (c) for the use of its property including property under its control. 2006, c. 32, Sched. A, s. 163 (1). Sec. 391(2) allows that a fee or charge imposed for capital costs related to services or activities may be imposed on persons not receiving an immediate benefit from the services or activities but who will receive a benefit at some later point in time. Sec. 391(3) also allows that the costs included in a fee or charge may include costs incurred by the municipality or local board related to administration, enforcement and the establishment, acquisition and replacement of capital assets. The risk of not adopting the amended fees and charges would be a loss in revenue expected for cost recovery from direct users that would otherwise become part of the general tax levy. Page 564 of 817 FIN 21-35 Page 2 of 3 DISCUSSION Staff reviews the rates and fees on an annual basis to ensure fees reflect current costs to deliver the service, although additional analysis will be required in the future to ensure full cost recovery of a particular service. This report is brought forth near the end of the year to coincide with the annual budget process, ensure approved fee increases are incorporated into the following year’s budget, and aligned with the timing of the same updated County by-law. The proposed changes to all fees, including new fees, are identified by reviewing the percentage (%) change column. The non-controlled Town fees are shown as information for the public and Council. It is ideal that this revised fee structure be approved and take effect as of January 1, 2022. Staff is seeking Council’s approval of all fees and charges listed in the column entitled “Proposed 2022 Fee”. CONSULTATION All departments have been asked to review the fees and charges associated with the services they provide for reasonableness and to consider any new services that may warrant a user fee or charge. FINANCIAL IMPACT/FUNDING SOURCE The 2022 Rates & Fees adjustments by department have been incorporated into the draft 2022 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 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 565 of 817 FIN 21-35 Page 3 of 3 Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient service, information, and opportunities to shape municipal initiatives. Strategic Direction – N/A Priority Project – Short Term – Financial Sustainability Plan ATTACHMENTS Appendix A – 2022 Rates and Fees Page 566 of 817 Building-Bylaw-Clerks-Planning Item 2021 Fee Proposed 2022 Fee % Change Tax Animal Control Boarding Fee Cat 25.00 25.00 0%HST Boarding Fee Dog 25.00 25.00 0%HST Call out fee for service 110.00 110.00 0%HST Dog License Renewal- spayed or neutered before Feb 28 (discounted) 17.00 17.00 0%Exempt Dog License Renewal - spayed neutered after Feb 28 37.00 37.00 0% Exempt Dog License Renewal - intact - before Feb 28 (discounted) 22.00 22.00 0%Exempt Dog License Renewal - intact - after Feb 28 42.00 42.00 0% Exempt 2022 Dog License Renewal - spayed or neutered before Feb 28 (discounted) 20.00 20.00 0%Exempt 2022 Dog License Renewal - intact before Feb 28 (discounted) 25.00 25.00 0%Exempt New Dog licence - spayed or neutered 20.00 20.00 0% Exempt New Dog licence - intact 25.00 25.00 0% Exempt Dog license - replacement 6.00 6.00 0%Exempt Euthanasia and Disposal - Cat 60.00 60.00 0%HST Euthanasia and Disposal - Dog 80.00 80.00 0%HST Live Trap Placement 110.00 115.00 5%HST Muzzle Order Appeal 220.00 220.00 0%Exempt By-law Enforcement Invoice admin processing fee 270.00 270.00 0%HST Issue Order 150.00 150.00 0%HST Re-issuance of Permit/License/Document 50.00 50.00 0%Exempt Fortification By-Law Exemption Application - single family dwelling or not-for- 150.00 150.00 0%HST Fortification By-Law Exemption Application - Multi-Residential, Commercial, 400.00 400.00 0%HST Property Standards Appeal 380.00 380.00 0%Exempt Noise By-Law Exemption Permit - Minor 250.00 250.00 0%Exempt Noise By-law Exemption Permit - Major 375.00 375.00 0%Exempt Building - Fees Building - photocopies - larger than ledger 3.00 3.00 0%HST Building Certificate 55.00 55.00 0%Exempt Building Certificate - urgent request - less than 5 business days 75.00 75.00 0%Exempt Permit fees - amend existing permit 60.00 60.00 0% Permit Review Fee - major amendment to existing permit 51.00 51.00 0%HST Town of Tillsonburg 1 Page 567 of 817 Building-Bylaw-Clerks-Planning Item 2021 Fee Proposed 2022 Fee % Change Tax Building - Fees Residential – New Low Density - Single Detached & Townhouses Minimum permit fee $2,500.00 OR $133.00 Flat Rate + $10.63 per each additional $1000.00 in value of construction - whichever is greater - plumbing permit fees included Minimum permit fee $2,500.00 OR $133.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction - whichever is greater - plumbing permit fees included Reduced per/$1000 rate - ($1.63) Exempt Residential – Mobile Homes, Low Density, Medium Density, Additions, Alterations, etc. $133.00 Flat Rate + $10.63 per each additional $1000.00 in value of construction. - plumbing permit fees included $133.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction. - plumbing permit fees included Reduced per/$1000 rate - ($1.63) Exempt ICI & High Density Residential – New $133.00 Flat Rate + $10.63 per each additional $1000.00 in value of construction. - plumbing permit fees included $133.00 Flat Rate + $5.00 per each additional $1000.00 in value of construction. - plumbing permit fees included Reduced per/$1000 rate - ($5.63) Exempt ICI & High Density Residential Major Alterations/Renovations/Additions (> 100,000) $1,058.00 Flat Rate + $10.63 per each additional $1000.00 in value of construction. - plumbing permit fees included $1,000.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction. - plumbing permit fees included Reduced per/$1000 rate - ($2.63) Exempt ICI & High Density Residential Minor Alteration/Renovations/Additions ($100,000 or less) $265.00 Flat Rate + $10.63 per each additional $1000.00 in value of construction. - plumbing permit fees included $265.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction. - plumbing permit fees included Reduced per/$1000 rate - ($2.63) Exempt Town of Tillsonburg 2 Page 568 of 817 Building-Bylaw-Clerks-Planning Item 2021 Fee Proposed 2022 Fee % Change Tax Decks, Sheds, Accessory Buildings, Pools, etc. $133.00 Flat Rate + $10.63 per each additional $1000.00 in value of construction. $133.00 Flat Rate + $10.00 per each additional $1000.00 in value of construction. Reduced per/$1000 rate - ($0.63) Exempt Part 9 Residential Demolition 133.00 133.00 0%Exempt Demolition – all others 530.00 530.00 0%Exempt Water Connection, Sewer Connection or repair 133.00 133.00 0%Exempt Change of Use Permit (no construction) 265.00 265.00 0%Exempt Conditional Permit Agreement 265.00 265.00 0%Exempt Alternative Solution Review 530.00 + cost of peer review 530.00 + cost of peer review Exempt Occupant Load Inspection Analysis & Report 80.00/hr 80.00/hr Exempt AGCO Agency Approval 80.00 80.00 0%Exempt Re-inspection 80.00 80.00 0%Exempt Issue Order 150.00 175.00 17%Exempt Town of Tillsonburg 3 Page 569 of 817 Building-Bylaw-Clerks-Planning Item 2021 Fee Proposed 2022 Fee % Change Tax Transfer Permit 107.00 107.00 0%Exempt Construction w/o Permit Double the initial permit rate Double the initial permit rate 0% Exempt Signs Permit fees - signs - permanent a) $100.00 first $1,000.00 of estimated value of construction plus b) $7.00 per each additional $1,000.00 or part there of a) $100.00 first $1,000.00 of estimated value of construction plus b) $7.00 per each additional $1,000.00 or part there of Increase per/$1000 rate Exempt Permit fees - signs - mobile 30.00 30.00 0%Exempt Permit fees - sign - construction/placement without a permit double initial permit fee double initial permit fee 0%Exempt Sign Variance - Minor Variance - Director Approval 280.00 280.00 0%Exempt Sign Variance - Major Variance - Council Approval 420.00 420.00 0%Exempt Sign Variance - Appeal Application 280.00 280.00 0%Exempt Sign Variance - after the fact 1.5 the initial application rate 1.5 the initial application rate 0% Exempt Sign Removal - General 125.00/sign 125.00/sign 0%HST Sign Removal - Mobile Sign 290.00 290.00 0%HST Sign Removal - Posters 25.00/ea + cost to repair any damage to public property 25.00/ea + cost to repair any damage to public property 0%HST Sign Removal - Temporary Signs 25.00/ea 25.00/ea 0%HST Sign Removal - A-Frame/Sandwich Board/Sidewalk Signs 100/ea 100/ea 0%HST Sign Removal - Banner Sign 250.00/ea 250.00/ea 0%HST Permit fees - temporary buildings 2,000.00 2,000.00 0%Exempt Permit fees - transfer of permit 56.00 56.00 0% Exempt Building Licences Taxi Cab Driver's Licence 35.00 35.00 0% Exempt Taxi Cab Owner Stand 125.00 125.00 0% Exempt Taxi Cab Owner Licence 50.00 50.00 0% Exempt Taxi Cab Vehicle Licence 65.00 65.00 0% Exempt Town of Tillsonburg 4 Page 570 of 817 Building-Bylaw-Clerks-Planning Item 2021 Fee Proposed 2022 Fee % Change Tax Group Transportation Owner Licence 50.00 50.00 0% Group Transportation Drivers Licence 35.00 35.00 0% Group Transportation Vehicle Licence 75.00 75.00 0% Group Transportation Vehicle Licence Renewal 50.00 50.00 0% Limousine Driver's Licence 65.00 65.00 0%Exempt Limousine Owner Licence 70.00 70.00 0%Exempt Limousine Vehicle Licence 72.00 72.00 0%Exempt Town of Tillsonburg 5 Page 571 of 817 Building-Bylaw-Clerks-Planning Item 2021 Fee Proposed 2022 Fee % Change Tax Kennel - new 100.00 100.00 0%Exempt Kennel - renewal 100.00 100.00 0%Exempt Clerk Issued Documents -Licences Business Licence New Business 140.00 140.00 0%Exempt Home occupation Business 140.00 140.00 0%Exempt Business Licence per year Auctioneer Licence 205.00 205.00 0%Exempt Pawnbroker Licence - renewal 65.00 65.00 0%Exempt Pawnbroker Licence - new 205.00 205.00 0%Exempt Pawnbroker Security Deposit - refundable 2,000.00 2,000.00 0%Exempt Vending/Salesperson Licence 205.00 205.00 0%Exempt Food Vending Licence 205.00 205.00 0%Exempt Event Organizer Licence 205.00 205.00 0%Exempt Other Marriage Licence 130.00 135.00 4%Exempt Marriage Ceremony - Council Chambers 250.00 250.00 0%HST Marriage Ceremony - Other Location (plus applicable mileage) 300.00 300.00 0%HST Witness if required 25.00 25.00 0%HST Burial Permits 20.00 20.00 0%Exempt Photocopying/ Printing double sided 0.55 0.55 0% HST Photocopying/ Printing single sided 0.50 0.50 0%HST Commissioner of Oaths 25.00 25.00 0%none Register Document on Title 275.00 285.00 4%Exempt Remove/Release Document from Title 275.00 285.00 4%Exempt Title Search 75.00 75.00 0%Exempt Freedom of Information Request (FOI) - Initial Fee 5.00 5.00 0%Exempt Town of Tillsonburg 6 Page 572 of 817 Building-Bylaw-Clerks-Planning Item 2021 Fee Proposed 2022 Fee % Change Tax Planning & Development Cash-in-lieu of parkland (low density residential consents) 3,500.00 4,000.00 14%Exempt Planning Application - Minor Variance 1,050.00 1,100.00 5%Exempt Planning Application - Minor Variance - after the fact 2,100.00 2,200.00 5%Exempt Planning Application - Site Plan - Minor 550.00 575.00 5%Exempt Planning Application - Site Plan - Minor - after construction 1,100.00 1,150.00 5%Exempt Planning Application - Site Plan - Major 1,300.00 1,400.00 8%Exempt Planning Application - Site Plan - Major - after construction 2,600.00 2,800.00 8%Exempt Planning Application - Site Plan - Amendment Application 550.00 575.00 5%Exempt Planning Application - Site Plan - Amendment Application after-the-fact 1,100.00 1,150.00 5%Exempt Site Plan Application - 3rd & subsequent submissions 550.00 575.00 5%Exempt Site Plan Agreement Administration Fee (includes registration on title) 550.00 575.00 5%Exempt Planning Application - Zone Change- prior to use 1,350.00 1,450.00 7%Exempt Planning Application - Zone Change- after use has occupied 2,700.00 2,900.00 7%Exempt Planning Application - Zoning - Removal of (H) 275.00 275.00 0%Exempt Subdivision Certificate 60.00 65.00 8%Exempt Zoning Certificate 55.00 55.00 0%Exempt Zoning Certificate - urgent request - less than 5 business days 75.00 75.00 0%Exempt Civic Addressing - Readdressing 125.00 125.00 0%Exempt Land Division (severance) Clearance Letter 75.00 75.00 0%Exempt Severance Agreement 1,100.00 1,200.00 9%Exempt Planning - Preserving Agreement Administration fee 1,700.00 1,800.00 6%HST Subdivision Agreement Administration Fee 1,750.00 1,900.00 9%HST Subdivision Drawing Review (per lot) 105.00 110.00 5%Exempt Subdivision Drawing Review Fee (per lot) - 3rd submission & thereafter 52.50 55.00 5%Exempt Engineering Inspection Fee 175.00 185.00 6%Exempt Storm Water Management Pond Review 525.00 550.00 5%Exempt Encroachment Agreement Fee 1,350.00 1,400.00 4%Exempt Encroachment Permit Fee 25.00 25.00 0%HST Easement Research Request 115.00 125.00 9%Exempt Engineering Certificate Request 115.00 125.00 9%Exempt Town of Tillsonburg 7 Page 573 of 817 Finance Item 2021 Fee Proposed 2022 Fee % Change Tax Unit Corporate Photocopying/ Printing double sided 0.55 0.55 0%HST per page Photocopying/ Printing single sided 0.50 0.50 0%HST per page Interest on overdue accounts 1.25% 1.25% 0%HST per month Tax Department Tax certificate 50.00 50.00 0%Exempt each Tax registration service costs 3,000.00 3,000.00 0%Exempt each Tax Bill reprint 10.00 10.00 0%Exempt each Tax receipt 10.00 10.00 0%Exempt each Payment Redistribution 15.00 15.00 0%Exempt each Water/Sewer Admin Charge 45.00 45.00 0%Exempt each Tax Statement (Paper Copy Only) 10.00 10.00 0%exempt each Corporate NSF Fee 35.00 35.00 Exempt each Town of Tillsonburg 8 Page 574 of 817 TCC Programs 2021 Fee Proposed 2022 Fee % Change Tax Unit Community Centre - Aquatics Water Fitness - 10 passes 56.25 59.05 5%HST 10 passes Land Fitness - 10 passes 56.25 59.05 5%HST 10 passes Land Fitness (1/2 hour class) - 10 passes 28.15 29.55 5%HST 10 passes Water Fitness - 20 passes 90.00 95.40 6%HST 20 passes Land Fitness - 20 passes 90.00 95.40 6%HST 20 passes Land Fitness (1/2 hour class) - 20 passes 45.00 47.70 6%HST 20 passes 30 minute Swimming Lesson 7.10 7.25 2%Exempt per lesson 45 minute Swimming Lesson 7.50 7.65 2%Exempt per lesson 60 minute Swimming Lesson 7.95 8.10 2%Exempt per lesson Bronze Star 64.90 66.20 2%HST course Bronze Medallion 80.65 82.25 2%HST per course Bronze Cross 80.65 82.25 2%HST per course First Aid 102.00 104.05 2%HST per course First Aid Recert 71.40 72.85 2%HST per course National Lifeguard 223.00 227.45 2%HST per course National Lifeguard Recert 53.05 54.10 2%HST per course Assistant Swimming Instructors School 68.75 70.10 2%HST per course Additional Fee 28.40 28.95 2%HST per course Swim for Life Instructors School 108.40 110.55 2%HST per course Lifesaving Instructors 108.40 110.55 2%HST per course Swim/Lifesaving Instructors 223.00 227.45 2%HST per course Private Lessons (14+ years) 20.00 20.40 2%HST per lesson Private Lessons 20.00 20.40 2%Exempt per lesson Semi-Private Lessons 14.05 New Exempt per lesson Lifesaving Sport Fundamentals 7.55 7.70 2%Exempt per lesson Swim Synchro Swimming Lessons 7.55 7.70 2%Exempt per lesson Synchronized Swimming Team 515.20 525.50 2%Exempt 9 Months First Aid Instructor 109.35 111.55 2%HST per course National Lifeguard Instructor 157.00 160.15 2%HST per course Examiner Standards/Advanced Instructors 39.40 40.20 2%HST per course Community Centre - classes, courses, and camps Babysitting Course 56.30 57.45 2%Exempt 8hr course Bus Trip - Adults 175.00 175.00 0%HST Bus Trip Adults 95.00 95.00 0%HST each Bus Trip 80.00 80.00 0%HST each Bus Trip 85.00 85.00 0%HST each Bus Trip 90.00 90.00 0%HST each Bus Trip 95.00 95.00 0%HST each Bus Trip 100.00 100.00 0%HST each Bus Trip 105.00 105.00 0%HST each Bus Trip 110.00 110.00 0%HST each Bus Trip 115.00 115.00 0%HST each Bus Trip 120.00 120.00 0%HST each Bus Trip 125.00 125.00 0%HST each Bus Trip 130.00 130.00 0%HST each Town of Tillsonburg 9 Page 575 of 817 TCC Programs 2021 Fee Proposed 2022 Fee % Change Tax Unit Bus Trip 135.00 135.00 0%HST each Bus Trip 140.00 140.00 0%HST each Bus Trip 145.00 145.00 0%HST each Bus Trip 150.00 150.00 0%HST each Bus Trip 155.00 155.00 0%HST each Bus Trip 160.00 160.00 0%HST each Bus Trip 165.00 165.00 0%HST each Bus Trip 170.00 170.00 0%HST each Bus Trip 175.00 175.00 0%HST each Youth Program 30 min class 6.35 6.50 2%Exempt per lesson Youth Program 45 min class 10.20 7.50 -36%Exempt per lesson Youth Program 60 min class 11.65 8.50 -37%Exempt per lesson Youth Program - Specialty Course 11.90 New Exempt per lesson Teen Program 30 min 6.35 6.50 2%HST per lesson Teen Program 45 min 10.20 7.50 -36%HST per lesson Teen Program 60 min 11.65 8.50 -37%HST per lesson Karate - Kids Karate 5.15 5.25 2%Exempt per lesson Karate - Tiny Tigers 4.15 4.25 2%Exempt per lesson Workshops - 1/2 day 28.10 28.65 2%HST Workshops - Specialty Course 84.85 86.55 2%HST Workshops - 8 hours 112.55 114.80 2%HST Youth Camp - week 143.75 146.65 2%Exempt week Youth Camp day 35.70 36.40 2%Exempt daily Youth Camp Lunch 6.00 6.00 0%Exempt each Youth Camp Special 198.35 202.30 2%Exempt week Youth Camp - short week 115.90 118.20 2%Exempt Community Centre - Events Community Centre - Facility Rentals Arena - Internet Access Fee 100.00 new HST per year Arena - Weekdays before 5pm & after 11pm 97.85 99.80 2%HST hour Arena - Weekdays after 5pm & weekends 181.85 185.50 2%HST hour Arena - Minor 127.75 130.30 2%HST hour Arena - Shinny 5.90 6.00 2%HST per person Arena - Ice Flat Rate 441.65 450.50 2%HST per day Arena Floor - Commercial 2,327.30 2,373.85 2%HST per day Arena Floor - Full Use 1,753.50 1,788.55 2%HST per day Arena Floor - Flat Fee (no set up) 573.70 585.15 2%HST per day Arena Floor - Chilled Floor (additional fee) 2,208.15 2,252.30 2%HST per day Arena Floor - Hourly League Fee 70.85 72.25 2%HST per hour Arena Floor - Set up Day/Tear Down Day 876.75 894.30 2%HST per day Arena Storage Room A 27.55 28.10 2%HST per month Arena Storage Room B 16.60 16.95 2%HST per month Arena Storage Room C 5.71 5.80 2%HST per month Arena - Mini Practice Rink 47.10 48.05 2%HST hour Auditorium - Friday or Saturday 552.00 563.05 2%HST per day Auditorium - Sunday - Thursday 308.50 314.65 2%HST per evening Town of Tillsonburg 10 Page 576 of 817 TCC Programs 2021 Fee Proposed 2022 Fee % Change Tax Unit Auditorium - Hourly 62.30 63.55 2%HST Room Set up & Decorating Fee (Day before) 115.80 118.10 2%HST Ball Diamond - Occasional Use 82.80 84.45 2%HST per day Ball Diamond - Seasonal Youth Team 82.80 84.45 2%HST Ball Diamond - Seasonal Team Practice 292.25 298.10 2%HST per team Ball Diamond - Seasonal Adult Team 481.70 491.35 2%HST per team Ball Diamond - 2-day Tournament (Annandale Diamonds) 568.25 579.60 2%HST 2 days Ball Diamond - Tournament per diamond per day 82.80 84.45 2%HST per diamond/day Ball Diamond - portable washrooms - 1 day tournament 216.50 220.85 2%HST 2 units Ball Diamond - portable washrooms - 2 day tournament 270.60 276.00 2%HST 2 units Tractor with Groomer - Prep Friday 82.30 83.95 2%HST per event Tractor with Groomer - Prep Saturday 41.20 42.00 2%HST per event Tractor with Groomer - Prep Sunday 41.20 42.00 2%HST per event Tractor with Groomer - Repair Monday 80.65 82.25 2%HST per event Administrative Fees 108.20 110.35 2%HST per event Site clean up - 1 or 2 day event 176.15 179.65 2%HST 3 staff Ball Diamond - Keys 12.40 12.65 2%HST Ball Diamonds - Lights left on/equipment not stored properly 53.00 54.05 2%HST per occurrence Damage Deposit 541.00 551.80 2%Exempt Den - Fri or Sat 188.70 192.45 2%HST per day Den - Sun - Thursday 137.45 140.20 2%HST per day Den - Hourly 32.95 33.60 2%HST Entire TCC Building - 1 arena 9am-4pm 2,197.35 2,241.30 2%HST Entire TCC Building - 2 arenas 9am-4pm 2,760.15 2,815.35 2%HST Gibson House 73.15 74.60 2%HST per day Gibson House - Hourly 28.60 29.15 2%HST per hour Kinsmen Canteen 28.10 28.65 2%HST per day Lobby Area 33.80 34.50 2%HST Marwood B or C 73.15 74.60 2%HST per day Marwood BC 142.85 145.70 2%HST per day Marwood B or C - Hourly 27.60 28.15 2%HST Marwood BC - Hourly 33.00 33.65 2%HST Memorial Pavilion (full) or Kinsmen Bandshell 95.40 97.30 2%HST per day Memorial Pavilion (half) or Kinsmen Bandshell 59.50 60.70 2%HST per day Memorial Park for Major Concert (includes bandshell & pavilion) 676.25 689.75 2%HST per event up to 4 days Newman Park Gazebo 57.95 59.10 2%HST per day Parking Lot 115.80 118.10 2%HST per day Rotary Room 73.15 74.60 2%HST Rotary Room - Hourly 28.10 28.65 2%HST Rowing Club per month 102.45 104.50 2%HST School Lessons 4.00 4.10 2%Exempt per person Swim to Survive Rentals 94.95 96.85 2%Exempt per hour Swim to Survive Instructor Fee 20.00 21.00 5%HST per hour Swim Meet 325.85 332.35 2%HST per day Swim Meet Evening 159.85 163.05 2%HST per day Swim Team Practice 74.15 new HST per hour Town of Tillsonburg 11 Page 577 of 817 TCC Programs 2021 Fee Proposed 2022 Fee % Change Tax Unit Storage Pool Deck 28.60 29.15 2%HST per month Swim Lane 16.20 16.50 2%HST per hour Storage Rooms 114.75 117.05 2%HST per contract Storage Office A 28.10 28.65 2%HST per month Storage Office B 17.00 17.35 2%HST per month Storage Office C 5.80 5.90 2%HST per month Pool - 0-50 swimmers 92.75 94.60 2%HST per hour Pool - 101+swimmers 236.25 241.00 2%HST per hour Pool - 51-100 swimmers 125.85 128.35 2%HST per hour WaterPark - 0-100 swimmers 331.30 337.90 2%HST hour WaterPark- 0-100 swimmers - extra hour 220.75 225.15 2%HST add. Hr. Waterpark 101-300 swimmers 450.50 459.50 2%HST hour Waterpark 101-300 swimmers - extra hour 331.30 337.90 2%HST add. Hr. Waterpark 300+ swimmers 607.30 619.45 2%HST hour Waterpark 300+ swimmers - extra hour 480.20 489.80 2%HST add. Hr. Waterpark Board of Ed 100 swimmers 293.75 299.65 2%HST hour Waterpark Board of Ed 100 swimmers add. Hr. 163.20 166.45 2%HST add. Hr. Waterpark Board of Ed 100+ swimmers 522.35 532.80 2%HST hour Waterpark Board of Ed 100+ swimmers add. Hr. 261.25 266.50 2%HST add. Hr. COVID Cleaning Fee 25.00 25.00 0%HST each COVID Cleaning Fee 50.00 50.00 0%HST each COVID Cleaning Fee 100.00 100.00 0%HST each Community Centre - Leagues and Memberships Adult League - Individual 61.70 62.95 2%HST each Adult League - Team 398.40 406.35 2%HST per team Adult League - Competative Vollyball 590.00 new HST per team Court Membership - Adult 55.15 56.25 2%HST Seasonal Court Membership - Youth 19.85 20.25 2%HST Seasonal Tennis Lessons - 1 hour 11.00 11.20 2%HST per lesson Tennis Lessons - 1/2 hour 4.85 4.95 2%HST per lesson Tennis Advanced Lessons - 1 hour 11.50 11.75 2%HST per lesson Tennis Lessons - 1 hour 88.25 90.00 2%HST 8 lessons Tennis Lessons - 1/2 hour 38.70 39.45 2%HST 8 lessons Tennis Advanced Lessons - 1 hour 92.00 93.85 2%HST 8 lessons Membership - Water Fitness - 12 mo 325.75 332.25 2%HST 12 month Membership - Water Fitness - 1 month (in effect Jan 2022-Jun 2022 in advance of pool closure) 27.70 new HST 1 month Membership - Personal Training - 10 205.90 210.00 2%HST 10 sessions 1 hr Membership - Personal Training - 5 116.95 119.30 2%HST 5 sessions 1 hr Membership - Pool - 12 month 206.70 210.85 2%HST each Membership - Pool - 6 month 145.05 147.95 2%HST each Town of Tillsonburg 12 Page 578 of 817 TCC Programs 2021 Fee Proposed 2022 Fee % Change Tax Unit Membership - Pool - 1 month (in effect Jan 2022-Jun 2022 in advance of pool closure) 17.60 new HST 1 month Membership - Pool 20 Pass 68.75 70.10 2%HST each Membership - Skate 20 Pass 68.75 70.10 2%HST each Membership - Weight Training 58.95 60.15 2%HST up to 6 hours Membership - HC Adult - 01 month 76.30 77.80 2%HST 1 month Membership - HC Adult - 03 month 200.30 204.30 2%HST 3 month Membership - HC Adult - 06 month 292.25 298.10 2%HST 6 month Membership - HC Adult - 12 month 448.10 457.05 2%HST 12 month Membership - HC Adult - 5 pass 46.00 48.30 5%HST 5 visits Membership - HC Adult - 10 pass 90.00 94.50 5%HST Membership - HC Adult - 20 Pass 177.50 181.05 2%HST 20 Visits Membership - HC Family - 01 month 172.05 175.50 2%HST 1 month Membership - HC Family - 03 month 429.30 437.90 2%HST 3 month Membership - HC Family - 06 month 640.75 653.55 2%HST 6 month Membership - HC Family - 12 month 898.40 916.35 2%HST 12 month Membership - HC Student/Senior - 01 month 61.70 62.95 2%HST 1 month Membership - HC Student/Senior - 03 month 169.90 173.30 2%HST 3 month Membership - HC Student/Senior - 06 month 210.00 214.20 2%HST 6 month Membership - HC Student/Senior - 12 month 331.20 337.80 2%HST 12 month Membership - Student - 5 Passes 26.25 27.55 5%HST 5 visits Membership - Student - 10 Passes 47.50 49.90 5%HST Membership- Student - 20 Passes 85.25 89.50 5%HST Membership - HC Glendale Student 101.75 103.80 2%HST 5 Month Membership - Special - Adult 292.25 298.10 2%HST 12 month Membership - Special - Student/Senior 216.50 220.80 2%HST 12 month Membership - Special - Under 14 60.50 61.70 2%HST 12 month Membership - Replacement Card 5.40 5.50 2%HST each Membership - Squash Adult - 01 month 74.20 75.70 2%HST 1 month Membership - Squash Adult - 03 month 193.80 197.70 2%HST 1 month Membership - Squash Adult - 06 month 284.80 290.50 2%HST 1 month Membership - Squash Adult - 10 pass 92.00 93.85 new HST per court (1hr) Membership - Squash Family - 01 month 166.65 170.00 2%HST 1 month Membership - Squash Family - 03 month 415.65 423.95 2%HST 1 month Membership - Squash Family - 06 month 624.55 637.05 2%HST 1 month Membership - Squash Student - 01 month 60.45 61.65 2%HST 1 month Membership - Squash Student - 03 month 169.95 173.35 2%HST 1 month Membership - Squash Student - 06 month 210.05 214.25 2%HST 1 month Pay as you go - Admission Aquatfit/Fitness/Yoga Class 8.00 8.15 2%HST included each Fitness / Yoga (1/2 hr class) 4.00 4.10 2%HST included each Town of Tillsonburg 13 Page 579 of 817 TCC Programs 2021 Fee Proposed 2022 Fee % Change Tax Unit Board of Education - Squash/HC 2.80 2.85 2%HST included Board of Education - Arena/Pool 3.05 3.10 2%HST included Court Fee 5.20 5.30 2%HST included Drop In Swimming Lessons 8.80 9.00 2%HST included per lesson Drop In Swimming Lessons - ea. Additional child 5.45 5.55 2%HST included per lesson Health Club Adult 10.75 10.95 2%HST included each Health Club - Youth 4.85 5.95 18%HST included each Squash 11.00 11.20 2%HST included per court (1 hr) Roller Skate - Admission No skate rental 2.25 2.50 10%HST included Roller Skate - Admission With skate rental 5.25 5.50 5%HST included Swim Child 2.25 2.50 10%HST included each Swim Family 9.25 10.00 8%HST included each Swim - Over 14 4.50 4.75 5%HST included each Skate Child 2.25 2.50 10%HST included each Skate Family 9.25 10.00 8%HST included each Skate - Over 14 4.50 4.75 5%HST included each Wallyball 11.70 11.70 0%HST included per court (1 hr) Waterpark 2-5 yrs - - 0%HST included each Waterpark Grandparents Day - - 0%HST included Waterpark 60 years & over 6.00 6.25 4%HST included each Waterprak 60 years & Over Half Price 3.00 3.15 5%HST included each Waterpark 6-14 yrs 5.50 5.75 4%HST included each Waterpark 6-14 yrs Half Price 2.75 2.90 5%HST included each Waterpark Additional Family Member 2.25 2.50 10%HST included each Waterpark Adult 8.00 8.25 3%HST included each Waterpark Adult Half Price 4.00 4.15 4%HST included each Waterpark Family 28.00 29.00 3%HST included per family of 5 Waterpark Family Half Price 14.00 14.50 3%HST included per family of 5 Waterpark Tillsonburg Resident Pass (6 +) 35.75 40.00 11%HST per person Waterpark Non-resident Pass (Youth & Srs 60+) 48.00 55.00 13%HST per person Waterpark Non-resident Pass (Adult under 60) 68.25 75.00 9%HST per person Community Centre - Other fees Admin - Refund Admin Fee 15.95 16.25 2%Exempt each Admin - Reprint receipt 5.30 5.40 2%Exempt each Admin - Consolidated Receipts (Child Tax Credit) 10.60 10.80 2%HST Admin - Copies - Single sided 0.30 0.30 0% HST Admin - Copies - Double sided 0.35 0.35 0% HST Camping - Non Serviced per site 33.15 33.80 2%HST Camping - Serviced per site 55.20 56.30 2%HST Rentals - 8' wooden tables 5.70 5.80 2%HST Rentals - Black plastic chairs 2.15 2.20 2%HST each Delivery of Table & Chairs( per round trip) 27.55 28.10 2%HST Town of Tillsonburg 14 Page 580 of 817 TCC Programs 2021 Fee Proposed 2022 Fee % Change Tax Unit Rentals - Black curtains/hardware rental per foot 2.754 2.80 2%HST ADVERTISING 10% - 30% Reductions may apply to multiple advertising Advertising - Memorial Arena Board Back Lit 1,125.70 1,148.20 2%HST each Advertising - Community Arena Backlit 562.85 574.10 2%HST each Advertising - Memorial Arena Board 730.65 745.25 2%HST each Advertising - Community Arena Board 449.25 458.25 2%HST each Advertising - Ice Re-Surfacer - Side 562.85 574.10 2%HST each Advertising - Ice Re-Surfacer - Top 1,125.70 1,148.20 2%HST each Advertising - Ice Re-Surfacer - 3 sides 2,489.55 2,539.35 2%HST each Advertising - Skate Aid 10.40 10.60 2%HST per month Advertising - Inside Front/Back Page Glossy 1,650.70 1,683.70 2%HST each Advertising - Back Page Glossy 2,208.15 2,252.30 2%HST each Advertising - Brochure 1/8 page 112.55 114.80 2%HST each Advertising - Brochure 1/4 page 196.95 200.90 2%HST each Advertising - Brochure 1/2 page 336.55 343.30 2%HST each Advertising - Brochure 1/2 page Inside/Back Page Glossy 662.40 675.65 2%HST each Advertising - Brochure Full page 673.25 686.70 2%HST each Advertising - Brochure Full page (internal corporate) 220.90 225.30 2%HST each Advertising - Miscellaneous 112.55 114.80 2%HST each Advertising - Digital Ad Set up 21.95 22.40 2%HST each Advertising - Digital Ad - Monthly(min. 3 mos term) 55.15 56.25 2%HST each Advertising - Digital Ad - Tournament/Special Events 55.15 56.25 2%HST each Advertising - Fence - Per Season 123.40 125.85 2%HST per season Advertising - Fence - Per Year 246.90 251.85 2%HST annually Advertising - Infocaster Set Up 51.00 52.00 2%HST each Advertising - Infocaster - Small Ad 25.50 26.00 2%HST per month Advertising - Infocaster - Large Ad 51.00 52.00 2%HST per month Advertising - Infocaster - Tournament/Special Event 51.00 52.00 2%HST each Special Events Tickets 20.00 20.00 0%HST each Special Events Tickets 25.00 25.00 0%HST each Special Events Tickets 30.00 30.00 0%HST each Special Events Tickets 35.00 35.00 0%HST each Special Events Tickets 40.00 40.00 0%HST each Special Events Tickets 45.00 45.00 0%HST each Special Events Tickets 50.00 50.00 0%HST each Special Events Tickets 55.00 55.00 0%HST each Special Events Tickets 60.00 60.00 0%HST each Special Events Tickets 65.00 65.00 0%HST each Special Events Tickets 70.00 70.00 0%HST each Special Events Tickets 75.00 75.00 0%HST each Special Events Tickets 80.00 80.00 0%HST each Special Events Tickets 85.00 85.00 0%HST each Special Events Tickets 90.00 90.00 0%HST each Special Events Tickets 95.00 95.00 0%HST each Special Events Tickets 100.00 100.00 0%HST each A 2nd advertisement gets 10% off both, a 3rd ad gets 20% off all 3 and a 4th ad gets 30% off the Town of Tillsonburg 15 Page 581 of 817 TCC Programs 2021 Fee Proposed 2022 Fee % Change Tax Unit Special Events Tickets 105.00 105.00 0%HST each Special Events Tickets 110.00 110.00 0%HST each Special Events Tickets 115.00 115.00 0%HST each Special Events Tickets 120.00 120.00 0%HST each Special Events Tickets 125.00 125.00 0%HST each Town of Tillsonburg 16 Page 582 of 817 Fire Item 2021 Fee Proposed 2022 Fee % Change Tax Unit Fire False Alarm Response Fee - Preventable Fire Alarm ‐ Panel Alarms ‐ 1st Offence 233.00 1/2 Current MTO Rates Exempt Per Incident False Alarm Response Fee - Preventable Fire Alarm ‐ Panel Alarms ‐ 2nd and any additional Offence Current MTO Rates Per Incident False Alarm Response Fee - Work is being performed on a fire alarm system and the owner fails to notify Fire Department $488.40/hr + $244.20 each half hr thereafter Current MTO Rates (based on MTO set rate) Exempt per hour or half hour Motor Vehicle Accident / Vehicle Fire Response Fee $488.40/hr + $244.20 each half hr thereafter Current MTO Rate + Consumables (based on MTO set rate) Exempt per hour or half hour + materials Motor Vehicle Accident or Vehicle Fire Response fee on a Provincial Highway $488.40/hr + $244.20 each half hr thereafter Current MTO Rate + Consumables (based on MTO set rate) Exempt per hour or half hour + materials Natural Gas Leak Response Fee - Caused by an individual or company $488.40/hr + $244.20 each half hr thereafter Current MTO Rates (based on MTO set rate) Exempt per hour or half hour + materials Hazardous Materials Response fee $488.40/hr + $244.20 each half hr thereafter Current MTO Rate + Consumables (based on MTO set rate) Exempt per hour or half hour + materials Fire Watch or Stand By Authorized by the Fire Chief $488.40/hr + $244.20 each half hr thereafter Current MTO Rate + Consumables (based on MTO set rate) Exempt per hour or half hour Violation of Conditions of Burn Permit ‐ 1st and any additional Offence $488.40/hr + $244.20 each half hr thereafter Current MTO Rates (based on MTO set rate) Exempt per hour or half hour Open Air Burning ‐Illegal/Unauthorized Fire $488.40/hr + $244.20 each half hr thereafter Current MTO Rates (based on MTO set rate) per hour or half hour Fire Department Fee for Expenses Incurred for Equipment, Expertise, Materials, Required to Extinguish a Fire, including but not limited to heavy equipment, speiclized equipment, tow trucks, foam, Engineers etc.) Actual Cost Actual Cost Exempt Per Incident Fee for MTO - ARIS Owner / Contact Information Search 35.00 45.00 Per Incident Fee for Fire Department Incident Report 115.00 125.00 9%HST each Fee for Fire Department Investigation Report 235.00 235.00 0%HST each Fee for Fire Department File Search for Outstanding Orders / Inspection Reports / Incident Reports 91.00 125.00 37% HST each request Fee Fire Department Request Fire Code Inspection - Commercial, Industrial, or Institutional building less than 930m2 (10,000 sq.ft.) 230.00 250.00 9% HST each Fee for Fire Department Request Fire Code Inspection Each additional 185m2 (2000 sq.ft.) in a Commercial, Industrial or Institutional building 35.00 35.00 0% HST each Town of Tillsonburg 17 Page 583 of 817 Fire Item 2021 Fee Proposed 2022 Fee % Change Tax Unit Fee Fire Department Request Fire Code Inspection a Residential building up to and including 4 suites or apartments 225.00 250.00 11% HST each Fee Fire Department Request Fire Code Inspection each additional suite or 35.00 35.00 0%HST each Fee Fire Department Request Fire Code Inspection of a licensed Occupancy excluding a daycare 175.00 250.00 43% HST each Fee Fire Department Request Fire Code Inspection of a Daycare Facility 90.00 100.00 11% HST each Fee for Fire Department Request to Conduct Verification of VO Fire Drill Scenario 220.00 250.00 14% HST each Fee to Conduct Business License Inspection 85.00 90.00 6%Exempt each Fee for Re-Inspections if Violations not Remedied same as original 250.00 0% HST each Residential Smoke or Carbon Monoxide Alarm Installed in a Residence 86.50 50.00 -42%HST, if not returned each Fire Department approval of a Demolition Permit issued by the Building Department. 110.00 125.00 14% HST each Fee to review an application for a licence to sell Consumer Fireworks (F.1) including a site inspection and review of Fire Safety Plan 190.00 200.00 5% HST each Fee to Review Fireworks Display Application (F.2) Event 145.00 150.00 3% HST each Fee to Review Licence to Conduct a Pyrotechnics (F.3) Display Application, Safety Plan Review, Site Plan Inspection 220.00 220.00 0% HST each Fee for Open Air Burn Permit 120.00 75.00 -38%HST each Fee to Review Fire Safety Plan 86.70 100.00 15% HST each Fee to Review, Approve a Level 1 Risk Management Plan for TSSA Licence for Propane Storage 330.00 350.00 6% HST each Fee to Review, Approve Level 2 Risk Management Plan for TAAS Licence for Propane Storage $790 $790 0% HST each Fee for Fire Safety Training 115.00 115.00 0%HST per hour Fee for Fire Extinguisher Training (Theory) 110.00 110.00 0%HST Fee for Fire Extinguisher Training (Practical with Burn Prop) 200.00 Fee to Recharge SCBA Breathing Cylinder 33.00 35.00 6% HST per cylinder Rental of Training Room (excluding emergency services) 225.00 225.00 0% HST per day Town of Tillsonburg 18 Page 584 of 817 Museum Item 2021 Fee Proposed 2022 Fee % Change Tax Unit Museum Museum-Admission-Adult 6.19 6.19 0%HST daily Museum-Admission-Annual-Family Rate 46.02 46.02 0%HST yearly Museum-Admission-Annual-Individual 20.35 20.35 0%HST yearly Museum-Admission-Child 2.21 2.21 0%HST daily Museum-Admission-Family Rate 12.39 12.39 0%HST daily Museum-Admission-Group Rate 4.20 5.00 19%HST daily Museum-Admission-Senior 5.09 5.09 0%HST daily Museum-Admission-Student 3.10 3.10 0%HST daily Museum Volunteer-Admission-Free FREE FREE 0%daily Museum - Research (Genealogy) 25.00 25.00 0%HST per hour Museum-Permission Fees-Personal Use 2.50 2.50 0%HST each Museum-Permission Fees-Pubication Use 5.50 5.50 0%HST each Museum-Rentals-Audio Visual Equipment-Corporate FREE FREE 0%each Museum-Rentals-Program Room or Grounds & Gardens - 25 - 50 people 51.00 51.00 0%HST each Museum-Rentals-Grounds & Gardens-Corporate 51.00 51.00 0%HST each Museum-Rentals-Kitchen 25.50 25.50 0%HST each Museum-Rentals-Kitchen - Corporate 35.70 35.70 0%HST each Museum-Rentals-Program Room 51.00 51.00 0%HST half day Museum-Rentals-Program Room 76.50 76.50 0%HST full day Museum-Rentals-Program Room-Corporate 76.50 76.50 0%HST half day Museum-Rentals-Program Room-Corporate 102.00 102.00 0%HST full day Museum-Rentals-Tour Surcharge-Groups 100-150 102.00 102.00 0%HST each Museum-Rentals-Tour Surcharge-Groups 25-50 61.20 61.20 0%HST each Museum-Rentals-Tour Surcharge-Groups 51-100 76.50 76.50 0%HST each Museum-Seasonal Childrens Programs 20.50 20.50 0%Exempt each Museum-Seasonal Childrens Programs- 2nd Child 18.50 18.50 0%Exempt each Museum- School Program- per student (1 hour) 2.50 2.50 0%Exempt each Museum - School Program - per student (2 hours) 3.50 3.50 0%Exempt each Museum- Special Event - Adult program 5.00 5.00 0%HST each Museum - Special Event- Adult program 7.00 7.00 0%HST each Museum - Special Event - Adult program 10.00 10.00 0%HST each Museum - Special Event - Adult program 12.00 12.00 0%HST each Museum - Special Event - Adult program 15.00 15.00 0%HST each Museum-Admission - Pratt Gallery only 2.65 2.65 0%HST each Museum- Special Event- Lunch & Learn Series Pass 81.60 81.60 0%HST Museum- Special Event - Lunch & Learn- Single Pass 25.50 25.50 0%HST Museum - Special Event - Women's Day Luncheon 30.60 30.60 0%HST Museum- Special Event Tea 15.30 15.30 0%HST Museum - Special Event - Dinner 56.10 56.10 0%HST per event Museum - Special Event - Performance 40.80 40.80 0%HST Workshops 35.00 35.00 0%HST per event Workshops 55.00 55.00 0%HST per event day Workshops 75.00 75.00 0%HST per event day Workshops 100.00 100.00 0%HST per event day Show Tickets 45.00 45.00 0%HST flat fee Museum- Culture Tillsonburg Event Ticket 20.00 20.00 0%HST Museum- Culture Tillsonburg Event Ticket 25.00 25.00 0%HST Museum- Culture Tillsonburg Event Ticket 30.00 30.00 0%HST Museum- Culture Tillsonburg Event Ticket 35.00 35.00 0%HST Museum- Culture Tillsonburg Event Ticket 40.00 40.00 0%HST Museum- Culture Tillsonburg Event Ticket 45.00 45.00 0%HST Museum- Culture Tillsonburg Event Ticket 50.00 50.00 0%HST Town of Tillsonburg 19 Page 585 of 817 Museum Item 2021 Fee Proposed 2022 Fee % Change Tax Unit Museum- Culture Tillsonburg Event Ticket 60.00 60.00 0%HST Museum- Culture Tillsonburg Event Ticket 65.00 65.00 0%HST Museum- Culture Tillsonburg Event Ticket 70.00 70.00 0%HST Museum- Culture Tillsonburg Event Ticket 75.00 75.00 0%HST Museum- Culture Tillsonburg Event Ticket 80.00 80.00 0%HST Museum- Culture Tillsonburg Event Ticket 85.00 85.00 0%HST Museum- Culture Tillsonburg Event Ticket 90.00 90.00 0%HST Museum- Culture Tillsonburg Event Ticket 95.00 95.00 0%HST Museum- Culture Tillsonburg Event Ticket 100.00 100.00 0%HST Museum- Special Event - Tea (Tier 1) 7.00 7.00 0%HST Museum-Special Event - Tea (Tier 2) 12.00 12.00 0%HST Museum-Special Event - Tea (Tier 3) 18.00 new HST Museum- Special Event - Tea (Tier 4) 20.00 20.00 0%HST Museum- Special Event - Tea (Tier 5) 25.00 25.00 0%HST Museum- Special Event - Tea (Tier 6) 30.00 30.00 0%HST Workshop (Tier 1) 15.00 15.00 0%HST Workshop (Tier 2) 20.00 20.00 0%HST Workshop (Tier 3) 25.00 25.00 0%HST Workshop (Tier 4) 30.00 30.00 0%HST Workshop (Tier 5) 40.00 40.00 0%HST Workshop (Tier 6) 45.00 45.00 0%HST Workshop (Tier 7) 50.00 50.00 0%HST Workshop (Tier 8) 60.00 60.00 0%HST Workshop (Tier 9) 65.00 65.00 0%HST Workshop (Tier 10) 70.00 70.00 0%HST Workshop (Tier 11) 80.00 80.00 0%HST Workshop (Tier 12) 85.00 85.00 0%HST Workshop (Tier 13) 90.00 90.00 0%HST Workshop (Tier 14) 95.00 95.00 0%HST Bus Trip (Tier 1) 45.00 45.00 0%HST Bus Trip (Tier 2) 50.00 50.00 0%HST Bus Trip (Tier 3) 55.00 55.00 0%HST Bus Trip (Tier 4) 60.00 60.00 0%HST Bus Trip (Tier 5) 65.00 65.00 0%HST Bus Trip (Tier 6) 70.00 70.00 0%HST Bus Trip (Tier 7) 75.00 75.00 0%HST Bus Trip (Tier 8) 80.00 80.00 0%HST Bus Trip (Tier 9) 85.00 85.00 0%HST Bus Trip (Tier 10) 90.00 90.00 0%HST Bus Trip (Tier 11) 95.00 95.00 0%HST Bus Trip (Tier 12) 100.00 100.00 0%HST Bus Trip (Tier 13) 110.00 110.00 0%HST Bus Trip (Tier 14) 115.00 115.00 0%HST Bus Trip (Tier 15) 120.00 120.00 0%HST Bus Trip (Tier 16) 125.00 125.00 0%HST Bus Trip (Tier 17) 130.00 130.00 0%HST Bus Trip (Tier 18) 135.00 135.00 0%HST Town of Tillsonburg 20 Page 586 of 817 Cemetery-Parks Item 2021 Fee 2021 Perpetual Care Fee 2021 Net Fee Proposed 2022 Fee Proposed 2022 Perpetual Care Fee Proposed 2022 Net Fee % Change Tax Unit Interment Rights Grave 10 x 4 700.00 280.00 420.00 800.00 320.00 480.00 14%HST grave Infant Grave 3X3 225.00 150.00 75.00 225.00 150.00 75.00 0%HST grave Cremation Grave 3x3 550.00 220.00 330.00 600.00 240.00 360.00 9%HST grave Columbarium Niche - Level 1 2,100.00 315.00 1,785.00 2,100.00 315.00 1,785.00 0%HST niche Columbarium Niche - Level 2 2,150.00 322.50 1,827.50 new HST niche Columbarium Niche - Level 3 2,200.00 330.00 1,870.00 new HST niche Columbarium Niche - Level 4 2,250.00 337.50 1,912.50 new HST niche Columbarium Niche - Level 5 2,300.00 345.00 1,955.00 new HST niche Columbarium Niche - Level 6 2,350.00 352.50 1,997.50 new HST niche Columbarium Niche - Level 7 2,400.00 360.00 2,040.00 new HST niche Columbarium Niche - Level 8 2,450.00 367.50 2,082.50 new HST niche Family Columbarium 10,400.00 1,560.00 8,840.00 10,400.00 1,560.00 8,840.00 0%HST columbarium (4 Cemetery Services Cemeteries Regulation Unit burial and cremation license 12.00 12.00 12.00 12.00 0%Exempt interment Columbarium Niche Open/Close 200.00 200.00 200.00 200.00 0%HST each Adult Interment 835.00 835.00 835.00 835.00 0%HST each Lead in fee, per 1/2 hour minimum 30.00 30.00 30.00 30.00 0%HST per 1/2 hour Child/ Infant Interment 300.00 300.00 300.00 300.00 0%HST each Cremated Remains Interment Infant 200.00 200.00 200.00 200.00 0%HST each Cremated Remains Interment Adult 350.00 350.00 350.00 350.00 0%HST each Statutory Holidays - Funeral Fee HST each Weekend - Funeral Fee 10:00am - 3:00pm new HST each Weekend - Funeral Fee - before 10:00am or after 3:00pm new HST each Disinterment/Exhumation- Relocation in Same Cemetery-Adult 2,087.50 2,087.50 2,087.50 2,087.50 0%HST each Disinterment/Exhumation- Relocation in Same Cemetery-Adult Casket in Vault 1,878.75 1,878.75 1,878.75 1,878.75 0% HST each Disinterment/Exhumation- Relocation in Another Cemetery- 1,565.63 1,565.63 1,565.63 1,565.63 0%HST each Disinterment/Exhumation- Relocation in Another Cemetery- Adult Casket in Vault 1,409.06 1,409.06 1,409.06 1,409.06 0% HST each Disinterment/Exhumation-Child Casket 750.00 750.00 750.00 750.00 0%HST each Disinterment/Exhumation-Adult Cremains (Ground) 475.00 475.00 475.00 475.00 0%HST each Disinterment/Exhumation-Child/Infant Cremains (Ground) 300.00 300.00 300.00 300.00 0%HST each Marker/Foundation Services Upright Monument Foundation (5' depth) 22.50 22.50 27.00 27.00 20%HST per cubic foot Veteran Standing Monument Setting 200.00 200.00 200.00 200.00 0%HST each Flat Marker with Granite Border & no concrete 40.00 40.00 50.00 40.00 25%HST each Flat Marker with 4" concrete border 100.00 100.00 125.00 100.00 25%HST each Monument Care & Maintenance Flat Markers 50.00 50.00 50.00 50.00 0%HST each Upright Markers Up to 48" 100.00 100.00 100.00 100.00 0%HST each Upright Markers Over 48" 200.00 200.00 200.00 200.00 0%HST each Other Fees & Services Transfer Fee/Replacement - Interment Rights Certificate 45.00 45.00 45.00 45.00 0%HST each Memorial Benches 2,000.00 200.00 1,800.00 2,200.00 200.00 2,000.00 10%HST each Memorial Tree 650.00 65.00 585.00 700.00 65.00 635.00 8% HST each Perpetual care fees regulated by the Province 50% surcharge on applicable interment fee 50% surcharge on applicable interment fee 25% surcharge on applicable interment fee 25% surcharge on applicable interment fee 50% surcharge on applicable interment fee 50% surcharge on applicable interment fee 21 Page 587 of 817 Public Works Item 2021 Fee Proposed 2022 Fee % Change Tax Unit Airport Airport - Aircraft Parking Fees - Daily 10.00 10.00 0%HST per day Airport - Aircraft Parking Fees - Monthly 60.00 60.00 0%HST per month Airport - Aircraft Parking Fees - Yearly 600.00 600.00 0%HST per year Airport - Basement Boardroom rental (15'x29') half day 45.00 45.00 0%HST per half day Airport - Basement Boardroom rental (15'x29') full day 80.00 80.00 0%HST per full day Airport - Basement Rental per hour 15.00 15.00 0%HST per hour Airport - Boardroom Long term rental 285.00 290.00 2%HST per week Airport - Hangar Land Lease Fee Annually per SF 0.30 0.31 3%HST per SF Airport - Infrastructure fee < 5,000 SF hangar 550.00 550.00 0%HST upon signing Airport - Infrastructure fee > 5,000 SF hangar 1,100.00 1,100.00 0%HST upon signing Airport - Maintenance fee 125.00 130.00 4%HST per year Airport Toque 11.50 12.00 4%HST per unit Airport Fuel Call Out Fee 50.00 50.00 0%HST per call out Airport Administration Fee 35.00 35.00 0%HST per unit Airport Hangar Application Fee 305.00 310.00 2%HST per application Airport Hangar Transfer Fee 155.00 160.00 3%HST per application Airport Development Permit Fee 610.00 620.00 2%HST per application Airport Corporate Parking Fee (waived with fuel purchase) 25.00 25.00 0%HST up to 4 hrs Airport Corporate Parking Fee (waived with fuel purchase) 50.00 50.00 0%HST per day Airport Corporate Landing Fee (waived with fuel purchase) 40.00 40.00 0%HST per landing Roads Public Works Administration Fee 50.00 51.00 2%HST flat rate Roads-Labour 39.10 40.00 2%HST per hour Roads-Labour Overtime 54.35 55.00 1%HST per hour Roads-Labour Double Time 69.75 71.00 2%HST per hour 1/2 Ton Pickup Truck 15.00 15.00 0%HST per hour 1-Ton Truck 32.50 33.00 2%HST per hour Single Axle Dump Truck 80.00 80.00 0%HST per hour With Plow & Wing 12.50 13.00 4%HST per hour With Sander/Salter 19.50 20.00 3%HST per hour With Plow, Wing & Sander/Salter 32.00 33.00 3%HST per hour With Anti-Icing System 4.50 4.50 0%HST per hour Front End Loader 70.00 70.00 0%HST per hour With Plow Blade 7.00 7.00 0%HST per hour With Snowblower 180.00 180.00 0%HST per hour Backhoe 50.00 50.00 0%HST per hour Grader 75.00 75.00 0%HST per hour Street Sweeper 80.00 80.00 0%HST per hour Town of Tillsonburg 22 Page 588 of 817 Public Works Item 2021 Fee Proposed 2022 Fee % Change Tax Unit Sidewalk Machine 45.00 45.00 0%HST per hour With Plow 6.00 6.00 0%HST per hour With Sander 5.00 5.00 0%HST per hour With Snowblower 18.00 18.00 0%HST per hour With Plow & Sander 11.00 11.00 0%HST per hour With Snowblower & Sander 23.00 23.00 0%HST per hour With Angle Broom 8.50 8.50 0%HST per hour With Flail Mower 10.00 10.00 0%HST per hour With Cold Planer 35.00 35.00 0%HST per hour Leaf Vacuum 90.00 90.00 0%HST per hour Line Striper 12.00 12.00 0%HST per hour Sewer Rodder 95.00 95.00 0%HST per hour Wood Chipper 25.00 25.00 0%HST per hour Zero Radius Mower 30.00 30.00 0%HST per hour Portable Pump 35.00 35.00 0%HST per hour Walk Behind Snowblower 2.50 2.50 0%HST per hour Walk Behind Push Mower 2.50 2.50 0%HST per hour Chainsaw 2.50 2.50 0%HST per hour Trimmer 2.00 2.00 0%HST per hour Small Generator 9.50 10.00 5%HST per hour Utility Trailer 9.00 9.00 0%HST per hour Construction & Demolition Disposal Cost Recovery Fee 25.00 25.00 0%HST per load Town of Tillsonburg 23 Page 589 of 817 Transit Item 2021 Fee Proposed 2022 Fee % Change Tax Unit T-GO IN-TOWN Ticket - Adult - Single Ride $2.50 $2.50 0%HST exempt Single Ride Ticket - Adult - 10 Ride Pass $20.00 $20.00 0%HST exempt 10 Ride Pass Ticket - Adult - Day Pass $8.00 $8.00 0%HST exempt Day Pass Ticket - Adult - Monthly Pass $60.00 $60.00 0%HST exempt Monthly Pass Ticket - Seniors (60+) - Single Ride $2.00 $2.00 0%HST exempt Single Ride Ticket - Seniors (60+) - 10 Pass Ride $16.00 $16.00 0%HST exempt 10 Ride Pass Ticket - Seniors (60+) - Day Pass $6.00 $6.00 0%HST exempt Day Pass Ticket - Seniors (60+) - Monthly Pass $48.00 $48.00 0%HST exempt Monthly Pass Ticket - Students - Single Ride $2.00 $2.00 0%HST exempt Single Ride Ticket - Students - 10 Ride Pass $16.00 $16.00 0%HST exempt 10 Ride Pass Ticket - Students - Day Pass $6.00 $6.00 0%HST exempt Day Pass Ticket - Students - Monthly Pass $48.00 $48.00 0%HST exempt Monthly Pass Ticket - Children (5 and under) - Single Ride FREE FREE Single Ride Ticket - Children (5 and under) - 10 Ride Pass FREE FREE 10 Ride Pass Ticket - Children (5 and under) - Day Pass FREE FREE Day Pass Ticket - Children (5 and under) - Monthly Pass FREE FREE Monthly Pass Ticket - Support Person - Single Ride FREE FREE Single Ride Ticket - Support Person - 10 Ride Pass FREE FREE 10 Ride Pass Ticket - Support Person - Day Pass FREE FREE Day Pass Ticket - Support Person - Monthly Pass FREE FREE Monthly Pass Ticket - Veteran - Single Ride FREE FREE Single Ride Ticket - Veteran - 10 Ride Pass FREE FREE 10 Ride Pass Ticket - Veteran - Day Pass FREE FREE Day Pass Ticket - Veteran - Monthly Pass FREE FREE Monthly Pass T:GO INTER-COMMUNITY Ticket - Adult - Single Ride $10.00 $10.00 0%HST exempt Single Ride Ticket - Adult - 10 Ride Pass $80.00 $80.00 0%HST exempt 10 Ride Pass Ticket - Adult - Day Pass $20.00 $20.00 0%HST exempt Day Pass Ticket - Adult - Monthly Pass $200.00 $200.00 0%HST exempt Monthly Pass Ticket - Seniors (60+) - Single Ride $8.00 $8.00 0%HST exempt Single Ride Ticket - Seniors (60+) - 10 Pass Ride $65.00 $65.00 0%HST exempt 10 Ride Pass Ticket - Seniors (60+) - Day Pass $16.00 $16.00 0%HST exempt Day Pass Ticket - Seniors (60+) - Monthly Pass $160.00 $160.00 0%HST exempt Monthly Pass Ticket - Students - Single Ride $8.00 $8.00 0%HST exempt Single Ride Ticket - Students - 10 Ride Pass $65.00 $65.00 0%HST exempt 10 Ride Pass Ticket - Students - Day Pass $16.00 $16.00 0%HST exempt Day Pass Ticket - Students - Monthly Pass $160.00 $160.00 0%HST exempt Monthly Pass Ticket - Children (5 and under) - Single Ride FREE FREE Single Ride Ticket - Children (5 and under) - 10 Ride Pass FREE FREE 10 Ride Pass Ticket - Children (5 and under) - Day Pass FREE FREE Day Pass Ticket - Children (5 and under) - Monthly Pass FREE FREE Monthly Pass Ticket - Support Person - Single Ride FREE FREE Single Ride Ticket - Support Person - 10 Ride Pass FREE FREE 10 Ride Pass Ticket - Support Person - Day Pass FREE FREE Day Pass Ticket - Support Person - Monthly Pass FREE FREE Monthly Pass Ticket - Veteran - Single Ride FREE FREE Single Ride Ticket - Veteran - 10 Ride Pass FREE FREE 10 Ride Pass Ticket - Veteran - Day Pass FREE FREE Day Pass Ticket - Veteran - Monthly Pass FREE FREE Monthly Pass 24 Page 590 of 817 Utility Item 2021 Fee Proposed 2022 Fee % Change Tax Unit Utility - Returned Cheque Fee (plus bank charges) 15.00 15.00 0%HST each Utility-Account Set Up / Change of Occupancy Fee 30.00 30.00 0%HST each Utility - Late Payment (per annum) 19.56% 19.56%0%HST % Utility-After Hour Reconnect (at meter) 185.00 185.00 0%HST each Utility-During Hours Reconnect (at meter) 65.00 65.00 0%HST each Utility-During Hours Reconnect (at mpole) 185.00 185.00 0%HST each Utility-Special Meter Reading 30.00 30.00 0%HST each Utility -Service Call (after hours) 165.00 165.00 0%HST each Utility-Access to Utility Poles 44.50 44.50 0%HST each Utility-Miscellaneous Materials Mark Up 0.25 0.25 0%HST % Utility-Pole Rental - 30 ft 1.50 1.50 0%HST month Utility-Pole Rental - 35 ft 2.25 2.25 0%HST month Utility-Sentinal Light Rental - 150 W 3.75 3.75 0%HST month Utility-Sentinal Light Rental - 175 W 3.75 3.75 0%HST month Utility-Sentinal Light Rental - 250 W 4.00 4.00 0%HST month Utility-Sentinal Light Rental - 400 W 4.00 4.00 0%HST month Utility-Sentinal Light Rental - 70 W 3.50 3.50 0%HST month Utility-Labour 45.50 45.50 0%HST hour Utility-Truck Charges - #26 15.00 15.00 0%HST hour Utility-Truck Charges - #30 15.00 15.00 0%HST hour Utility-Truck Charges - #41 20.00 20.00 0%HST hour Utility-Truck Charges - #65 67.50 67.50 0%HST hour Utility-Truck Charges - #66 67.50 67.50 0%HST hour Utility-Truck Charges - #68 75.00 75.00 0%HST hour Utility-Truck Charges - #74 65.00 65.00 0%HST hour Utility-Truck Charges - #22 15.00 15.00 0%HST hour Utility-Truck Charges - #28 15.00 15.00 0%HST hour Utility-Truck Charges - #44 30.00 30.00 0%HST hour Utility-Truck Charges - #45 15.00 15.00 0%HST hour Utility-Sewer Camera Job 55.00 55.00 0%HST hour 25 Page 591 of 817 Non-Controlled Town Fees Item 2021 Fee 2022 Fee % Change Tax Unit Bag Tags 2.00 2.00 0%incl HST per tag Blue Box (apartment )3.50 3.50 0%incl HST Blue Box (83 Litre)6.20 6.20 0%incl HST Blue Box Lid (83 Litre)2.70 2.70 0%incl HST Composter 10.00 10.00 0%incl HST Rain barrels 50.00 53.00 6%incl HST Green Cones 50.00 50.00 0%incl HST Fine - allow or permit an animal to trespass on private property Fine - allow or permit an animal to trespass on private property Fine - allow or permit an animal to trespass on private property Exempt per infraction Fine - Fail to ensure that the animal enclosure is kept free of offensive odour Fine - Fail to ensure that the animal enclosure is kept free of offensive odour Fine - Fail to ensure that the animal enclosure is kept free of offensive odour Exempt per infraction Fine - Fail to ensure that the animal enclosure is kept in a clean and sanitary condition Fine - Fail to ensure that the animal enclosure is kept in a clean and sanitary condition Fine - Fail to ensure that the animal enclosure is kept in a clean and sanitary condition Exempt per infraction Fine - Fail to ensure that the nature and condition of the animal enclosure are such that the animal would not be harmed and its health would not be negatively affected Fine - Fail to ensure that the nature and condition of the animal enclosure are such that the animal would not be harmed and its health would not be negatively affected Fine - Fail to ensure that the nature and condition of the animal enclosure are such that the animal would not be harmed and its health would not be negatively affected Exempt per infraction Fine - Fail to ensure the animal enclosure is such that the animal can be readily observed unless the natural habits of the animal require otherwise Fine - Fail to ensure the animal enclosure is such that the animal can be readily observed unless the natural habits of the animal require otherwise Fine - Fail to ensure the animal enclosure is such that the animal can be readily observed unless the natural habits of the animal require otherwise Exempt per infraction Fine - fail to keep dog license fixed on dog/cat Fine - fail to keep dog license fixed on dog/cat Fine - fail to keep dog license fixed on dog/cat Exempt per infraction Fine - fail to notify license issuer upon sale of puppy/kitten Fine - fail to notify license issuer upon sale of puppy/kitten Fine - fail to notify license issuer upon sale of puppy/kitten Exempt per infraction Fine - Fail to obtain dog/cat license Fine - Fail to obtain dog/cat license Fine - Fail to obtain dog/cat license Exempt per infraction Town of Tillsonburg 26 Page 592 of 817 Non-Controlled Town Fees Item 2021 Fee 2022 Fee % Change Tax Unit Fine - fail to prevent an animal from running at large Fine - fail to prevent an animal from running at large Fine - fail to prevent an animal from running at large Exempt per infraction Fine - Fail to provide animal with basic necessities Fine - Fail to provide animal with basic necessities Fine - Fail to provide animal with basic necessities Exempt per infraction Fine - fail to remove or dispose of animal excrement forthwith Fine - fail to remove or dispose of animal excrement forthwith Fine - fail to remove or dispose of animal excrement forthwith Exempt per infraction Fine - fail to renew dog/cat license Fine - fail to renew dog/cat license Fine - fail to renew dog/cat license Exempt per infraction Fine - failing to muzzle potentially dangerous dog or dangerous dog Fine - failing to muzzle potentially dangerous dog or dangerous dog Fine - failing to muzzle potentially dangerous dog or dangerous dog Exempt per infraction Fine - Failing to restrain dog from causing noise Fine - Failing to restrain dog from causing noise Fine - Failing to restrain dog from causing noise Exempt per infraction Fine - failing to restrain potentially dangerous dog or dangerous dog Fine - failing to restrain potentially dangerous dog or dangerous dog Fine - failing to restrain potentially dangerous dog or dangerous dog Exempt per infraction Fine - Failure to comply with conditions of muzzle order Fine - Failure to comply with conditions of muzzle order Fine - Failure to comply with conditions of muzzle order Exempt per infraction Fine - Failure to ensure that the animal enclosure for every reptile/fish/amphibian has an enclosed space adequate for the needs of the species Fine - Failure to ensure that the animal enclosure for every reptile/fish/amphib ian has an enclosed space adequate for the needs of the species Fine - Failure to ensure that the animal enclosure for every reptile/fish/amphib ian has an enclosed space adequate for the needs of the species Exempt per infraction Fine - Failure to ensure that the animal enclosure is escape-proof Fine - Failure to ensure that the animal enclosure is escape-proof Fine - Failure to ensure that the animal enclosure is escape-proof Exempt per infraction Town of Tillsonburg 27 Page 593 of 817 Non-Controlled Town Fees Item 2021 Fee 2022 Fee % Change Tax Unit Fine - Failure to ensure that the animal enclosure is of a size/in condition such that the animal may extend its lefs, wings and body to their full extent, stand sit and perch Fine - Failure to ensure that the animal enclosure is of a size/in condition such that the animal may extend its lefs, wings and body to their full extent, stand sit and perch Fine - Failure to ensure that the animal enclosure is of a size/in condition such that the animal may extend its lefs, wings and body to their full extent, stand sit and perch Exempt per infraction Fine - failure to notify change of ownership of potentially dangerous dog or dangerous dog Fine - failure to notify change of ownership of potentially dangerous dog or dangerous dog Fine - failure to notify change of ownership of potentially dangerous dog or dangerous dog Exempt per infraction Fine - failure to post sign Fine - failure to post sign Fine - failure to post sign Exempt per infraction Fine - Failure to store feed in a rodent-proof container Fine - Failure to store feed in a rodent-proof container Fine - Failure to store feed in a rodent-proof container Exempt per infraction Fine - forcibly trying to retrieve dog or cat from pound keeper or premises of pound keeper Fine - forcibly trying to retrieve dog or cat from pound keeper or premises of pound keeper Fine - forcibly trying to retrieve dog or cat from pound keeper or premises of pound keeper Exempt per infraction Fine - Harbouring more than three dogs Fine - Harbouring more than three dogs Fine - Harbouring more than three dogs Exempt per infraction Fine - Harbouring more than two cats Fine - Harbouring more than two cats Fine - Harbouring more than two cats Exempt per infraction Fine - have dog on leash exceeding two metres Fine - have dog on leash exceeding two metres Fine - have dog on leash exceeding two metres Exempt per infraction Fine - Keep animal in unsanitary conditions Fine - Keep animal in unsanitary conditions Fine - Keep animal in unsanitary conditions Exempt per infraction Fine - Keeping more than ten pigeons Fine - Keeping more than ten pigeons Fine - Keeping more than ten pigeons Exempt per infraction Fine - Keeping prohibited animals Fine - Keeping prohibited animals Fine - Keeping prohibited animals Exempt per infraction Fine - keeping prohibited animals - agricultural lands Fine - keeping prohibited animals - agricultural lands Fine - keeping prohibited animals - agricultural lands Exempt per infraction Town of Tillsonburg 28 Page 594 of 817 Non-Controlled Town Fees Item 2021 Fee 2022 Fee % Change Tax Unit Fine - Offering for sale, selling, making available Fine - Offering for sale, selling, making available Fine - Offering for sale, selling, making available Exempt per infraction Fine - operate a kennel without a license Fine - operate a kennel without a license Fine - operate a kennel without a license Exempt per infraction Fine - restraining potentially dangerous dog or dangerous dog exceeding two feet in length Fine - restraining potentially dangerous dog or dangerous dog exceeding two feet in length Fine - restraining potentially dangerous dog or dangerous dog exceeding two feet in length Exempt per infraction Fine - retrieve a dog and or cat from pound keeper without paying fees Fine - retrieve a dog and or cat from pound keeper without paying fees Fine - retrieve a dog and or cat from pound keeper without paying fees Exempt per infraction Fine - unlawfully transferred dog/cat tag Fine - unlawfully transferred dog/cat tag Fine - unlawfully transferred dog/cat tag Exempt per infraction AGCO Required Licences Raffle 3% of prize value 3% of prize value 0%Exempt each Bazaar $10 per wheel, 3 wheels max $10 per wheel, 3 wheels max 0%Exempt each Bazaar/Bingo 2 percent 2 percent 0%Exempt each Bazaar/Raffle 3% up to $5000 3% up to $5000 0%Exempt each Bingo Only 2% up to $5500 2% up to $5500 0%Exempt each Break Open @ other location 3% x # of units X total prize/unit 3% x # of units X total prize/unit 0%Exempt each Break Open @ own location 2% x # of units X total prize/unit 2% x # of units X total prize/unit 0%Exempt each Police Criminal Record, Police Record & Vulnerable Sector Check (Employment 25.00 25.00 0%Exempt each Duplicate Copy of Criminal and Police Record Check 5.00 5.00 0%incl HST each Criminal Record, Police Record & Vulnerable Sector Check (Volunteer) FREE FREE 0%Exempt each Fingerprints (OPP charge) 26.50 26.50 0%incl HST each Fingerprints (LIVESCAN - on behalf of RCMP) 25.00 25.00 0%incl HST each Occurrence Confirmation Reports/Incident Reports 42.25 42.25 0%incl HST each Statements 42.25 42.25 0%incl HST each Technical Traffic Collision Reports 565.00 565.00 0%incl HST each Reconstructionist Report 1,130.00 1,130.00 0%incl HST each False Alarm - 200.00 0%per incident False Alarm - appeal fee - 45.00 0%Non refundable Town of Tillsonburg 29 Page 595 of 817 Non-Controlled Town Fees Item 2021 Fee 2022 Fee % Change Tax Unit PAID DUTY RELATED FEES Payable to Minister of Finance (Provincial in Nature) Administrative Fee (note 1) 68.50 68.50 0%incl HST Hourly Vehicle Usage Fee (note 1) 28.25 28.25 0%incl HST 2014 Hourly Officer Rate - PDO (note 1) 73.60 73.60 0%incl HST 2014 Hourly Supervisor Rate - PDS (note 1) 83.17 83.17 0%incl HST Owner dumping debris on own lands Owner dumping debris on own lands Owner dumping debris on own lands Exempt per infraction Owner failing to tag garbage Owner failing to tag garbage Owner failing to tag garbage Exempt per infraction Parking - double parking Parking - double parking Parking - double parking Exempt per infraction Parking - for longer period than provided Parking - for longer period than provided Parking - for longer period than provided Exempt per infraction Parking - in loading zone Parking - in loading zone Parking - in loading zone Exempt per infraction Parking - near fire hydrant Parking - near fire hydrant Parking - near fire hydrant Exempt per infraction Parking - no parking (2am-7am) Parking - no parking (2am- 7am) Parking - no parking (2am- 7am) Exempt per infraction Parking - Obstructing Traffic Parking - Obstructing Traffic Parking - Obstructing Traffic Exempt per infraction Parking - parking in handicapped parking space without permit Parking - parking in handicapped parking space without permit Parking - parking in handicapped parking space without permit Exempt per infraction Parking - Parking/standing in fire route Parking - Parking/standing in fire route Parking - Parking/standing in fire route Exempt per infraction Parking - prohibited area Parking - prohibited area Parking - prohibited area Exempt per infraction Parking - too close to corner Parking - too close to corner Parking - too close to corner Exempt per infraction Parking - too close to curb Parking - too close to curb Parking - too close to curb Exempt per infraction Parking - Wrong side of road Parking - Wrong side of road Parking - Wrong side of road Exempt per infraction Person assisting dumping debris on private lands Person assisting dumping debris on private lands Person assisting dumping debris on private lands Exempt per infraction Person dumping debris on private/public lands Person dumping debris on private/public lands Person dumping debris on private/public lands Exempt per infraction Person fail to immediate remove debris Person fail to immediate remove debris Person fail to immediate remove debris Exempt per infraction Town of Tillsonburg 30 Page 596 of 817 Non-Controlled Town Fees Item 2021 Fee 2022 Fee % Change Tax Unit Owner - fail to tag garbage exempt Schedule V Part VI (ETA)- Exempt Fail to enclose swimming pool during construction 350.00 350.00 0%none per infraction Fail to properly enclose swimming pool with temporary enclosure 350.00 350.00 0%none per infraction Permit construction of swimming pool not completely enclosed with swimming pool enclosure 350.00 350.00 0% none per infraction Fail to equip hydro massage pool with secure cover 350.00 350.00 0%none per infraction Fail to equip swimming pool gate with self-closing device 350.00 350.00 0%none per infraction Fail to equip swimming pool gate with self-latching device 350.00 350.00 0%none per infraction Fail to equip swimming pool gate with operable lock 350.00 350.00 0%none per infraction Fail to maintain swimming pool fence to a safe condition and good repair 350.00 350.00 0%none per infraction Construct or permit swimming pool enclosure not in compliance with height requirement 350.00 350.00 0% none per infraction Did erect or alter a sign in the Town of Tillsonburg before obtaining a permit from the Chief Building Official 200.00 200.00 0% none per infraction Did erect or permit community bulletin sign on town property, without town approval 200.00 200.00 0% none per infraction Did erect a temporary community sign, without town approval 200.00 200.00 0%none per infraction Did erect a mobile sign – closer than 30.0 meters or (98.44 ft) from any other mobile sign 100.00 100.00 0% none per infraction Did erect or display a mobile sign that is not located on the same property as the business which it is advertising. 100.00 100.00 0% none per infraction Did erect a prohibited sign on land owned by the Town 200.00 200.00 0%none per infraction Did erect a sidewalk sign on a public street and did not position as to provide a minimum of 1.5 meters of unobstructed sidewalk space 100.00 100.00 0% none per infraction Did erect a sign located on a premise which does not specifically identify or advertise a business, service, or occupant of the premises where it is located 100.00 100.00 0% none per infraction Did erect a vehicle/trailer sign on a non-motorized vehicle, where the purpose of the sign meets the definition of a sign under the By-law 100.00 100.00 0% none per infraction Operate a vehicle for hire without a licence. 250.00 250.00 0%none per infraction Operate vehicle not licenced as a vehicle for hire. 250.00 250.00 0%none per infraction Failure to display taxicab plate. 250.00 250.00 0%none per infraction Failure to submit vehicle for inspection. 250.00 250.00 0%none per infraction Failure to produce licence upon demand. 250.00 250.00 0%none per infraction Permit smoking in taxicab. 250.00 250.00 0%none per infraction Failure to display tariff card. 250.00 250.00 0%none per infraction Charge fare not prescribed in fare schedule. 250.00 250.00 0%none per infraction Fail to accept service animal into taxicab. 400.00 400.00 0%none per infraction Smoke on town walkway 105.00 105.00 0%none per infraction Smoke within 9 m of any town facility entrance or exit 105.00 105.00 0%none per infraction Smoke within 9 metres of Library Lane entrance 105.00 105.00 0%none per infraction Smoke within 9 metres of Town Centre Mall 105.00 105.00 0%none per infraction Town of Tillsonburg 31 Page 597 of 817 Page 1 of 3 Subject: 2022 Capital Pre-Budget Approvals Report Number: FIN 21-36 Department: Finance Department Submitted by: Renato Pullia, Interim Director of Finance / Treasurer Meeting Type: Council Meeting Meeting Date: Monday, December 13, 2021 RECOMMENDATION THAT Council receives report FIN 21-36 2022 Capital Pre-Budget Approvals; AND THAT pre-budget approval for the following 2022 Operations & Development projects be granted:  X73 2022 Asphalt Program $400,000  X76 Beech Blvd & Stoney Creek Retaining Walls $1,176,000  X79 Cranberry Rd Design $260,000  X81 3D Lidar – Manhole Condition Assessment $170,000  X82 Woodcock and Pheasant Design $180,000 BACKGROUND Staff presented the 2022 Capital & Operating Budgets for Council’s consideration at the November 29th Council Budget meeting. Included in the 2022 Capital Budget are projects which may benefit from immediate action. These projects include the asphalt program, Woodcock and Pheasant Design, Beech Blvd & Stoney Creek Retaining Walls, Cranberry Rd Design, and 3D Lidar. DISCUSSION An advantage of providing early Capital project approval is that this permits for both better planning and costing. Furthermore, the additional time period of almost two months allows staff, applicable user groups, and contractors to prepare for the impact of these projects in the future period. Specific project details relating to each of the identified Capital projects is contained within Tab 6 of the budget binders and at a summary level within Tab 10, Capital Summary. Page 598 of 817 FIN 21-35 Page 2 of 3 CONSULTATION Town departments were consulted for any required pre -approvals in their respective budget areas. FINANCIAL IMPACT/FUNDING SOURCE The following reflects the summary total and the sources of funding for these projects: 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 service, information, and opportunities to shape municipal initiatives. Strategic Direction – N/A Priority Project – N/A Dept Project #Project Name Expenditure Grants Debt Reserves Taxation Comment 210 X79 Cranberry Rd Design 130,000$ 63,970$ 66,030$ DC Reserve, County Pre-App Eng X81 3D Lidar – Manhole Condition Assmt 85,000$ 85,000$ X82 Woodcock and Pheasant Design 90,000$ 90,000$ County Pre-approved 220 X76 Beech Blvd & Stoney Creek Retng Walls 940,800$ 294,000$ 646,800$ -$ Fed/Prov Grant PW X73 2022 Asphalt Program 400,000$ 400,000$ -$ Fed/Prov Grant -$ 250 X81 3D Lidar – Manhole Condition Assmt 85,000$ 85,000$ -$ County Pre-App, Carry FWD Sanitary X82 Woodcock and Pheasant Design 45,000$ 45,000$ -$ County Pre-approved X79 Cranberry Rd Design 65,000$ 65,000$ -$ County Pre-approved 260 X76 Beech Blvd & Stoney Creek Retng Walls 235,200$ 235,200$ -$ Storm -$ 270 X82 Woodcock and Pheasant Design 45,000$ 45,000$ -$ County Pre-approved Water X79 Cranberry Rd Design 65,000$ 65,000$ -$ County Pre-approved Total Pre-Budget Request 2,186,000$ Page 599 of 817 FIN 21-35 Page 3 of 3 ATTACHMENTS None. Page 600 of 817 Page 1 of 6 Subject: Traffic By-Law Comprehensive Review Report Number: OPD 21-57 Department: Operations and Development Department Submitted by: Geno Vanhaelewyn, Chief Building Official Meeting Type: Council Meeting Meeting Date: Monday, December 13, 2021 RECOMMENDATION THAT report OPD 21-57 Traffic By-Law Comprehensive Review be received as information; AND THAT a By-Law to regulate traffic and the parking of motor vehicles within the Town of Tillsonburg and to repeal By-Law 3701, be brought forward for Council's consideration. BACKGROUND The Town has completed a comprehensive review of the current Traffic and Parking of Motor Vehicles By-Law 3701, which regulates traffic and parking of motor vehicles in the Town of Tillsonburg. This By-Law was last reviewed and adopted by Municipal Council in 2013 and has become outdated. The proposed changes are a result of feedback from By-Law staff and other departments within the municipality. The proposed changes will provide additional details for clarity and enforcement. DISCUSSION The following table provides a general overview and identifies the proposed Traffic and Parking of Motor Vehicle By-Law improvements. Page 601 of 817 OPD 21-57 Page 2 of 6 TRAFFIC & PARKING OF MOTOR VEHICLES Fact Sheet Item Changes Definitions and Interpretation (Section 1)  New definitions added to provide clarity to by-law changes, which include Electric Vehicle, Electric Vehicle Charging Station, Electric Vehicle Parking Space, Front Yard, Highway, Private Property, Tow Truck and Trailer. No Stopping (Section 8) Schedule 1  No Parking changed to No Stopping on Baldwin St on north side from Rolph St. to Holland Gate to ensure proper access for parking and traffic flow during tobogganing season.  No Stopping added on Baldwin St. on north side from Holland Gate to Wilson Ave. to ensure proper access for parking and traffic flow during tobogganing season.  John Pound Road both sides from London St. to 5 John Pound Road, due to sight line obstruction.  Queen St. on east side from Concession St. E. to 49 m North of Concession St. E. for fire truck apparatus movement.  Removed “Tillson Ave. on west side from from Brock St. to Oxford St.” and changed  to “Tillson Ave. on west side 9 m North of Elgin St. to Oxford St.” Due to sight line obstruction at crosswalk.  “Spruce St. both sides from Vienna Rd to 300 m East of Vienna Road” due to sight line obstruction. No Parking in Unposted Locations (Section 9)  Removed No Parking on Baldwin St. on the north side from Rolph St. to Holland Gate.(Changed to No Stopping.)  Remove “No person shall park a vehicle in any of the following places during the specified times.”  Add “Unless otherwise permitted in this bylaw, no person shall at any time park a vehicle in any of the following places” Page 602 of 817 OPD 21-57 Page 3 of 6  Add subsection (o) in the front yard of any residential property that is not designated as a driveway. Due to complaints and Zoning Bylaw.  Remove subsection (2) shall prohibit the proper parking of bicycles in a bicycle rack. Not applicable. No Parking in Posted Locations (Section 11)  Remove sections that are no longer applicable: - (b) within 8 metres of the location of a fire hall and the premises used in connection therewith on that side of the street on which such a fire hall is located, or on the opposite side of the street within 8 metres of a point opposite the centre exit of such fire hall; - (d) upon that side of the street and immediately adjacent to frontage or flankage of any service station providing fuel for motor vehicles; - (e) within 30 metres of any intersection controlled by traffic signals;  Remove subsection (2) shall prohibit the proper parking of bicycles in a bicycle rack.  Add new section “Parking of Electric Vehicles.”  No Parking Electric Vehicles Parking Space: - Add 2(a)” No Person shall park a vehicle or any part of a vehicle in an Electric Vehicle Parking Space where such vehicle is not an Electric Vehicle.” - Add (b)” No person shall park a vehicle or any part of a vehicle in an Electric Vehicle Parking Space where such vehicle is not connected to an Electric Vehicle Charging Station and charging.” Prohibited Parking on Specified Streets Anytime (Section 12) Schedule 2  Updated administration of the by-law.  Current by-law, Bidwell no longer extends to John Pound Road - dead end: Page 603 of 817 OPD 21-57 Page 4 of 6 - Remove “Bidwell St. West side from Prospect St to John Pound Rd.” - Add, “Bidwell St. both sides from Prospect St. to Dead End.”  Remove “Valley View Lane both sides from Washington Grand Ave to Hale St.”  Add, “Valley View Lane both sides from Hale St. to Dead End.” Due to reconstruction of Rolph St. School. Restricted Parking on Specified Streets Section 17 (Schedule 5)  Remove “two-hour parking on Hale St South side from 30 Hale Street to 31 Hale St.” Residential area, not required. Prohibited Turns (Section 20) Schedule 7 Add No Left turns to the following:  Broadway @ Bridge St.  Broadway at 200 Broadway Eastbound by CIBC entrance  Oxford St. @ 73 Oxford St. Entering Highway (Section 23) Schedule 9 (Stop Signs) Add Stop signs:  Due to subdivision development additional stop signs added as posted/required.  Stop signs at all alley intersections identified. Reduced Load Limit Section 28 (Schedule 14)  Removed Quarter Townline Road on North St. to Baldwin St. 24 hrs.due to reconstruction. Pedestrian Crossovers (Section 33) Schedule 16  Crossovers installed on Tillson and Fourth St. Part 3 On Street Parking for the Accessible Persons (Section 46) Schedule 19  Add Accessible parking at the Skate Park, Out Door Recreational Pad, Fire Dept. and Police Dept. Part 9 General Provisions – Illegally Parking Vehicles (Section 59)  Add, “No person shall permit any vehicle to be parked or left on municipal owned property longer than 48 hours without the authorization of the Town of Tillsonburg.” CONSULTATION During the By-Law review process, staff consulted and communicated with other Town departments and Oxford County. Copies of the By-Law along with supporting material were made available for public consultation from November 16, 2021 to December 1, 2021 as per the Town’s public engagement policy, which are attached to this report. During this time, the draft By -Law was posted on the Town website and advertised in the local paper. Page 604 of 817 OPD 21-57 Page 5 of 6 Staff received two inquires as a result of the consultation; one of which was general in nature and the other a concern/request from the Director of Recreation, Culture and Parks noting that there are congestion and pedestrian safety concerns on Hardy Avenue when cars are parked on both sides of the street. This request was reviewed and circulated internally with no objections from Public Works and Engineering along with support from Fire Services related to emergency response access to the complex. In review of this request, staff recommends the following which has been added to the amended by-law document: No parking on the west side of Hardy Avenue from Lisgar Av enue to 137m south. Proposed No Parking Area – Hardy Ave Page 605 of 817 OPD 21-57 Page 6 of 6 FINANCIAL IMPACT/FUNDING SOURCE Sign installation/modifications will be funded from the approved 2021/2022 Public Works operational budget. No additional funding required to complete this work. 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 – Increase opportunities and promotion for public engagement in municipal initiatives. Priority Project – Short Term – Municipal Service Review ATTACHMENTS Appendix A – Traffic Public Consultation Appendix B – Fact Sheet Appendix C – Proposed Traffic and Parking of Motor Vehicles By-Law (red lined version) Page 606 of 817 November 16, 2021 NOTICE OF PUBLIC ENGAGEMENT November 16, 2021 to December 1, 2021 DRAFT TRAFFIC AND PARKING OF MOTOR VEHICLES BY-LAW (Town of Tillsonburg) The Town of Tillsonburg strives to ensure that the public is involved in all aspects of developing a safe, healthy and happy community. Recently, the Town has completed a comprehensive review of the current Traffic and Parking of Motor Vehicles By-Law 3701, which regulates traffic and parking of motor vehicles in the Town of Tillsonburg. This By-Law was last reviewed and adopted by Municipal Council in 2013 and has become outdated. A copy of the draft Traffic and Parking of Motor Vehicles By-Law along with supporting material is available for review between 8:00 a.m. and 5:00 p.m., Monday to Friday, at the Town of Tillsonburg Customer Service Centre and on the Town of Tillsonburg website. If you have any questions or comments regarding the proposed by-law, please contact this office or submit written inquiries/comments to the regular mail or email addresses provided below on or before December 1, 2021. Kathleen Musselman By-Law Enforcement Officer MLEO (C) By-Law Services Town of Tillsonburg 10 Lisgar Ave Tillsonburg, ON N4G 5A5 Phone: 519-688-3009 x 4610 Email: kmusselman@tillsonburg.ca Page 607 of 817 TRAFFIC & PARKING OF MOTOR VEHICLES Fact Sheet Item Changes Definitions and Interpretation (Section 1)  New definitions added to provide clarity to by-law changes, which include Electric Vehicle, Electric Vehicle Charging Station, Electric Vehicle Parking Space, Front Yard, Highway, Private Property, Tow Truck and Trailer. No Stopping (Section 8) Schedule 1  No Parking changed to No Stopping on Baldwin St on north side from Rolph St. to Holland Gate to ensure proper access for parking and traffic flow during tobogganing season.  No Stopping added on Baldwin St. on north side from Holland Gate to Wilson Ave. to ensure proper access for parking and traffic flow during tobogganing season.  John Pound Road both sides from London St. to 5 John Pound Road, due to sight line obstruction.  Queen St. on east side from Concession St. E. to 49 m North of Concession St. E. for fire truck apparatus movement.  Removed “Tillson Ave. on west side from from Brock St. to Oxford St.” and changed  to “Tillson Ave.on west side 9 m North of Elgin St. to Oxford St.” Due to sight line obstruction at crosswalk.  “Spruce St. both sides from Vienna Rd to 300 m East of Vienna Road” due to sight line obstruction. No Parking in Unposted Locations (Section 9)  Removed No Parking on Baldwin St. on the north side from Rolph St. to Holland Gate.(Changed to No Stopping.)  Remove “No person shall park a vehicle in any of the following places during the specified times.”  Add “Unless otherwise permitted in this bylaw, no person shall at any time park a vehicle in any of the following places” Page 608 of 817 Page 2 of 3  Add subsection (o) in the front yard of any residential property that is not designated as a driveway. Due to complaints and Zoning Bylaw.  Remove subsection (2) shall prohibit the proper parking of bicycles in a bicycle rack. Not applicable. No Parking in Posted Locations (Section 11)  Remove sections that are no longer applicable: - (b) within 8 metres of the location of a fire hall and the premises used in connection therewith on that side of the street on which such a fire hall is located, or on the opposite side of the street within 8 metres of a point opposite the centre exit of such fire hall; - (d) upon that side of the street and immediately adjacent to frontage or flankage of any service station providing fuel for motor vehicles; - (e) within 30 metres of any intersection controlled by traffic signals;  Remove subsection (2) shall prohibit the proper parking of bicycles in a bicycle rack.  Add new section “Parking of Electric Vehicles.”  No Parking Electric Vehicles Parking Space: - Add 2(a)” No Person shall park a vehicle or any part of a vehicle in an Electric Vehicle Parking Space where such vehicle is not an Electric Vehicle.” - Add (b)” No person shall park a vehicle or any part of a vehicle in an Electric Vehicle Parking Space where such vehicle is not connected to an Electric Vehicle Charging Station and charging.” Prohibited Parking on Specified Streets Anytime (Section 12) Schedule 2  Updated administration of the by-law.  Current by-law, Bidwell no longer extends to John Pound Road - dead end: Page 609 of 817 Page 3 of 3 - Remove “ Bidwell St. West side from Prospect St to John Pound Rd.” - Add, “Bidwell St. both sides from Prospect St. to Dead End.”  Remove “Valley View Lane both sides from Washington Grand Ave to Hale St.”  Add, “Valley View Lane both sides from Hale St. to Dead End.” Due to reconstruction of Rolph St. School. Restricted Parking on Specified Streets Section 17 (Schedule 5)  Remove “two-hour parking on Hale St South side from 30 Hale Street to 31 Hale St.” Residential area, not required. Prohibited Turns (Section 20) Schedule 7 Add No Left turns to the following:  Broadway @ Bridge St.  Broadway at 200 Broadway Eastbound by CIBC entrance  Oxford St. @ 73 Oxford St. Entering Highway (Section 23) Schedule 9 (Stop Signs) Add Stop signs:  Due to subdivision development additional stop signs added as posted/required.  Stop signs at all alley intersections identified. Reduced Load Limit Section 28 (Schedule 14)  Removed Quarter Townline Road on North St. to Baldwin St. 24 hrs.due to reconstruction. Pedestrian Crossovers (Section 33) Schedule 16  Crossovers installed on Tillson and Fourth St. Part 3 On Street Parking for the Accessible Persons (Section 46) Schedule 19  Add Accessible parking at the Skate Park, Out Door Recreational Pad, Fire Dept. and Police Dept. Part 9 General Provisions – Illegally Parking Vehicles (Section 59)  Add, “No person shall permit any vehicle to be parked or left on municipal owned property longer than 48 hours without the authorization of the Town of Tillsonburg.” For additional information or to submit comments, contact: Kathleen Musselman By-Law Enforcement Officer MLEO (C) Customer Service Centre 10 Lisgar Ave Tillsonburg, ON N4G 5A5 Phone: 519-688-3009 x 4610 kmusselman@tillsonburg.ca Page 610 of 817 Page 1 of 85 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW (Last updated: Consolidated By-Law 2020-035: April 14, 2020 Consolidated By-Law 4345: December 9, 2019 Consolidated By-Law 4312: June 13, 2019 Consolidated By-Law 4306: May 27, 2019 Consolidated By-Law 4205: July 9, 2018 Consolidated By-Law 4201: June 14, 2018 Consolidated By-Law 4199: May 28, 2018 Consolidated By-Law 4181: April 9, 2018 Consolidated By-Law 4143: October 10, 2017 Consolidated By-Law 4108: May 23, 2017 Consolidated By-Law 3981: November 11, 2016 Consolidated By-Law 3995: February 25, 2016 Consolidated By-Law 3955: September 28, 2015 Consolidated By-Law 3943: September 14, 2015 Consolidated By-Law 3748: August 12, 2013 Consolidated By-Law 3747: August 12, 2013 Consolidated By-Law 3743: June 24, 2013 Consolidated By-Law 3740: June 24, 2013, 2013 Consolidated By-Law 3731: May 27, 2013 By-Law 3701: April 8, 2013) A BY-LAW TO REGULATE TRAFFIC AND THE PARKING OF MOTOR VEHICLES IN THE TOWN OF TILLSONBURG. Contents Section 1: Definitions ............................................................................................................. 6 Section 2: Reserved ............................................................................................................ 13 Section 3: Enforcement of By-Law ...................................................................................... 13 PART 1: Traffic .................................................................................................................... 14 Section 4: Erection of Control Devices ............................................................................. 14 Section 5: Manner of Parallel Parking .............................................................................. 14 Section 6: Manner of Angle Parking ................................................................................. 14 Section 7: Manner of Parking on a One-Way Street ........................................................ 14 Section 8: No Stopping (Schedule 1) ............................................................................... 15 Section 9: No Parking in Unposted Locations .................................................................. 15 Section 10: Overnight Parking (Figure 9) ......................................................................... 16 Page 611 of 817 Page 2 of 85 Section 11: No Parking in Posted Locations .................................................................... 16 Section 12: Prohibited Parking on Specified Streets Anytime (Schedule 2) ..................... 17 Section 13: No Parking at Taxi Stands ............................................................................ 17 Section 14: No Parking in Loading Zones (Schedule 4) ................................................... 17 Section 15: No Parking in Horse Drawn Vehicles Stand .................................................. 17 Section 16: Parking During Emergencies & Special Events ............................................ 17 Section 17: Restricted Parking on Specified Streets (Schedule 5) ................................... 18 Section 18: Angle Parking Permitted on Specified Streets (Schedule 6) ......................... 18 Section 19: Manner of Parking Motorcycles ..................................................................... 18 Section 20: Prohibited Turns (Schedule 7)....................................................................... 18 Section 21: Designated Lane Movements (Schedule 8) .................................................. 18 Section 22: Obstructing Traffic ......................................................................................... 19 Section 23: Entering Highway (Schedule 9 and 10) ......................................................... 19 Section 24: Funeral & Other Processions ........................................................................ 19 Section 25: One-Way Streets (Schedule 11) ................................................................... 19 Section 26: Through Highways (Schedule 12) ................................................................. 19 Section 27: Heavy Truck Restrictions (Schedule 13) ....................................................... 20 Section 28: Reduced Load Limit (Schedule 14) ............................................................... 20 Section 29: School Bus Loading Zones (Schedule 15) .................................................... 20 Section 30: Use of Sidewalks & Bridges .......................................................................... 21 Section 31: Coasting or Sliding ........................................................................................ 21 Section 32: Motor Vehicles to be Locked ......................................................................... 21 Section 33: Pedestrian Crossovers (Schedule 16) ........................................................... 21 Section 34: Higher & Lower Speed Limits (Schedule 17 a and 17 b) ............................... 21 Section 35: One Vehicle in Parking Space....................................................................... 21 Section 36: No Long Vehicle Parking ............................................................................... 22 Section 37: Community Safety Zone (Figure 16) ............................................................. 22 Part 2: Fire Routes .............................................................................................................. 22 Section 38: Official Sign (Figure 5) .................................................................................. 22 Section 39: Establishment of Fire Routes ........................................................................ 22 Section 40: Fire Chiefs Order ........................................................................................... 22 Page 612 of 817 Page 3 of 85 Section 41: Agreement with Owner of Roadway (Schedule 18) ....................................... 23 Section 42: Tampering with Signs .................................................................................... 23 Section 43: Conflicting Signs on Fire Route ..................................................................... 23 Section 44: Unauthorized use of Signs ............................................................................ 23 Section 45: No Parking on Fire Route .............................................................................. 23 Part 3: On-Street Parking for the Accessible Persons ......................................................... 23 Section 46: Parking Space for Accessible Persons (Schedule 19) .................................. 23 Section 47: Display of Permit ........................................................................................... 23 Section 48: Prohibitions regarding Permits ...................................................................... 24 Section 49: Official Sign (Figure 6) .................................................................................. 24 Part 4: Off-Street Parking for the Accessible ....................................................................... 24 Section 50: Designation of Parking Spaces ..................................................................... 24 Section 51: Parking Space for Accessible Persons ......................................................... 24 Part 5: Municipal Parking Lots ............................................................................................. 25 Section 52: Municipal Parking Lots .................................................................................. 25 Part 6: Privately-Owned Lots ............................................................................................... 25 Section 53: Privately Owned Off-Street Parking Lots (Schedule 20) ............................... 25 Part 7: Parking Permits ........................................................................................................ 25 Section 54: Parking Permit Fee ....................................................................................... 25 Section 55: Temporary Permits (Figure 1) ....................................................................... 25 Section 56: Designated Permits ....................................................................................... 26 Part 8: On Street Parking .................................................................................................... 26 Section 57: On Street Parking .......................................................................................... 26 Part 9: General Provisions ................................................................................................... 26 Section 58: General Penalty ............................................................................................ 26 Section 59: Illegally Parking Vehicles .............................................................................. 26 Section 60: Impoundment & Removal .............................................................................. 27 Section 61: Executive Acts Authorized ............................................................................ 27 Section 62: Headings not part of By-Law ......................................................................... 27 Section 63: Deviation from Form ...................................................................................... 27 Section 64: Conflict with the Highway Traffic Act ............................................................. 27 Page 613 of 817 Page 4 of 85 Section 65: Repeal ........................................................................................................... 27 Section 66: Effective Date ................................................................................................ 27 Schedule 1: No Stopping ..................................................................................................... 29 Schedule 2: Prohibited Parking on Specified Street ............................................................ 31 Schedule 3: No Parking at Taxi Stands ............................................................................... 37 Schedule 4: No Parking in Loading Zones .......................................................................... 37 Schedule 5: Restricted Parking on Specified Streets .......................................................... 37 Schedule 6: Angle Parking Permitted on Specified Streets ................................................. 39 Schedule 7: Prohibited Turns .............................................................................................. 40 Schedule 8: Designated Lane Movements .......................................................................... 40 Schedule 9: Designated Stop Signs .................................................................................... 41 Schedule 10: Designated Yield Signs .................................................................................. 55 Schedule 11: One Way Streets ........................................................................................... 56 Schedule 12: Through Highways ......................................................................................... 56 Schedule 13: Heavy Traffic Routes ..................................................................................... 59 Schedule 14: Reduced Load Limit ....................................................................................... 59 Schedule 15: School Bus Loading Zones ............................................................................ 59 Schedule 16: Pedestrian Crossovers .................................................................................. 60 Schedule 17 (a): Higher Speed Limits ................................................................................. 60 Schedule 17 (b): Lower Speed Limits .................................................................................. 60 Schedule 18: Agreement with Owner of Roadway Regarding Fire Routes ......................... 62 Schedule 19: Accessible Parking Spaces ........................................................................... 64 Schedule 20: Agreement with Owner of Private Parking Lot Regarding Prohibited Parking 66 Schedule 21: Parking Permit Fee ........................................................................................ 68 Schedule 22: Designated On-Street Parking ....................................................................... 68 Schedule 23: No Heavy Trucks ........................................................................................... 68 Schedule 24: Community Safety Zone ............................................................................. 68 Figure 1: Parking Permit. ..................................................................................................... 69 Figure 2: Official Map Downtown Area ................................................................................ 70 Figure 3: Official Map Heavy Truck Routes ......................................................................... 71 Figure 4: Official Map Reduced Load ................................................................................. 72 Page 614 of 817 Page 5 of 85 Figure 5: Official Sign Fire Route ......................................................................................... 73 Figure 6: Official Sign Accessible Person’s ......................................................................... 74 Figure 7: Official Map Municipal Parking Lot Map ............................................................... 75 Figure 8: Official Sign 2 Hour Parking ................................................................................. 76 Figure 9: Official Sign No Overnight Parking 2:00 a.m. to 6:00 a.m. ................................... 77 Figure 10: Official Sign No Parking – Emergency Vehicle Parking Only ............................. 78 Figure 11: Official Sign School Bus Loading Zone .............................................................. 79 Figure 12: Official Sign No Parking – Loading Zone ............................................................ 80 Figure 13: Official Sign No Stopping .................................................................................... 81 Figure 14: Official Sign Horse and Buggy Parking Only ...................................................... 82 Figure 15: Official Sign Bus Stop ......................................................................................... 83 Figure 16: Community Safety Zone Official Sign ................................................................. 84 Figure 17: Community Safety Zone Begins Sign ................................................................. 84 Figure 18: Community Safety Zone Ends Sign .................................................................... 84 Figure 19: Official Sign Electric Vehicle ............................................................................... 85 Page 615 of 817 Page 6 of 85 Section 1: Definitions In this by-law, unless a contrary intention appears, "Abandoned or Un-plated Vehicles" means a police officer or an officer appointed for carrying out the provisions of the Highway Traffic Act who discovers a vehicle abandoned on or near a highway without valid plates. "Accessible Parking Space" means any parking space on a highway or parking lot designated by an authorized accessible parking sign restricting parking only to motor vehicles displaying such accessible signage regulated and prescribed by the Province of Ontario with the spaces provided by the Corporation of the Town of Tillsonburg in the absence of Provincial regulation. "Accessible Person" means an individual who meets the eligibility requirements issued by the Ministry of Transportation under the authority of the Highway Traffic Act. "Agricultural Purposes" means land where animals or birds are kept for grazing, breeding, raising, boarding, training, or for the tillage of soil, rowing, harvesting of vegetables, fruits, field crops or landscaping materials. "Authorized Sign" means any sign or other device erected on a Highway by authority of the Ontario Provincial Police on direction of the Council for the Town of Tillsonburg, for the purpose of regulating, warning or guiding traffic. "Bicycle" has the same meaning as in the Highway Traffic Act. "Boulevard" means that portion of every road allowance within the limits of the Town of Tillsonburg which is not used as a sidewalk, driveway access, traveled roadway or shoulder. "Bus" means a motor vehicle designed for carrying ten or more passengers and used for the transportation of persons. "Bus Bay" means a portion of the highway which is designed and constructed outside of the roadway adjacent to it for the purpose of stopping buses while in the act of picking up or discharging passengers. “Bus Stop” means a place where a municipal bus regularly stops while picking up or discharging passengers which have been designated by the Town of Tillsonburg and have been marked by signs or otherwise. “Bus Stop Sign” means a sign installed by the Town where the municipal bus stops to pick up or discharge passengers. Page 616 of 817 Page 7 of 85 "By-law Enforcement Officer" means a person duly appointed by the Corporation of the Town of Tillsonburg for the purpose of enforcing the parking provisions of this by- law. "Commercial Motor Vehicle" means any motor vehicle having permanently attached thereto a truck or delivery body, and includes ambulances, hearses, casket wagons, fire apparatus, motor buses and tractors used for hauling purposes on the highways. “Community Safety Zone” Town Council may by by-law designate a part of a highway under its jurisdiction as a community safety zone if, in the council's opinion, public safety is of special concern on that part of the highway. Further, Community Safety Zones may include roadways near schools, day care centres, playgrounds, parks, hospitals and senior citizen residences. Community Safety Zones may also be used for collision prone areas within a community. "Corporation" means The Corporation of the Town of Tillsonburg. "Council" means the Municipal Council of The Corporation of the Town of Tillsonburg. "Crossover" means: i. that part of a highway at an intersection that is included within the connections of the lateral lines of the sidewalks on opposite sides of the highway measured from the curbs, or in the absence of curbs from the edges of the roadway, or ii. any portion of a roadway at an intersection or elsewhere distinctly indicated for pedestrian crossing by signs or by lines or other markings on the surface thereof. "Curb" includes the edge of the traveled portion of a street or roadway. "Designated Parking Space" means a parking space designated under sections 46 and 47 of this by-law for the sole use of vehicles of an accessible person; "Downtown Area" (See Figure 2 Attached) means that portion of the Town of Tillsonburg commencing at the intersection of the production westerly of the northerly limit of Bridge Street and the westerly limit of Rolph Street; thence southerly along the westerly limit of Rolph Street., to the production westerly of the southerly limit of Baldwin Street.; thence generally in a easterly direction to a point at the intersection of the southerly limit of Baldwin Street, and the westerly limit of Coon Alley; thence southerly along the westerly limit of Coon Alley to a point at the intersection of the southerly limit of London Street, and the westerly limit of Coon Alley; thence easterly along the southerly limit of London St. to a point at the intersection at the southerly limit of London St. and the westerly limit of Bidwell Street; thence generally in a southerly direction along the westerly limit of Bidwell Street., to a point at the intersection of the westerly limit of Bidwell St., and the northwesterly limit of John Pound Road; thence from the point commencing at the intersection of the production Page 617 of 817 Page 8 of 85 of the southeasterly limit of John Pound Road, and the southwesterly limit of Bloomer St.; thence generally in a easterly direction along the southerly limit of Bloomer ST. to a point of the intersection of the north easterly limit of Bloomer ST., and the southerly limit of Simcoe St.; thence generally in a northerly direction along the easterly limit of Tillson Avenue to the production easterly of the northern limit of Brock Street East.; thence generally in a westerly direction along the northerly limit of Brock Street East to a point at the intersection of the northerly limit of Brock St East and the easterly limit of Lisgar Avenue.; thence generally in a northerly direction along the easterly limit of Lisgar Avenue to a point at the intersection of the easterly limit of Lisgar Avenue and northerly limit of Bridge St. East; thence generally in a westerly direction along the northerly limit of Bridge St. to the point of commencement. "Double Parking" means the parking of a vehicle on any roadway, beside another vehicle which is legally parked adjacent to the curb of the roadway or edge of the roadway, so that vehicles are side by side or any part of the vehicles is side by side. "Driveway Access" means the portion of a street which is improved to permit the passage of vehicles between the adjacent roadway and the abutting property. “Electric Vehicle” means a vehicle that is propelled by one or more electric motors, using electrical energy stored in one or more rechargeable batteries or another energy storage device and is capable of being plugged into an Electric Vehicle Charging Station and includes a plug-in electric car and a plug-in hybrid car. “Electric Vehicle Charging Station” means any facility or equipment that is used to charge a battery or other energy storage device of an Electric Vehicle. “Electric Vehicle Parking Space” means a parking space designated for the use of charging Electric Vehicles as indicated by a sign set out in Figure 19 to this Bylaw. "Fire Route" shall mean any private access, route, road way, lane ramp or other means of vehicular access to, or egress from a building and it may include part of a parking lot set aside for use of emergency vehicles. “Front Yard” means within the front yard of a property in a residential zone, as defined under the Town’s Zoning Bylaw. "Gross Weight" means the combined weight of vehicle and load. "Holiday" means a statutory holiday, namely, New Year’s Day, Good Friday, Easter Sunday, Victoria Day, Canada Day, Civic Holiday, Labour Day, Thanksgiving Day, Christmas Day, Boxing Day, Family Day, and Reconciliation Day. Page 618 of 817 Page 9 of 85 “Heavy Truck” includes any heavy vehicle having a registered gross weight in excess of 4,000 kilograms, but excludes buses, fire-fighting equipment, authorized emergency vehicles, public utility vehicles and vehicles operated by the Town of Tillsonburg. “Highway” means the same as Street definition. "Identifying Marker", when used with respect to parking for accessible persons means the accessible persons parking permit issued by the Ministry of Transportation under the authority of the Highway Traffic Act. "Inoperative Motor Vehicle" means a motor vehicle which is without a current license plate, and current insurance, and has its fenders, hood, trunk, roof, wheels, or any part of its superstructure removed, or a motor vehicle which is in a dilapidated condition. "Intersection" means the area embraced within the prolongation or connection of the lateral curb lines, or if none, then of the lateral boundary lines of two or more highways which join one another at an angle,whether or not one highway crosses the other. "Laneway- Parking Lot" means a lane; aisle, passageway or access way intended for general traffic circulation within a parking lot, which affords a means of access for vehicles to the driveways and parking spaces. "Laneway- Municipal" means a lane, passageway, alleyway, fire lane or access way which is municipally owned, or under control of the Corporation, not intended for general traffic circulation, but which affords a means of access for vehicles behind or between properties. "Loading" means the physical activity of moving merchandise from or to a property or another vehicle and the physical activity of passengers entering or departing a vehicle. "Loading Zone" the part of a highway set apart for the exclusive purpose of parking a vehicle to load or unload same. "Motor Vehicle" includes an automobile, motorcycle, motor assisted bicycle unless otherwise indicated in this by-law, and any other vehicle propelled or driven otherwise than by muscular power, but does not include a street car, or other motor vehicles running only upon rails, or a motorized snow vehicle, traction engine, farm tractor, self-propelled implement of husbandry or road building machine within the meaning of the Highway Traffic Act. "Municipality" means the municipality of the Town of Tillsonburg. "Municipal Parking Lot" shall mean any parking lot owned or under control of the Corporation, improved and intended to provide vehicle parking for the public. Page 619 of 817 Page 10 of 85 "Official Sign" means a sign approved by the Ministry of Transportation. "One-Way Street" means a street upon which vehicular traffic is limited to movement in one direction. “Park" or "Parking", when prohibited, means the standing of a vehicle whether occupied or not, except when standing temporarily for the purpose of and while actually engaged in loading or unloading merchandise or passengers. "Parking Lot" any lands owned or leased by the Corporation, designed, maintained, regulated and enforced, for the purpose of providing public parking spaces, except a roadway, which shall have the same status as a public highway for the purpose of this by- law. "Parking Meter Zone" means a part of a street designated by this by-law for parking purposes timed by parking meters. "Parking Space" means a portion of the surface of the roadway designated by suitable markings. "Parking Meter" means: i. a device, sometimes referred to as an "individual parking meter", which indicates thereon the length of time during which a vehicle may be parked, which device has as a part thereof a receptacle for the receiving and storing of coins and a slot or place in which coins may be deposited to activate a timing mechanism to indicate the passage of the interval of time following the deposit of a coin or coins therein, the measurement of which interval is determined by the coin or coins so deposited, and which device also displays a signal when the said interval of time has elapsed; and a device, sometimes referred to as a "pay and display parking meter", which dispenses a piece of paper intended to be removed from the device and displayed by the operator of a vehicle on the interior right-hand side of the front windshield of the vehicle when parked, the paper being imprinted with a time and date beyond which the vehicle may not be parked, and which device has as a part thereof a receptacle for the receiving and storing of coins and a slot or place in which coins may be deposited to activate a mechanism to imprint a time and date on the piece of paper following the deposit of a coin or coins therein, the specific time and date being determined by the coin or coins so deposited. "Pedestrian Crossover" means any portion of a roadway designated by by-law of the municipality, at an intersection or elsewhere distinctly indicated for pedestrian crossing by signs on the highway and by lines or other markings on the surface of the roadway as prescribed by the regulations pursuant to the Highway Traffic Act, as amended. Page 620 of 817 Page 11 of 85 "Person" includes any person, firm, partnership, association, corporation, company or organization of any kind. “Private Property” is property other than that owned by the municipality, but shall include property owned by public authorities and local boards; "Private Roadway", when used with reference to a fire route, means any private road, lane, ramp or other vehicular access to or egress from a building or structure and it may include part of a parking lot; "Police Officer" means a member of the Ontario Provincial Police. "Public Parking Lot or Facility" means an off-street parking lot or other parking facility to which the public has access whether on payment of a fee or otherwise. "Restricted Parking Zone" means a street or part of a street designated by this by- law for the purposes of time restricted parking. "Road Allowance" means all allowances for roads, except in so far as they have been stopped up according to law, made by the Crown surveyors, all highways laid out or established under the authority of any statute, all roads on which public money has been expended for opening them or on which statute labour has been usually performed, all roads dedicated by the owner of the land to public use, and all alterations and deviations of and all bridges over any such allowance for highway or road. "Roadway" means the part of a highway that is improved, designed or ordinarily used for vehicular traffic, but does not include the shoulder, and where a highway includes two or more separate roadways, the term "roadway" refers to any one roadway separately and not to all of the roadways collectively. "School Bus" means a bus that is used for the transportation of: i. children; or ii. mentally or physically disabled people to or from a training centre that bears on the front and rear thereof the words "school bus" and on the rear thereof the words "Do not pass when signals flashing". "School Vehicle" means a vehicle that is used for the transportation of: i. persons to or from school, or ii. mentally or physically disabled people to or from a training centre and shall only include the following: a. a school bus; b. a bus; and Page 621 of 817 Page 12 of 85 c. a vehicle that is designed to carry less than ten passengers and is used for the transportation of persons and which is identified by public vehicle plates and/or school safety stickers. "Shoulder" means that portion of every street which abuts the roadway and which is designed and intended for passage or stopping of motor vehicles but which extends no more than 3.6 metres in width from the limit of the roadway. "Sidewalk" means any municipal walkway, or that portion of a street between the curb line or the lateral line of a roadway and the adjacent property line, primarily intended for the use of pedestrians. "Stand" means the halting of a vehicle, whether occupied or not, except for the purpose of and while actually engaged in receiving or discharging passengers. "Stop", when required, means the complete cessation of movement. "Stop" or "Stopping", when prohibited, means the halting of a vehicle, even momentarily, whether occupied or not, except when necessary to avoid conflict with other traffic or in compliance with the directions of a constable or other police officer or of a traffic control sign or signal. "Street", includes a common and public highway, street, avenue, parkway, driveway access, square, place, bridge, viaduct or trestle designed and intended for or used by the general public for the passage of vehicles and includes the area between the lateral property lines thereof. "Through Highway" means any highway or part of a highway designated as such by by- law of the municipality and all intersecting highways are marked by a stop sign or yield sign in compliance with the regulations of the Ministry of Transportation. "Time" means, where any expression of time occurs or where any hour or other period of time is stated, standard time or daylight saving time, whichever is in effect in the Town of Tillsonburg pursuant to the Time Act. “Tow Truck” means a motor vehicle for towing or otherwise conveying vehicles, as defined in the Highway Traffic Act, whether or not any such towed or conveyed vehicle is intact or in operable condition. "Town Council" means the Town Council of The Corporation of The Town of Tillsonburg. "Tractor-trailer Unit" means the combination of a commercial motor vehicle and a trailer or semi-trailer. Page 622 of 817 Page 13 of 85 “Trailer” means a vehicle that is at any time drawn upon a highway by a motor vehicle, except an implement of husbandry, a mobile home, another motor vehicle or any device or apparatus not designed to transport persons or property, temporarily drawn, propelled or moved upon such highway, and except a side car attached to a motorcycle, and shall be considered a separate vehicle and not part of the motor vehicle by which it is drawn. "Traffic" includes pedestrians, ridden or herded animals, vehicles and other conveyances either singly or together while using any street for the purposes of travel. "Traffic Control Device" means any sign or other device erected or placed for the purpose of guiding, directing or regulating traffic. "Traffic Signal" means any device manually, electrically or mechanically operated for the regulation of traffic. "Unlicensed" shall mean without a license plate attached thereto or without a validated license plate attached thereto where such license plate is required to operate the vehicle on a highway. "U-turn" means to turn a vehicle upon a highway so as to proceed in the opposite direction. "Vehicle" includes a motor vehicle, trailer, traction engine, farm tractor, road building machine and any vehicle drawn, propelled or driven by any kind of power, including muscular power, but does not include a motorized snow vehicle, the cars of electric or steam railways running only upon rails. "Vehicle of an Accessible Person" means any vehicle displaying an identifying marker issued by the Province of Ontario. Section 2: Reserved Section 3: Enforcement of By-Law This by-law may be enforced by a Police Officer or a municipal Law Enforcement Officer appointed by the Council. Page 623 of 817 Page 14 of 85 PART 1: Traffic Section 4: Erection of Control Devices 1. Traffic control devices for the purpose of guiding, directing and regulating traffic shall be erected as authorized by the Council. 2. No person shall place or exhibit any unauthorized device, sign, standard or other marking upon any street attempting or purporting to guide, direct or regulate traffic or the parking of vehicles on a street. 3. No unauthorized person shall give any signal or direction attempting or purporting to direct traffic unless in an emergency to direct traffic around the scene of an accident, or obstacle, excavation, debris, glass or other hazard. Section 5: Manner of Parallel Parking 1. No person shall park a vehicle on any street except upon the right-hand side of the roadway, having regard for the direction in which the vehicle is required to proceed, and when parked on a roadway, the right front and rear wheels or runners of the vehicle shall be parallel to and distant not more than 0.3 metres from the right-hand edge of the roadway adjacent to which such vehicle is parked. 2. Subsection (1) shall not apply where angle parking is authorized by this by-law, or upon one-way streets as authorized by this by-law. Section 6: Manner of Angle Parking 1. Where angle parking is permitted, a) no person shall park a vehicle except within the limits defined by pavement markings; or b) if no pavement markings are visible, no person shall park a vehicle except at an angle not exceeding sixty degrees with the permitted direction of travel, unless signed otherwise. c) and in all cases so that the front end of the vehicle is nearest to the curb or the edge of the street. 2. Notwithstanding subsection (1), no person shall park a vehicle at an angle if: a) the load being carried extends beyond the rear of the vehicle; or b) the vehicle has attached to it a trailer as defined by the Highway Traffic Act; or c) such vehicle obstructs or interferes with traffic in any way while so parked. Section 7: Manner of Parking on a One-Way Street 1. Subject to subsection (2), all persons may park vehicles on both sides of a one- way street in the permitted locations and facing in the direction in which the vehicle is required to proceed. 2. Unless otherwise regulated, when parked on the left hand side of the roadway, determined by the permitted direction of travel, the left front and left rear wheels or Page 624 of 817 Page 15 of 85 runners of the vehicle shall be parallel to and distant not more than 0.3 metres from the edge of the roadway adjacent to which such vehicle is parked. Section 8: No Stopping (Schedule 1) 1. No person shall stop a vehicle in a manner known as "double parking" or in any traffic lane other than the curb lane. 2. No person shall stop a vehicle or any part of a vehicle in the following locations when appropriate signs have been erected and are on display, when signs are hereby authorized: a) in front of the entrance to the Town Centre Mall; b) within an intersection at any time; c) within 15 metres of any intersection; d) as locations set out in Schedule 1 e) where municipal bus stops are posted within the Town 3. Subsection (2) does not apply to: a) a school vehicle engaged in the transportation of persons when such vehicle is stopped to discharge or pick up passengers. b) A municipal bus when using the designated bus stops. 4. No Stopping at Bus Stops (Figure 15) a) When authorized signs are erected and are on display, which signs are hereby authorized, no person other than those persons operating a municipal bus of the Town of Tillsonburg shall stop a vehicle to load or unload passengers in the designated bus stop. Section 9: No Parking in Unposted Locations . No Person shall park a vehicle in any of the following places during the specified tUnless otherwise permitted in this bylaw, no person shall at any time park a vehicle in any of the following places: a) On or overhanging the sidewalk. b) between a sidewalk and the adjacent roadway at any time; c) on any boulevard at any time, except where authorized by by-law, enacted under the provisions of section 310 of the Municipal Act or a successor of that section; d) on a roadway or shoulder or in front of or within I metre of a driveway or Laneway at any time; e) within 9 metres of an intersection unless otherwise indicated by a sign. f) within 2 metres of a fire hydrant, from a point on the curb or edge of the roadway of any fire hydrant. g) on a crossover at any time; h) within 6 metres of the nearest crossover at an intersection at any time; i) on any street in a manner which obstructs traffic Page 625 of 817 Page 16 of 85 j) in a position which will prevent the convenient removal of any other vehicle previously parked at any time; k) on any ramp or maneuvering area established as part of a parking arrangement under the provisions of section 310 of the Municipal Act or a successor of that section at any time; l) within 15 metres of any intersection controlled by traffic signals; m) in a manner to obstruct municipal Laneway. n) on or over a curb within a driveway. o) In the front yard of any residential property that is not designated as a driveway. 2 .Nothing in subsection (1) shall prohibit the proper parking of bicycles in a bicycle rack erected by the Corporation or approved by the Town Council under a written agreement. Section 10: Overnight Parking (Figure 9) Overnight parking is permitted on all streets in the Town of Tillsonburg during the period of April 1st to November 14th except: a) On Broadway from Bridge Street to London Street, No Parking 2 a.m. - 6 a.m. b) During the period of November 15th to March 31st, No Parking 2 a.m. - 6 a.m. on any street. Section 11: No Parking in Posted Locations 1. No person shall park a vehicle or any part of a vehicle in the following locations when appropriate signs have been erected and are on display, which signs are hereby authorized: a) in front of the entrance to a hospital; b) within 8 meters of the location of a firfe hall and the premises used in connection therewith on that side of the street on which such a fire hall is located, or on the opposite side of the street on which such a fire hall is located, or on the opposite side of the street within 8 metres of a point opposite the centre exit of such fire hall. c)b) upon that side of the street and immediately adjacent to any school property; d) upon that side of the street and immediately adjacent to the frontage or flankage of any service station providing fuel for motor vehicles; e) within 30 m of any intersection controlled by traffic signals f)c)within those areas around 45 Hardy Ave. that are posted "No Parking Emergency Vehicles Only" (See Figure 10 Attached); d) within the Municipal Lots of the Town of Tillsonburg. 2. 2 .Nothing in subsection (1) shall prohibit the proper parking of bicycles in a bicycle rack erected by the Corporation or approved by the Town Council under a written agreement.No Parking Electric Vehicles Parking Space (Figure 19) Page 626 of 817 Page 17 of 85 a) No person shall park a vehicle or any part of a vehicle in an Electric Vehicle Parking Space where such vehicle is not an Electric Vehicle. b) No person shall park a vehicle or any part of a vehicle in an Electric Vehicle Parking Space where such vehicle is not connected to an Electric Vehicle Charging Station and charging. Section 12: Prohibited Parking on Specified Streets Anytime (Schedule 2) No person shall park a vehicle or any part of a vehicle on the streets hereinafter set out in Column 1 in Schedule 2 of this by-law, the side or sides of streets set out in the corresponding line or lines in Column 2 thereof, between the points set out in Column 3 thereof and the points set out in Column 4 thereof, during the prohibited time or times set out in Column 5 thereof, when appropriate signs have been erected and are on display, which signs are hereby authorized. Section 13: No Parking at Taxi Stands When authorized signs are erected and are on display, which signs are hereby authorized, no person other than those persons operating a taxi cab under a valid licence issued by the Clerk of The Corporation of the Town of Tillsonburg shall park or stop a vehicle or any part of a vehicle to load or unload passengers or merchandise on any streets set out in Schedule 3 of this by-law. Section 14: No Parking in Loading Zones (Schedule 4) When appropriate signs are erected and are on display, which signs are hereby authorized, no person shall park a vehicle or any part of a vehicle on any of the streets set out in Column 1 of this by-law, the side or sides of streets set out in Column 2 thereof, location or parts thereof set out in Column 3 thereof, unless such vehicles are being loaded or unloaded, and the entire vehicle is located within the designated loading zone; and the streets or portions thereof referred to in the said schedule are hereby designated as Loading Zones. Section 15: No Parking in Horse Drawn Vehicles Stand That motor vehicles be prohibited from parking in spaces posted for the use of horse drawn vehicles in municipal parking lots. Section 16: Parking During Emergencies & Special Events 1. Notwithstanding any other provisions of this by-law to the contrary, in case of fire, a parade, an assembly of persons, a congestion of traffic, a construction project or an emergency, parking may be restricted or prohibited by the Town Council or its authorized representative or the Detachment Commander of the Ontario Provincial Police acting through police officers, and no person shall park a vehicle in contravention of such restrictions or prohibition. Page 627 of 817 Page 18 of 85 2. For the purposes of this section, "emergency" includes a snowfall or other act of God, which hinders, restricts or prohibits movement of vehicles or pedestrians on a highway. 3. The declaration of an emergency and the parking restrictions or prohibitions shall be effected by a systematic broadcast on local radio and television stations in the Town of Tillsonburg and such broadcast shall be deemed to be sufficient notification of the restrictions or prohibition then in effect. Section 17: Restricted Parking on Specified Streets (Schedule 5) When appropriate signs have been erected and are on display which signs are hereby authorized, no person shall park a vehicle or any part of a vehicle on any of the streets set out in Column I in Schedule 5 of this by-law the side or sides of streets set out in Column 2 thereof between the streets or parts thereof set out in Column 3 and 4 thereof, and during the time or times set out in Column 5 thereof, for a longer period than provided. Section 18: Angle Parking Permitted on Specified Streets (Schedule 6) No person shall park a vehicle except at any angle, in a manner as described in section 18, on any of the streets set out in Column I in Schedule 6 of this by-law, on the side or sides of streets set out in Column 2 thereof, between the streets or parts thereof set out in Columns 3 and 4 thereof. Section 19: Manner of Parking Motorcycles 1. No person shall park a motorcycle at more than an angle of forty-five degrees to the curb. 2. Where parking space is designated by markings, no more than three motorcycles shall be parked in one space. Section 20: Prohibited Turns (Schedule 7) 1. Within 30 metres of an official sign designating "No-U-Turn" posted in accordance with Schedule 7 of this by-law, no driver or operator of a vehicle upon a highway shall make a U-turn. 2. Where an official sign forbidding a left or right tum or both has been posted in accordance with Schedule 7 of this by-law, every driver or operator of a vehicle shall obey such sign. Section 21: Designated Lane Movements (Schedule 8) 1. With respect to the highways set out in Column I of Schedule 8 of this by-law which have been divided into clearly marked lanes for traffic between the limits set out in Column 2 thereof, each of the said lanes indicated in Column 3 thereof is during the times and days set out in Column 5 thereof hereby designated for traffic moving in the particular direction set out in Column 4 thereof. Page 628 of 817 Page 19 of 85 2. Each designation made by subsection (I) of this by-law shall be effective upon the erection of official signs approved by the Ministry of Transportation indicating such designation. Section 22: Obstructing Traffic 1. No owner or operator of a motor vehicle shall obstruct a street with a motor vehicle, which becomes stalled or for any reason cannot be moved by its ordinary motive power. 2. Any vehicle stopped on any street shall be moved away by the owner or operator thereof at the direction of a police officer when traffic congestion, proximity to a fire or any other condition renders the removal of such vehicle expedient. 3. All costs and charges for removing, care and storage thereof, if any as may be incurred by the removal of a vehicle pursuant to Section 2 are lien upon the vehicle, which may be enforced in the manner provided by the Repair and Storage Liens Act R.S.0. 1980, C, 198 S. 147 (13) and amendments thereto. Section 23: Entering Highway (Schedule 9 and 10) 1. In addition to the provisions of the Highway Traffic Act requiring stop signs at intersections on through streets, stop signs shall also be installed facing the traffic proceeding in the directions indicated in Column 2 of Schedule 9 of this by- law, at the intersecting streets set out in Column I thereof. 2. Yield signs are authorized and shall be installed facing the traffic proceeding in the directions indicated in Column 2 of Schedule 10 of this by-law, at the intersecting streets set out in Column I thereof. Section 24: Funeral & Other Processions 1. No person shall drive a vehicle so that it intersects a funeral or other authorized procession in motion except under the direction of a police officer. 2. All persons driving vehicles in a funeral or other procession shall drive such vehicles as near to the right-hand edge of the roadway as is practical and safe. 3. No parade of vehicles or persons or both shall be held on any highway within the Town of Tillsonburg without prior approval of Council or Director of Operations. Section 25: One-Way Streets (Schedule 11) 1. The highways set out in Column 1 of Schedule 11 of this by-law between the limits set out in Columns 2 and 3 are hereby designated for one-way traffic only in the directions set out in Column 4. Section 26: Through Highways (Schedule 12) 1. The street or parts of streets set out in Schedule 12 of this By-law, are designated and declared to be through highways but shall not include any intersecting highways where traffic signals are installed. (Figure 2 Attached) Page 629 of 817 Page 20 of 85 Section 27: Heavy Truck Restrictions (Schedule 13) 1. In this section "prohibited street" means any street or part thereof within the Town of Tillsonburg not set forth in Schedule 13 of this by-law and upon which there are erected signs prohibiting heavy trucks. (See Figure 3 Attached.) 2. No person shall operate or park a heavy truck on a prohibited street. 3. Subsection (2) does not apply where a heavy truck is being necessarily operated in the usual conduct of business and proceeds by way of the shortest route to or from any street or part thereof set forth in Schedule 13 of this by-law. 4. The Town of Tillsonburg shall keep and maintain accurate maps illustrating those streets or parts thereof in Schedule 13, which maps shall be available to the public. 5. The Town Council is hereby authorized to cause the streets not listed in Schedule 13 to be marked with signs to prohibit their use by heavy trucks as more specifically identified in Schedule 23. 6. This section does not apply to heavy trucks being used for deliveries to or removals from properties being used for agricultural purposes. 7. No person shall on any highway park a commercial truck with a gross weight of over 4,000 kgs in a residentially zoned area of the Town of Tillsonburg as set out in the "'Zoning By-law", as amended time to time, of the Town of Tillsonburg except for the purpose of delivery or receiving goods in such an area. Section 28: Reduced Load Limit (Schedule 14) 1. The highways set out in Column I of Schedule 14 of this by-law between the limits set out in Columns 2 and 3 are restricted to a reduced load limit of a maximum weight of five (5) tones per axel for any vehicle traveling on the said highways during the period March 1 to April30 inclusive many year. (See Figure 4 Attached.) 2. The Town of Tillsonburg is authorized to erect such signage as is required to properly designate and identify the highways listed in Schedule 14 of this by-law as having reduced load limits during the period of time mentioned in paragraph (1) of this section. 3. No person shall operate a vehicle that does not comply with the reduced load limit regulations mentioned in subsection (1) of this section, on any of the highways listed in Schedule 14 of this by-law during the period of time mentioned in subsection (1) of this section. Section 29: School Bus Loading Zones (Schedule 15) 1. Highways or portions thereof as set out in Column I of Schedule 15 of this by- law, on the side of the street set out in Column 2, thereof, between the parts of the streets set out in Columns 3 and the times set out in column 4 which are hereby designated as School Bus Loading Zones. (Figure 11 attached). Page 630 of 817 Page 21 of 85 2. No person shall park a school bus or a school vehicle or any part of a school bus or a school vehicle except entirely in a School Bus Zone that has been established under subsection 29 (1) of this by-law. 3. No person shall stop a vehicle other than a school bus or school vehicle in a designated school bus loading zone as set out in Schedule 15. Section 30: Use of Sidewalks & Bridges 1. No person shall use any sidewalk, path or boulevard for any purpose other than pedestrian traffic except as specifically permitted by this by-law. or for the purpose of crossing such sidewalk, path or boulevard to enter or leave a driveway; provided that this section shall not apply to vehicles used for the carriage of small children or invalids and vehicles approved by the Detachment Commander of the Ontario Provincial Police. 2. No person shall jump, dive or fish from any bridge, either vehicular or pedestrian, in the Town of Tillsonburg. Section 31: Coasting or Sliding No person shall coast or slide by the use of any hand-sleigh or toboggan on any street. Section 32: Motor Vehicles to be Locked No person driving or in charge of a motor vehicle, other than a commercial motor vehicle, shall allow the same to stand unattended unless: a) the doors of the vehicle are locked and its windows are closed; or b) the key is not in the ignition or in a readily accessible location in the vehicle, so as to prevent the operation of the vehicle by any person not authorized by the owner, driver or person in charge. Section 33: Pedestrian Crossovers (Schedule 16) The highways set out in Column 1 of Schedule 16 of this by-law, at the locations set out in Column 2, are hereby designated as pedestrian Crossovers. Section 34: Higher & Lower Speed Limits (Schedule 17 a and 17 b) 1. The highways set out in Column 1 of Schedule 17(a) of this by-law, between the limits set out in Columns 2 and 3, are hereby restricted to maximum rates of speed as set out in Column 4. 2. The highways set out in Column 1 of Schedule 17(b) of this bylaw, between the limits set out in Column 2 and 3, are hereby restricted to maximum rates of speed as set out in Column 4. Section 35: One Vehicle in Parking Space 1. No person shall park more than one vehicle in any one parking space at any one time. Page 631 of 817 Page 22 of 85 2. No person shall park a vehicle in a parking space that is partly or completely occupied by another vehicle. Section 36: No Long Vehicle Parking No person shall park any motor vehicle in excess of 6.1 meters in length in a manner that shall obstruct the movement of other vehicles. Section 37: Community Safety Zone (Figure 16) 1. Community Safety Zone signs inform drivers that they are entering a zone that the community has designated as an area where the safety of its children/citizens is paramount. Traffic related offences committed within the zone are subject to increased fines (many set fines are doubled such as speeding and traffic signal related offences). 2. All zones require a sign with a BEGINS tab indicating the start of the designated area and a sign with an ENDS tab indicating where the zone concludes. Additional signs may be located within the zone and are a legal requirement for zones greater than 1000 metres in length. 3. For zones greater than 1000 metres in length, additional Community Safety Zone signs are required within the limits of the zone. The spacing of additional signs is dependent on the designated maximum speed limit of the roadway. When the speed limit is 60 km/h or less, signs are required every 300 metres, or less. Where the speed limit is greater than 60 km/h, additional signs are required) Part 2: Fire Routes Section 38: Official Sign (Figure 5) 1. In this part "official sign" means a fire route sign in the form set out in Figure 5 of this by-law. 2. All fire route signs legally in place on the 26th of February 2002 in the Town of Tillsonburg shall be deemed to be official signs pursuant to this by-law. Section 39: Establishment of Fire Routes A private roadway along which approval has been given by the Corporation for the erection of official signs is a fire route. Section 40: Fire Chiefs Order If after inspection of any building, the Fire Chief of the Corporation is satisfied that, in in order to suppress and prevent the spread of fires, a fire route is warranted in respect of any building, he may serve or cause to be serviced by personal service or by prepaid registered mail to the owner of the building shown on the records of the Page 632 of 817 Page 23 of 85 Land Registry office, an order requiring the owner to comply with the provisions of Fire Code and I or building Code Act Regulations, and every owner shall comply with such order within sixty (60) days of the date of its service upon him or its mailing to him. Section 41: Agreement with Owner of Roadway (Schedule 18) The Corporation and the owner of a private roadway may enter into an agreement in the form set out in Schedule 18 of this by-law or in a development agreement pursuant to the site plan approval process providing for the designation of the roadway as a fire route. Section 42: Tampering with Signs No person shall move, remove or interfere with an official sign along a fire route or obstruct a view of an official sign along a fire route. Section 43: Conflicting Signs on Fire Route No person shall erect or maintain along a fire route any sign which may conflict or be confused with an official sign. Section 44: Unauthorized use of Signs No person shall erect or maintain a facsimile of an official sign along any private roadway whether a fire route or not. Section 45: No Parking on Fire Route No person shall park a vehicle along a fire route or so that any part of a vehicle is located within the fire route. Part 3: On-Street Parking for the Accessible Persons Section 46: Parking Space for Accessible Persons (Schedule 19) Notwithstanding the provisions of this or any other by-law, no person shall park, stand, stop or leave a motor vehicle in any designated parking space set out in Schedule 19 of this by-law except a motor vehicle: a) that is operated by or carries an accessible person; and b) that is identified by a current original identifying marker; and c) that is parked entirely within a designated parking space. Section 47: Display of Permit An identifying marker shall be displayed on: a) the inner surface of the windshield, as close as practicable to the lower left-hand corner and as close as practicable to the left-hand side of the motor vehicle, or Page 633 of 817 Page 24 of 85 b) the outer surface of the sun visor on the left-hand side of the motor vehicle so as to be visible through the windshield from the exterior of the car when the sun visor is in a lowered position. Section 48: Prohibitions Regarding Permits No person shall: a) deface or alter any current original identifying marker furnished by the Ministry of Transportation; b) use or permit the use of a defaced or altered current original identifying marker furnished by the Minister of Transportation; c) use or permit the use of a current original identifying marker furnished by the Ministry of Transportation except the accessible person to whom the current original identifying marker is furnished; or a person transporting such accessible person; d) without the authority of the person to whom a current original identifying marker has been issued, remove a current original identifying marker furnished by the Ministry of Transportation from a motor vehicle. Section 49: Official Sign (Figure 6) In this Part, "official sign" means a sign in the form set out in Figure 6 of this by-law. Part 4: Off-Street Parking for the Accessible Section 50: Designation of Parking Spaces 1. Where in a public parking lot or facility one or more parking spaces are intended for the sole use of a vehicle of an accessible person, The Town of Tillsonburg shall identify each such parking space by erecting one or more official signs in such a manner that the official sign or signs shall be clearly visible to the operator of any vehicle approaching or entering such parking space. 2. Where the requirements of subsection (1) of this section are complied with, each such parking space is for the purposes of this by-law a designated parking space for the sole use of vehicles of accessible persons. 3. Notwithstanding any provision in this Part to the contrary, no designated parking space shall be located in a fire route designated under Part 2 of this by-law. Section 51: Parking Space for Accessible Persons No person shall park, stand, stop or leave a motor vehicle in any designated parking space except a motor vehicle that is identified by a current original identifying marker. Page 634 of 817 Page 25 of 85 Part 5: Municipal Parking Lots Section 52: Municipal Parking Lots Parking is permitted in the municipal parking lots set out in Figure 7, 8 with the exception of: a) Figure 8 will be used to indicate a "2 Hour Limit"; b) No Person shall park an unlicensed vehicle on a municipal parking lot; c) No Person shall park an inoperable motor vehicle on a municipal parking lot; d) Where there are pavement markings or designated parking spaces, no person shall park a vehicle where it is not wholly within the designated parking space; e) No person shall park a vehicle so as to obstruct the passage of vehicles in a parking lot Laneway or any parking lot. f) No person shall park a vehicle exceeding 2 hours where posted by sign. Part 6: Privately-Owned Lots Section 53: Privately Owned Off-Street Parking Lots (Schedule 20) No person shall permit a vehicle to be parked in the same parking space in a privately- owned parking lot or other parking facility for a longer period at any one time than the maximum period allowable if any for such vehicle as prescribed by signs posted upon such lot or facility. Part 7: Parking Permits Section 54: Parking Permit Fee Parking Permits maybe applied for in situations where adequate parking is not available on the property. Issuance of permits will be granted at the discretion of the Town and will be valid for up to six (6) months. Permit fees are set out in Schedule 21 for any permits issued six (6) months after the passing of this bylaw. Permits are valid only for the vehicle and location for which they are registered and must be clearly displayed in the windshield while occupying the restricted parking site. a) The monthly fee per vehicle is set out in Schedule 21. Section 55: Temporary Permits (Figure 1) Temporary Permits are available for driveway repairs and overnight guests. a) In order to obtain an exemption a Temporary Parking Permit application prescribed by the Town will be completed and submitted two (2) business days prior to the required request for review. Page 635 of 817 Page 26 of 85 b) A maximum of (5) Temporary Parking Permits are available in one calendar year per location/property. c) Exemptions are conditional during the winter months beginning November 15th to March 31, and become void if snow removal and or winter road maintenance operations become necessary. Section 56: Designated Permits Designated On-Street Parking Permits are identified in Schedule 22. Part 8: On Street Parking Section 57: On Street Parking 1. No Person shall permit any vehicle to be parked, stand, stopped or leave a vehicle on any streets longer than 48 hours except: a) Where it has been designated set out in Schedule 22. 2. No person shall park an inoperable motor vehicle on any street. 3. No person shall park an unlicensed vehicle on any street. 4. No person shall park a vehicle without a permit in a designated on street parking permit space as designated by Schedule 22. Part 9: General Provisions Section 58: General Penalty 1. Except where otherwise expressly provided by this by-law or the Highway Traffic Act, every person who: a) contravenes any provision of this by-law; or b) is the owner of a vehicle that is parked or stopped in contravention of any provision of this by-law, is guilty of an offence and on conviction is liable to any penalty as provided in the Provincial Offences Act; Section 59: Illegally Parking Vehicles 1. Where a vehicle has been left parked, stopped or left standing in contravention of this by-law as passed, the owner of the vehicle, notwithstanding that he was not the driver of the vehicle at the time of the contravention of the by-law, is guilty of an offence and is liable to the fine prescribed for the offence unless, at the time of the offence, the vehicle was in the possession of some person other than the owner without the owner's consent. Page 636 of 817 Page 27 of 85 2. No person shall permit any vehicle to be parked or left on municipal owned property longer than 48 hours without the authorization of the Town of Tillsonburg. Section 60: Impoundment & Removal A Municipal Law Enforcement Officer or Police Officer upon discovery of any motor vehicle parked or standing in contravention of the provisions of this By-Law shall cause it to be moved or taken to and placed or stored in a suitable location and all costs associated with its removal, and impoundment will be the responsibility of the registered owner of the vehicle. Section 61: Executive Acts Authorized The Mayor and the Administration are hereby authorized to do all things and the Mayor and the CAO are hereby authorized to execute on behalf and under the seal of the Corporation any document necessary to give effect to this by-law. Section 62: Headings not part of By-Law The headings in the body of this by-law form no part of the by-law but are inserted for convenience of reference only. Section 63: Deviation from Form Where a form or words or expressions are prescribed in any Schedule to this by-law, deviations therefrom not affecting the substance or calculated to mislead do not vitiate them. Section 64: Conflict with the Highway Traffic Act In the event of conflict between the provisions of this by-law and the Highway Traffic Act, the provisions of the said Act prevail. Section 65: Repeal That By-law No.3701 and its amendments are hereby repealed upon the effective date noted in Section 66. Section 66: Effective Date This By-Law shall become effective upon the passing thereof and upon the approval of the set fines by the Regional Senior Justice of the Ontario Court of Justice. Page 637 of 817 Page 28 of 85 READ A FIRST AND SECOND TIME THIS 13TH DAY OF DECEMBER 2021. READ A THIRD AND FINAL TIME AND PASSED THIS ____ DAY OF __________ 2021 Original signed __________________________ DEPUTY MAYOR- Steve Molnar Original signed __________________________ TOWN CLERK- Michelle Smibert Page 638 of 817 Page 29 of 85 Schedule 1: No Stopping HIGHWAY SIDE FROM TO TIME OR DAY Cat Alley Alley Pl 500 BTN Ridout St. & Brock St. & adjacent to Lot 1112 to 1118 Plan 500 Both 41 meters South of Ridout St. Brock St. Anytime Baldwin St. North Rolph St. Wilson Avenue Anytime Bidwell St. West North side of Brock St. W. 28.5 m North of Brock St. W. Anytime Broadway East/West John Street Northern Town Limits Anytime Broadway East 143 meters North of Ridout St E 158 meters North of Ridout St E Anytime Brock St. E. North/South Harvey St. 23m west of Harvey St. Anytime Demeyere Ave. Both Concession St . East 10 m South of Concession St Anytime Dereham Drive North Quarter Town Line 17m West of Quarter Town Line Anytime Dereham Drive South Quarter Town Line 20m West of Quarter Town Line Anytime Fox Alley East and West Venison St W 40 meters South of Venison St W Anytime Harvey St. East Bridge St. 109m South of Bridge St. Anytime Harvey St. East 15 m North of Ridout St. 86 m North of Ridout St. Anytime Harvey St. West, South of Bridge St. 39.5m South of Bridge St. 41.8m South of Bridge St. Anytime Harvey St. West, South of Bridge St. 67.7m South of Bridge St. 79.3m South of Bridge St. Anytime Harvey St. West Ridout St. 41 m North of Ridout Anytime Harvey St. West 86 m South of Bridge St. 127 m South of Bridge St. Anytime Harvey St. West Oxford St 38 m North of Oxford St Anytime John Pound Road Both London St. 5 John Pound Road Anytime Page 639 of 817 Page 30 of 85 HIGHWAY SIDE FROM TO TIME OR DAY Maple Court West Maple Lane Concession St. East Anytime Maple Lane Both Concession St. Maple Court Anytime Oxford St. North/South Harvey St. Tillson Ave. Anytime Park Ave. Both Gowrie St. Concession St. Anytime Queen St. East Concession St. East 49. m North of Concession St. East Anytime Quarter Town Line Rd. West Southridge Rd. 50 meters north of Southridge Rd. Anytime Quarter Town Line Rd. East Southridge Rd. North Town Limits Anytime Quarter Town Line West Esseltine Drive 17 m North of Dereham Drive Sept 1-Jun 30 Mon-Fri 8am-9am 3pm-4pm Quarter Town Line East Sanders Crescent 19m North of Dereham drive Sept 1-Jun 30 8am-9am 3pm-4pm Ridout St. E. North Harvey St. Broadway Anytime *Simcoe St. Both Tillson Ave. West Town Line Anytime Southridge Rd. South Quarter Town Line Rd. 13A Southridge Road Daffodil Dr. Sept. 1 – June 30 Mon – Fri 8 am – 9 am 3 pm – 4 pm Southridge Rd. North Quarter Town Line Rd. 29m West of Quarter Town Line Rd. Anytime Southridge Rd. North 100m West of Quarter Town Line Rd. 115m West of Quarter Town Line Rd. Anytime Spruce St. Both Vienna Rd 300 m East of Vienna Road Anytime *Tillson Ave. West Brock St.9 m North of Elgin St. Oxford St. Anytime *Tillson Ave. West Fifth St. Clark St. Anytime Page 640 of 817 Page 31 of 85 HIGHWAY SIDE FROM TO TIME OR DAY *Tillson Ave. West Clark Street North St. Anytime *Tillson Ave. East Simcoe St. Concession St. Anytime *Tillson Ave. West Bridge St. Train Track Anytime *Vienna Road East/West Simcoe St. Highway #3 Anytime *County Road Schedule 2: Prohibited Parking on Specified Street HIGHWAY SIDE FROM TO TIME OR DAY Ball Alley Both Ball St. First Alley No Parking Anytime Barker St. North Tillson Ave. W ellington St. No Parking Anytime Bear St. North Broadway Rolph St. No Parking Anytime Bell Mill Road Both Hwy #3 Town Limits No Parking Anytime Bidwell St. East Prospect St. Concession St. No Parking Anytime Bidwell St. Both W est Prospect St. Dead End John Pound Rd. No Parking Anytime Bloomer St. Both Oxford St. Hydro Station No Parking Anytime 75 Bridge Street South 28 meters East of Queen Street 70 meters East of Queen Street No Parking Anytime Bridge St. East North Tillson Ave. Lisgar Ave. No Parking Anytime Bridge St. East South Queen St. Lisgar Ave. No Parking Anytime Bridge St. East Both Lisgar Ave. Broadway No Parking Anytime Bridge St. W est South Broadway Rolph St. No Parking Anytime Broadway Both Bridge Street John Street No Parking Anytime Broadway East 21 m south of Prospect St South Limit No Parking Anytime Page 641 of 817 Page 32 of 85 HIGHWAY SIDE FROM TO TIME OR DAY Broadway W est W ashington Grand 37.9m South of W ashington Grand No Parking Anytime Broadway W est 21 m South of Prospect St. South Limit No Parking Anytime Brock St. East North Maple Lane St. Tillson Ave. No Parking Anytime Brock St. East South Harvey St. 16.9m East of Harvey St. No Parking Anytime Brock St. East Both Tillson Ave. Lisgar Ave. No Parking Anytime Brock St. W est South Bidwell St. Dead End No Parking Anytime Cat Alley Both Brock St. Dead End No Parking Anytime Concession St. E. Both Broadway Tillson Ave. No Parking Anytime Concession St. E. North Tillson Avenue 67 m W est of Parkwood Drive No Parking Anytime Concession St. E. South Demeyer Avenue 45 m W est of centre line of Parkwood Drive No Parking Anytime Concession St. W . North Quarter Town Line Rd. Charlotte Ave. No Parking Anytime Concession St. W . Both W est Town Limits Quarter Town Line Rd. No Parking Anytime Concession St. W . Both Broadway Charlotte Ave. No Parking Anytime Coon Alley Both Concession St. W Venison St. West Dead End No Parking Anytime Coon Alley Both Bridge St. Dead End No Parking Anytime Coreless Lane Both Brock St. Hyman St. No Parking Anytime Coyle Lane Both Tillson Ave. Dead End No Parking Anytime Page 642 of 817 Page 33 of 85 HIGHWAY SIDE FROM TO TIME OR DAY Cranberry Road Both North St. Town Limits No Parking Anytime Denton Avenue Both 55 m North of Gowrie St. 65 m South of John St. No Parking Anytime Devonshire Ave. Both Broadway Lisgar Ave. No Parking Anytime Ebert Alley Both Bridge St. Dead End No Parking Anytime Elgin St. North Tillson Ave. Lisgar Ave. No Parking Anytime Erie Court Both Devonshire Ave. Dead End No Parking Anytime First Street North King St. Tillson Ave. No Parking Anytime First Alley North Tillson St. Ball Alley No Parking Anytime Fourth St. South Lisgar Ave. Tillson Ave. No Parking Anytime Fox Alley Both Concession St. W Bridge St. W No Parking Anytime *Fox Alley Both Lot 1B Dead End No Parking Anytime Frances Street South Tillson Ave. 29 Frances St. No Parking Anytime Frances Street South 60 m West of Kara Lane Kara Lane No Parking Anytime George St. Both John Pound Rd. Top of the Hill No Parking Anytime Glendale Drive Both Broadway Victoria St. No Parking Anytime Glendale Drive North Poplar St. Victoria St. No Parking Anytime Glendale Drive South Hawthorne Crescent Parkside Drive No Parking Sept 1 – Jun 30th 7:30 am – 8:30 am 2:30 pm – 3:30 pm Mon – Fri Glendale Drive South Parkside Drive Victoria St. No Parking Anytime Glendale Drive South Poplar St. Hawthorne Crescent No Parking Anytime Page 643 of 817 Page 34 of 85 HIGHWAY SIDE FROM TO TIME OR DAY Hardy Ave. West Lisgar Ave. 137 m South on Hardy Ave. No Parking Anytime Hale Street North Coon Alley Rolph St. No Parking Anytime Hale Street North Rolph St. Valley View Lane No Parking Anytime Harvey Street W est Brock St. Ridout St. No Parking Anytime Harvey Street West London St. East Oxford St. No Parking Anytime Hickory Lane Both W ilson Ave. Dead End No Parking Anytime Hilliker Alley Both Elgin St. Dead End No Parking Anytime Hillyndale Road North Potters Road Lorriane Avenue No Parking Anytime Hyman St. North Tillson Ave. Maple Lane No Parking Anytime Joseph St. North Tillson Ave. Dead End No Parking Anytime King St. Both Bridge StConcession St Fourth St. Fif th St. No Parking Anytime Lamers Court Both Devonshire Ave. Dead End No Parking Anytime Lindsay St. Both Tillson Ave. 18 meters East of Tillson Ave. No Parking Anytime Lisgar Ave. Both Brock St. East Concession St. No Parking Anytime Lisgar Ave. East Fifth St. Van Norman Dr. No Parking Anytime Lisgar Ave. W est/South Concession St. Hardy Ave. No Parking Anytime Lisgar Ave. North 50.7 m W est of Van Norman Dr. 65.1 m W est of Van Norman Dr. No Parking Anytime Lisgar Ave. North 117.4 m W est of Van Norman Dr. 131.7 m W est of Van Norman Dr. No Parking Anytime Page 644 of 817 Page 35 of 85 HIGHWAY SIDE FROM TO TIME OR DAY Lisgar Ave. North 186.5 m W est of Van Norman Dr. 201 m W est of Van Norman Dr. No Parking Anytime Lisgar Ave. North Devonshire Ave. Broadway No Parking Anytime London St. W est South Broadway Dead End No Parking Anytime Maple Lane Both Hyman Brock St. E. No Parking Anytime Mckenzie Street South Harvey St. Dead End No Parking 9 a.m. to 6 p.m. Neff Alley Both Tillson Street Ontario St. No Parking Anytime New Vienna Road W est Old Vienna Road Young St. No Parking Anytime Niagara St. North Broadway Victoria St. No Parking Anytime North St. East Both Broadway East Town Limits No Parking Anytime Old Vienna Road Both Simcoe St. New Vienna Road No Parking Anytime Ontario St. Both Simcoe St. Dead End No Parking Anytime Oxford St. South Tillson Ave. Broadway No Parking Anytime Parkwood Dr. East Concession St. Demeyere Ave. No Parking Anytime Pine St. South Tillson Ave. Maple Lane No Parking Anytime Potters Road East Simcoe St. Town Limits No Parking Anytime Prospect St. South Broadway Bidwell St. No Parking Anytime PUC Alley Both Elgin St. Durham St. No Parking Anytime Queen Street West 36 m South of Bridge St 52 m South of Bridge Street No Parking Anytime Rogers St. South Alley North & South 1st Alley East of Tillson Avenue East Limit of Rogers Street No Parking Anytime Page 645 of 817 Page 36 of 85 HIGHWAY SIDE FROM TO TIME OR DAY Rolph St. W est Baldwin Street North Side of Ridout Street No Parking Anytime Rolph St. W est 41.7 m North of Ridout Street Concession St. W est No Parking Anytime Rolph St. East 24.9 m South of W olf Street 66.7 m South of W olf Street No Parking Anytime Rolph St. East North side of W olf Street 61 m North of W olf Street No Parking Anytime Rolph St. East 27 m South of Bear Street 35.3 m South of Bear Street No Parking Anytime Sanders St. South Broadway End No Parking Anytime Southridge Road North 140 m West of Quarter Townline Rd. 224 m West of Quarter Townline Rd. No Parking 8:30 am -9:15 am 3:00 pm-3:45 pm Sept – June Mon – Fri Tulip Drive East Trillium Drive Southridge Road No Parking Anytime Valley View Lane Both Hale Street South Dead End No Parking Anytime Van Street North Old Vienna Rd Dead End No Parking Anytime Van Street South Dead End 13 m East of Dead End No Parking Anytime Venison Street W est South Broadway W est Limit No Parking Anytime W abash Road Both Bell Mill Side Rd. Dead End No Parking Anytime W ashington Grand Ave. North Bidwell Street 27 m West of Broadway No Parking Anytime W ashington Grand Ave. North Rolph Street Dead End No Parking Anytime W olf St. North Broadway Rolph St. No Parking Anytime W oodcock Drive W est North Street 113.5 m North of W ren Court No Parking Anytime W ren Court Both W oodcock Drive W oodcock Drive No Parking Anytime Page 646 of 817 Page 37 of 85 Schedule 3: No Parking at Taxi Stands HIGHWAY SIDE LOCATION NO. OF SPACES HOURS Schedule 4: No Parking in Loading Zones HIGHWAY SIDE LOCATION TIME OR DAYS Broadway East 119 m to 143 meters North of Ridout Street East 15 minutes Hardy Avenue East 102 m to 136 m North of Sanders Street 15 minutes Harvey St. W est 127 m South of Bridge Street to 41 m North of Ridout St. Anytime Lot 1A South Adjacent to North Mall Entrance 15 minutes Lot 3A South/East East of Cat Alley 30 minutes Lot 7A East Adjacent to Harvey Street 15 minutes Pearl Street South 13 m from Tillson Avenue Anytime Ridout Street W est South From Bidwell Street to 32 meters W est of Bidwell Street 30 minutes W ashington Grand Avenue North 1st space from Broadway Anytime Schedule 5: Restricted Parking on Specified Streets HIGHWAY SIDE FROM TO TIME OR DAY Baldwin Street Both Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Page 647 of 817 Page 38 of 85 HIGHWAY SIDE FROM TO TIME OR DAY Bear Street South Rolph Street Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Bidwell Street W est W ashington Grand 28.5 m North of Brock St. W . 2 hrs 9 am - 6pm except Sundays & Holidays Bidwell Street W est 17.7 m South of Brock Street W est Baldwin Street 2 hrs 9 am - 6pm except Sundays & Holidays Bridge Street W est North Broadway Rolph Street 2 hrs 9 am - 6pm except Sundays & Holidays Broadway Both London Street Bridge Street 2 hrs 9 am - 6pm except Sundays & Holidays Brock Street East Both Lisgar Avenue Broadway 2 hrs 9 am - 6pm except Sundays & Holidays Brock Street W est Both Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Brock Street W est North Bidwell Street Rolph Street 2 hrs 9 am - 6pm except Sundays & Holidays Harvey Street W est London Street East Oxford Street 2 hrs 9 am - 6pm except Sundays & Holidays Harvey Street East Oxford Street Ridout Street 2 hrs 9 am - 6pm except Sundays & Holidays Harvey Street W est 28 m North of Oxford St. Brock Street 2 hrs 9 am - 6pm except Sundays & Holidays Harvey Street W est 20 m South of Bridge St. 66 m South of Bridge St. 30 minutes Harvey Street W est 24.6 m South of Bridge St. 83.9 m South of Bridge St. 30 minutes London Street East Both Oxford Street Broadway 2 hrs 9 am - 6pm except Sundays & Holidays London Street W est North Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Page 648 of 817 Page 39 of 85 HIGHWAY SIDE FROM TO TIME OR DAY McKenzie Street North Harvey Street Dead End 2 hrs 9 am - 6pm except Sundays & Holidays Ridout Street East South Harvey Street Broadway 2 hrs 9 am - 6pm except Sundays & Holidays Ridout Street W est Both Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Ridout Street West North Bidwell Street Coon Alley 2 hrs 9 am - 6pm except Sundays & Holidays Ridout Street West South 41 m West of Bidwell Street Coon Alley 2 hrs 9am -6pm except Sundays & Holidays Rolph Street East Baldwin Street Brock Street 2 hrs 9 am - 6pm except Sundays & Holidays Rolph Street East W ashington Grand Avenue Venison Street 2 hrs 9 am - 6pm except Sundays & Holidays Rolph Street East W olf Street 24.9 m South of W olf Street 2 hrs 9 am - 6pm except Sundays & Holidays Rolph Street East 35 m North of Bear St. Venison St. W. 2 hrs 9 am - 6pm except Sundays & Holidays Venison St. W . North Rolph St. Bidwell St. 2 hrs 9 am - 6pm except Sundays & Holidays W ashington Grand North Broadway 8 W ashington Grand Ave. 2 hrs 9 am - 6pm except Sundays & Holidays W ashington Grand South Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Schedule 6: Angle Parking Permitted on Specified Streets Page 649 of 817 Page 40 of 85 HIGHWAY SIDE FROM TO Bridge Street North Broadway Fox Alley Bridge Street North Bidwell Street Rolph Street Broadway East & W est London Street Bridge Street Brock Street W est South Bidwell Street Broadway Maple Lane West 17 m South of Demeyere Avenue 49 m South of Demeyere Avenue Ridout Street East South Harvey Street 19 Ridout Street East Rolph Street West Ridout Street West 48 m North of Ridout Street West Schedule 7: Prohibited Turns INTERSECTION OR PORTION OF HIGHWAY DIRECTION TURNS PROHIBITED TIMES OR DAYS Broadway at John Pound Rd. South “U” Anytime Bloomer Street at John Pound Road W estbound Right Anytime Broadway at Bridge Street. Northbound Left Anytime Broadway at 200 Broadway Street Eastbound Left Anytime Oxford Street @ 73 Oxford Street Westbound Left Anytime Schedule 8: Designated Lane Movements Page 650 of 817 Page 41 of 85 HIGHWAY BETWEEN LANE DIRECTION TIME OR DAYS Broadway Concession Street to 70 meters north 1st lane from W est curb South & South to west At all times Broadway Concession Street to 70 meters north 2nd lane from W est curb South to East only At all times Broadway Concession Street to 70 meters South 1st lane from East curb North and North to East At all times Simcoe Street Tillson Avenue to 70 meters East 1st lane from North curb W est to North only At all times Simcoe Street Tillson Avenue to 70 meters East 2nd lane from North curb W est only At all times Oxford Street Bloomer Street to 70 meters W est 1st lane from South curb East and East to South At all times Oxford Street Bloomer Street to 70 meters W est 2nd lane from South curb East to North only At all times Tillson Avenue Oxford Street 1st lane from W est curb South and South to W est At all times Tillson Avenue Oxford Street and Hyman St. 2nd lane from W est curb South to East only At all times Schedule 9: Designated Stop Signs INTERSECTION FACING TRAFFIC Adams Avenue at Allen Street Eastbound on Adams Avenue Adams Avenue at Fernwood Drive Eastbound on Adams Avenue Alba Avenue at Devon Court Northbound & Southbound on Alba Avenue Alexander Avenue at Demeyere Avenue 2-Soundbound and 1-Northbound on Alexander Avenue Allen Street at Glendale Drive 2-W estbound on Allen Street Page 651 of 817 Page 42 of 85 INTERSECTION FACING TRAFFIC Alley 1(unnamed) Queen St. Westbound on (unnamed )Alley at Queen Street. Alley (unnamed) at King St Eastbound on Alley (unnamed at King St. Alley (unnamed ) at Gowrie St. E Northbound and Southbound on Gowrie St. E Alley (unnamed ) at Denton Avenue Northbound on Alley (unnamed) at Denton Avenue Alley (unnamed) at Third Street Southbound on Alley (unnamed) at Third Street Alley (unnamed) at Fourth Street Northbound on Alley (unnamed) at Fourth Street Alley (unnamed at Rodgers Street (west access Northound on Alley (unnamed) at Rodgers Street Alley (unnamed) at Rodgers Street (east access) Northbound on Alley (unnamed) at Rodgers Street Alley (unnamed) at Pearl Street Northbound on Alley (unnamed) at Pearl Street Alley (unnamed) at Pearl Street Northbound on Alley (unnamed) at Pear Street Alley (unnamed) at Pine Street Southbound on Alley (unnamed) at Pine Street Alley (unnamed) at Pine Street Southbound on Alley (unnamed) at Pine Street Alley (unnamed) at Rolph Street Westbound on Alley (unnamed) at Rolph Street Alley (unnamed at Coon Alley Eastbound on Alley (unnamed) at Coon Alley Alley (unnamed) at McKenzie Street Westbound on Alley (unnamed) at McKenzie Street. Andover Avenue at Glendale Drive Northbound on Andover Avenue Andover Avenue at Glenridge Road Southbound on Andover Avenue Ann Street at Concession Street Southbound on Ann Street Ann Street at Victoria Street Westbound on Ann Street Arbor Lane at Parkwood Drive Eastbound on Arbor Lane Arbor Lane at Alexander Avenue Westbound on Arbor Lane Argyle Street at Quarter Town Line Road W estbound on Argyle Street Argyle Street at Gibson Drive Eastbound on Argyle Street Armstrong Drive at W ilson Avenue Eastbound and Northbound on Armstrong Drive Arnold Street at Denrich Avenue Eastbound on Arnold Street Arnold Street at Sanders Crescent Southbound on Arnold Street Balazs Court at W ilson Avenue W estbound on Balazs Court Baldwin Street at W eston Drive Northbound on Baldwin Street Baldwin Street at Quarter Town Line Road Eastbound and Westbound on Quarter Town Line Road Ball Alley at Ball Street Northbound and Southbound on Ball Alley Ball Alley at Cedar Street Northbound on Ball Alley Ball Alley at Oak Street Southbound on Ball Alley Ball Alley at Ontario Street Northbound and Southbound on Ontario St. Ball Alley at Pine Avenue Northbound & Southbound on Ball Alley Ball Street at Duncan Street Northbound & Southbound on Ball Street Page 652 of 817 Page 43 of 85 INTERSECTION FACING TRAFFIC Ball Street at Lincoln Street Northbound & Southbound on Ball Street Ball Street at Simcoe Street Northbound on Ball Street Ball Street at Townline Road Southbound on Ball Street Barker Street at Magnolia Drive Southbound on Barker Street Barker Street at Tillson Avenue W estbound on Barker Street Bear Street at Broadway Eastbound on Bear Street Bear Street at Rolph Street W estbound on Bear Street Beckett Boulevard at North Street Southbound on Beckett Boulevard Beckett Boulevard at Cranberry Road W estbound on Beckett Boulevard Beech Boulevard at Quarter Townline Road Eastbound on Beech Boulevard Beech Boulevard at Concession St. W Southbound on Beech Boulevard Belfast Circle at Gibson Drive Southbound on Belfast Circle Belmont Avenue at Allen St. Eastbound on Belmont Avenue Belmont Avenue at Lyndale Road W estbound on Belmont Avenue Beretta Street at Harvest Avenue Westbound on Beretta Street Beth Court at Trottier Drive Westbound on Beth Court Bidwell Street at Baldwin Street Northbound & Southbound on Bidwell St. Bidwell Street at Bear Street Northbound & Southbound on Bidwell St. Bidwell Street at Concession Street Northbound on Bidwell St. Bidwell Street at Ridout St. Northbound & Southbound on Bidwell St. Bidwell Street at Washington Grand Northbound & Southbound on Bidwell St. Birch Drive at Hillyndale Drive Southbound & Westbound on Birch Drive Birdyway Drive at Beech Blvd. Southbound of Birdyway Drive Bloomer Street at John Pound Road Southbound on Bloomer St. Bond Street at Wellington St. Eastbound on Bond St. Bond Street at Tillson Avenue Westbound on Bond St. Borden Crescent at John Pound Road Eastbound on Borden Crescent Brad Avenue at James Avenue Northbound on Brad Avenue Brad Avenue at North Street Southbound on Brad Avenue Brasher Drive at Wilson Avenue Eastbound & Southbound on Brasher Dr. Braun Avenue at North Street East Southbound on Braun Avenue Bridle Path at Baldwin Street Northbound on Bridle Path Bridge Street at Bidwell St. Eastbound & Westbound on Bridge St. Bridge Street East at Lisgar Avenue Westbound on Bridge St. Bridge Street at Rolph Street Westbound on Bridge St. Bridge Street at Tillson Avenue Eastbound on Bridge St. Broadway at John Pound Road Northbound on Broadway Brock Street at Bidwell Street Eastbound & Westbound on Brock St. Brock Street at Harvey St. Eastbound & Westbound on Brock St. Brookside Lane at Allen St. Southbound on Brookside Lane Brookside Lane at Glendale Drive Southbound on Brookside Lane Burdock Court at Goldenrod Drive Westbound on Burdock Court Page 653 of 817 Page 44 of 85 INTERSECTION FACING TRAFFIC Camdon Court at Glendale Drive 2-Westbound on Camdon Court Canary Street at Braun Street Eastbound on Canary Street Canary Street at Tanager Drive Westbound on Canary Street Cardinal Court at Owl Drive Southbound on Cardinal Court Carolina Street at Allen Street Westbound on Carolina St. Carolina Street at Broadway Eastbound on Carolina St. Cat Alley at Brock Street Northbound & Southbound on Cat Alley Cat Alley at London Street Southbound & Northbound on Cat Alley Cat Alley at Oxford Street Northbound & Southbound on Cat Alley Cat Alley at Ridout Street East Northbound on Cat Alley Catalpa Court at Beech Blvd. Northbound on Catalpa Court Cedar Street at Spruce Street Southbound on Cedar St. Cedar Street at Townline Road Northbound & Southbound on Cedar St. Cedar Street at Lincoln Street Northbound & Southbound on Cedar St. Cedar Street at Simcoe Street Northbound on Cedar St. Centennial Avenue at Devonshire Avenue Westbound on Centennial Avenue Centennial Avenue at VanNorman Drive Eastbound on Centennial Avenue Charles Street at Tillson Avenue Westbound on Charles St. Charlotte Avenue at Concession Street Northbound on Charlotte Avenue Charlotte Avenue at Dereham Drive Southbound on Charlotte Avenue Christie Street at Broadway Eastbound on Christie St. Christie Street at Allen Street Westbound on Christie St. Christopher Court at Alexander Avenue Westbound on Christopher Court Clarence Street at Charlotte Avenue Westbound on Clarence St. Clarke Street at Tillson Avenue Eastbound & Westbound on Clarke St. Clear Valley Drive at Wilson Avenue Westbound on Clear Valley Drive Clearview Drive at Bayham Drive Westbound on Clearview Drive Clearview Drive at Highway #3 Southbound on Clearview Drive Colin Avenue at Trottier Drive Eastbound on Colin Avenue Collin Avenue (East Leg) at Collin Avenue Northbound on Collin Avenue Concession Street at Lisgar Avenue Eastbound & Westbound on Concession St. Concession Street at Maple Lane Eastbound & Westbound on Concession St. Concession Street West at Quarter Town Line Road Eastbound & Westbound on Concession St. West Coon Alley at Baldwin Street Northbound & Southbound on Coon Alley Coon Alley at Bear Street Northbound & Southbound on Coon Alley Coon Alley at Bridge Street Northbound on Coon Alley Coon Alley at Brock Street West Northbound & Southbound on Coon Alley Coon Alley at Concession Street West Northbound on Coon Alley Coon Alley at Hale Street Northbound on Coon Alley Coon Alley at London Street West Northbound & Southbound on Coon Alley Page 654 of 817 Page 45 of 85 INTERSECTION FACING TRAFFIC Coon Alley at Ridout Street West Northbound & Southbound on Coon Alley Coon Alley at Venison Street Northbound & Southbound on Coon Alley Coon Alley at Washington Grand Avenue Northbound & Southbound on Coon Alley Coon Alley at Wolf Street Northbound & Southbound on Coon Alley Coreless Lane at Brock Street West Northbound on Coreless Lane Coreless Lane at Hyman Street Southbound on Coreless Lane Coulthard Street at Livingston Drive Southbound on Coulthard Street Coulthard Street at North Street East Northbound on Coulthard Street Coyle Lane at Tillson Avenue Westbound on Coyle Lane Craig Street on Allen Street Northbound on Craig Street Craig Street at Glendale Southbound on Craig Street Cranberry Road at North Street Southbound on Cranberry Road Crocus Avenue at Dogwood Avenue Eastbound on Crocus Avenue Curren Crescent at Livingston Drive Southbound on Curren Crescent (East) Curren Crescent at Livingston Drive Southbound on Curren Crescent (West) Delevan Crescent at Lisgar Avenue Eastbound on Delevan Crescent Demeyere Avenue at Concession Street East Northbound on Demeyere Avenue Demeyere Avenue at Maple Lane Westbound on Demeyere Avenue Denis Court at Lady Avenue Eastbound on Denis Court Denrich Avenue Dereham Drive Northbound & Southbound on Denrich Ave. Denrich Avenue at Sanders Crescent Northbound and Southbound on Denrich Avenue Denrich Avenue at Wilson Avenue Westbound on Denrich Avenue Denrich Avenue at Clarence Street Northbound on Denrich Avenue Denton Avenue at Gowrie Street Northbound & Southbound on Denton Avenue Denton Avenue at John Street Northbound on Denton Denton Avenue at Park Avenue Eastbound on Denton Avenue Dereham Drive at Wilson Avenue Eastbound on Dereham Drive Dereham Drive at Quarter Town Line Westbound on Dereham Drive Devon Court at Devonshire Avenue Northbound on Devon Court Devon Court at Lisgar Avenue Eastbound on Devon Court Devonshire Avenue at Broadway Westbound on Devonshire Avenue Devonshire Avenue at Lisgar Avenue Southbound on Devonshire Avenue Dogwood Drive at Trillium Drive Southbound on Dogwood Drive Duncan Street at Goshen Street Eastbound on Duncan Street Duncan Street at Tillson Street Westbound on Duncan Street Durham Street at Lisgar Avenue Westbound on Durham Street Durham Street at Tillson Avenue Eastbound on Durham Street Page 655 of 817 Page 46 of 85 INTERSECTION FACING TRAFFIC Earle Street at Cedar Street Westbound on Earle Street Earle Street at Tillson Avenue Eastbound on Earle Street Ebert Alley at Bridge Street Northbound on Ebert Alley Ebert Alley at Brock Street East Northbound & Southbound on Ebert Alley Ebert Alley at Durham Street Northbound & Southbound on Ebert Alley Ebert Alley at Elgin Street Northbound & Southbound on Ebert Alley Eden Place at Andover Avenue Eastbound on Eden Avenue Edgewood Drive at Brock Street Northbound on Edgewood Drive Edwin Crescent at Wilson Avenue Eastbound on Edwin Crescent Edwin Crescent at Edwin Crescent Southbound on Edwin Crescent Eleanor Court at Potters Road Eastbound on Eleanor Court Elgin Street at Lisgar Avenue Westbound on Elgin Street Elgin Street at Tillson Avenue Eastbound on Elgin Street Elm Street at Cedar Street Eastbound & Westbound on Elm Street Elm Street at Lincoln Street Southbound on Elm Street Erie Court at Devonshire Avenue Southbound on Erie Court Esseltine Drive at Quarter Townline Road Eastbound on Esseltine Drive Evergreen Court @ Victoria Way Northbound on Evergreen Court Fairfield Crescent at Parkwood Drive Southbound & Westbound on Fairfield Crescent Fairs Crescent at Baldwin Street Westbound on Fairs Crescent Fairs Crescent at Fairs Crescent Northbound on Fairs Crescent Fairview Street at Quarterline Road Westbound on Fairview Street Fairway Hills Boulevard at Quarter Townline Road Eastbound on Fairway Hills Boulevard Falcon Road at North Street Southbound on Falcon Road Falcon Road at Tanager Drive Northbound on Falcon Fernwood Drive at Allen Street Northbound & Southbound on Fernwood Drive First Alley @ Tillson Street Westbound on First Alley Fifth Street at Lisgar Avenue Westbound on Fifth Street Fifth Street at Tillson Avenue Eastbound on Fifth Street First Street at Tillson Avenue Eastbound on First Street First Street at King Street Westbound on First Street First Street at Queen Street Westbound & Eastbound on First Street First Street at Lisgar Avenue Westbound on First Street Forest Glenn Court at Trottier Drive Westbound on Forest Glenn Court Fourth Street at Lisgar Avenue Eastbound & Westbound on Fourth Street Fourth Street at TIllson Avenue Eastbound on Fourth Street Fox Alley at Baldwin Street Northbound & Southbound on Fox Alley Fox Alley at Bear Street Northbound & Southbound on Fox Alley Fox Alley at Brock Street West Northbound & Southbound on Fox Alley Page 656 of 817 Page 47 of 85 INTERSECTION FACING TRAFFIC Fox Alley at Concession Street West Northbound on Fox Alley Fox Alley at London Street West Northbound & Southbound on Fox Alley Fox Alley at Prospect Street Northbound & Southbound on Fox Alley Fox Alley at Ridout Street West Northbound & Southbound on Fox Alley Fox Alley at Venison Street West Southbound on Fox Alley Fox Alley at Washington Grand Avenue Southbound on Fox Alley Fox Alley at Wolf Street Northbound & Southbound on Fox Alley Francis Street at Kara Lane Eastbound on Francis Street Francis Street at Tillson Avenue Westbound on Francis Street Frank Street at Concession Street Northbound on Frank Street Frank Street at Delevan Crescent Southbound on Frank Street Frank Street at Fourth Street Northboundon Frank Street Frank Street at Lisgar Avenue Eastbound on Frank Street Frank Street at Second Street Northbound & Southbound on Frank St Frank Street at Third Street Northbound & Southbound on Frank St George Street at John Pound Road Eastbound on George Street Gibson Drive at Quarter Townline Road Westbound on Gibson Drive Glendale Drive at Broadway Eastbound on Glendale Drive Glendale Drive at Quarter Townline Road Westbound on Glendale Drive Glendale Drive at Quarter Town Line Eastbound on Glendale Drive Glendale Drive at McGuire Crescent (West Lag) Westbound on Glendale Drive Glenridge Road at Glendale Drive Eastbound on Glenridge Road Glenridge Road at Andover Avenue Eastbound on Andover Avenue Goldenrod Drive at Baldwin Street Northbound on Goldenrod Drive Goldenrod Drive at Ridge Boulevard Southbound on Goldenrod Drive Goshen Street at Simcoe Street Northbound on Goshen Street Gowrie Street at Ann Street Westbound on Gowrie Street Gowrie Street at Broadway Eastbound & Westbound on Gowrie Street Gowrie Street at Park Avenue Eastbound on Gowrie Street Greeneagle Drive at Birdyway Drive Westbound on Greeneagle Drive Greeneagle Drive at Fairway Hills Blvd. Northbound on Greeneagle Drive Gyulveszi Park at Barker Street Southbound on Gyulveszi Park Gyuleszi Park at Wellington Street Westbound on Gyulveszi Park Hale Street at Coon Alley Eastbound on Hale Street Hale Street at Rolph Street Eastbound & Westbound on Hale Street Hampton Court at Gibson Drive Court Southbound on Hampton Hardy Avenue at Hardy Avenue Eastbound & Westbound & Southbound on Hardy Avenue Hardy Avenue at John Street Southbound on Hardy Avenue Hardy Avenue at Lisgar Avenue Northbound on Hardy Avenue Page 657 of 817 Page 48 of 85 INTERSECTION FACING TRAFFIC Hardy Avenue at Sanders Street Northbound & Southbound on Hardy Avenue Harris Street at King Street Eastbound on Harris Street Harris Street at Lisgar Avenue Westbound on Harris Street Harvest Avenue at West Town Line Eastbound on Harvest Avenue Harvest Avenue at Potters Road Northbound on Harvest Avenue Harvey Street at Bridge Street Northbound on Harvey Street Harvey Street at Brock Street Northbound & Southbound on Harvey Street Harvey Street at London Street Southbound on Harvey Street Harvey Street at Oxford Street Northbound & Southbound on Harvey Street Harvey Street at Lot 7A Northbound & Southbound on Harvey Street Harwood Street at Harvest Avenue Westbound on Harwood Street Harwood Street at Seaton Crescent Eastbound on Harwood Street Hawkins Crescent at Wilson Avenue Eastbound on Hawkins Crescent Hawkins Crescent at Hawkins Crescent Southbound on Hawkins Crescent Hawthorne Crescent at Glendale Drive Northbound on Hawthorne Crescent Hawthorne Crescent at Parkside Drive Eastbound on Hawthorne Crescent Herford Street at North Street Northbound on Herford Street Herford Street at Wellington Street Westbound on Herford Street Hickory Lane at Holland Gate Eastbound & Westbound on Hickory Lane Hickory Lane at Wilson Avenue Westbound on Hickory Lane Highland Drive at Hillyndale Road Northbound on Highland Drive Hilldrop Crescent at James Avenue Southbound on Hilldrop Crescent Hilldrop Crescent at Woodland Crescent Northbound on Hilldrop Crescent Hilliker Alley at Durham Street Northbound & Southbound on Hilliker Alley Hilliker Alley at Elgin Street Southbound on Hilliker Alley Hillside Drive at Birch Drive Eastbound on Hillside Drive Hillside Drive at Hillyndale Road Westbound on Hillside Drive Hillyndale Road at Potters Road Eastbound on Hillyndale Road Hogarth Drive @ Esseltine Drive Northbound on Hogarth Drive Hogarth Drive at Weston Drive 2-Westbound on Hogarth Drive Hogarth Drive at Weston Drive Eastbound on Hogarth Drive Holland Gate at Baldwin Street Southbound on Holland Gate Holland Gate at Clear Valley Drive Northbound on Holland Gate Hollier Drive at Hogarth Drive Northbound on Hollier Drive Hollier Drive at Weston Drive Eastbound on Hollier Drive Howe Avenue at Denrich Avenue Northbound on Howe Avenue Howe Avenue at Segal Drive Southbound on Howe Avenue Howe Avenue at Trottier Drive Northbound on Howe Avenue Hurley Avenue at Wilson Avenue Northbound on Hurley Avenue Page 658 of 817 Page 49 of 85 INTERSECTION FACING TRAFFIC Hunter Crescent at Windemere Avenue Northbound & Southbound on Hunter Crescent Huntley Avenue at Livingston Drive Southbound on Huntley Avenue Huntley Avenue at North Street East Northbound on Huntley Avenue Hurley Avenue at Clarence Street Southbound on Hurley Avenue Hyman Street at Tillson Avenue Westbound on Hyman Street Jackson Court at Wilson Avenue 2-Westboound on Jackson Court James Avenue at North Street Southbound on James Avenue James Avenue at Quarter Town Line Road Eastbound & Westbound on James Street James Avenue at Woodland Crescent Westbound on James Avenue Jane Street at Lowrie Crescent Westbound on Jane Street Jane Street at Parkdale Drive Eastbound on Jane Street Jean Ferrie Court Westbound on Jean Ferrie Court John Pound Road at Highway #3 Southbound on John Pound Road John Street at Broadway Westbound on John Street John Street at Reynolds Drive Eastbound on John Street Jones Crescent at Jones Crescent Westbound on Jones Crescent Jones Crescent at Weston Drive Southbound on Jones Crescent Joseph Street at Maple Lane Westbound & Eastbound on Joseph St. Joseph Street at Tillson Avenue Westbound on Joseph Street Judy Avenue at Trottier Drive Northbound on Judy Avenue Judy Avenue at Segal Drive Southbound on Judy Avenue Kara Lane at Kara Lane Southbound on Kara Lane Kamps Crescent at Denrich Avenue Westbound and Southbound on Kamps Crescent Keba Crescent at Keba Crescent Southbound on Keba Crescent Keba Crescent at Braun Avenue Eastbound on Braun Avenue King Street at Bridge Street Northbound & Southbound on King Street King Street at Brock Street Southbound on King Street King Street at Concession Street Northbound & Southbound on King Street King Street at Durham Street Northbound & Southbound on King Street King Street at Elgin Street North & Southbound on King Street King Street at Fourth Street North & Southbound on King Street Lady Avenue at Baldwin Street Northbound on Lady Avenue Lady Avenue at Ridge Boulevard Southbound on Lady Avenue Lamers Court at Devonshire Avenue Southbound on Lamers Court Langrell Avenue at Quarter Townline Road Westbound on Langrell Avenue Lark Street at Canary Street Northbound on Lark Street Lark Street at Keba Crescent Eastbound on Lark Street Lincoln Street at Goshen Road Eastbound on Lincoln Street Lincoln Street at Tillson Street West & Eastbound on Lincoln Street Lincoln Street at Vienna Road Westbound on Lincoln Street Page 659 of 817 Page 50 of 85 INTERSECTION FACING TRAFFIC Lindsay Street at Magnolia Drive Eastbound on Lindsay Street Lindsay Street at Tillson Avenue Westbound on Lindsay Street Lisgar Avenue at Broadway Westbound on Lisgar Avenue Lisgar Avenue at Bridge Street Northbound & Southbound on Lisgar Avenue Lisgar Avenue at Brock Street Southbound on Lisgar Avenue Lisgar Avenue at Concession Street Northbound & Southbound on Lisgar Avenue Lisgar Court at Concession Street 2-Southbound on Lisgar Court Livingston Drive at Coulthard Street Westbound on Livingston Drive Livingston Drive at Huntley Avenue Eastbound on Livingston Drive London Street at Bidwell Street Eastbound & Westbound on London Street London Street at Broadway Eastbound & Westbound on London Street London Street at Oxford Street Eastbound on London Street Lorriane Avenue at Potters Road Eastbound on Lorriane Avenue Lot 7A at Harvey Street 2-Westbound on Lot 7A Lowrie Crescent at Dereham Drive Southbound on Lowrie Crescent Lowrie Crescent at Wilson Avenue Northbound on Lowire Crescent Lyndale Road at Glendale Drive Southbound on Lyndale Road Magnolia Drive at Barker Street Northbound on Magnolia Drive Magnolia Drive at Peach Street Eastbound & Westbound on Magnolia Drive Mallard Street at Braun Avenue Eastbound on Mallard Street Maple Court at Concession Street Northbound on Maple Court Maple Court at Maple Lane Southbound on Maple Court Maple Lane at Brock Street East Northbound & Southbound on Maple Lane Maple Lane at Concession Street North & Southbound on Maple Lane Maple Lane at Joseph Street Northbound on Maple Lane Maple Villa Court at Concession St East Southbound on Maple Villa Court Martin Street at Canary Street Northbound & Southbound on Martin Street Martin Street at Lark Street Southbound on Martin Street Mary Street at Joseph Street Southbound on Mary Street Mary Street at Kara Lane Northbound on Mary Street McDonald Court at Wilson Avenue Westbound on McDonald McGuire Crescent (West Lag) at Glendale Drive Northbound on McGuire Crescent McGuire Crescent (East Lag) at Glendale Drive Northbound on McGuire Crescent McKenzie Street at Harvey Street Westbound on McKenzie Street Monice Street at Barker Street Westbound on Monice Street Moose Street at Broadway Street Eastbound on Moose Street Morning Glory Drive at Crocus Avenue Northbound on Morning Glory Drive Morning Glory Drive at Trillium Drive Southbound on Morning Glory Drive Myrtle Street at William Street Northbound on Myrtle Street Page 660 of 817 Page 51 of 85 INTERSECTION FACING TRAFFIC Nancy Court at Glendale Drive Southbound on Nancy Court Neff Alley at Ball Street Eastbound and Westbound on Ball St. Neff Alley at Goshen Street Eastbound on Goshen Street Neff Alley at Ontario Street Eastbound and Westbound on Neff Alley Neff Alley at Tillson Street Westbound on Neff Alley Nelson Street at Tillson Avenue Westbound on Nelson Street Nelson Street at Wellington Street Eastbound on Nelson Street Niagara Street at Broadway Eastbound on Niagara Street Niagara Street at Victoria Street Westbound on Niagara Street Northern Lane at North Street East Southbound on Northern Lane North Street at Tillson Avenue Eastbound & Westbound on North Street North Street West at Quarter Town Line Road Eastbound & Westbound on North Street West Northview Drive at Quarter Townline Road Westbound on Northview Drive Oak Street at Earle Street Southbound on Oak Street Oak Street at Tillson Street Eastbound on Oak Street Old Vienna Road at Simcoe Street Northbound on Old Vienna Road Old Vienna Road at Vienna Road Southbound on Old Vienna Road Ontario Street at Duncan Street Northbound & Southbound on Ontario Street Ontario Street at Lincoln Street Northbound & Southbound on Ontario Street Ontario Street at Simcoe Street Northbound on Ontario Street Otter Court at Demeyere Avenue Westbound on Otter Court Owl Drive at Tanager Drive Eastbound on Owl Drive Owl Drive at Woodcock Drive Westbound on Owl Drive Palmer Alley at Sanders Street Southbound on Palmer Alley Palmer Alley at Hardy Avenue Southbound on Palmer Alley Park Avenue at Concession Street Southbound on Park Avenue Park Avenue at Gowrie Street Northbound on Park Avenue Parkdale Avenue at Charlotte Avenue 2-Eastbound on Parkdale Park Drive at North Street West Northbound on Park Drive Park Drive at Park Place Southbound on Park Drive Park Place at Quarter Townline Road Westbound on Park Place Parkdale Avenue at Charlotte Avenue 2-Eastbound on Parkdale Avenue Parkside Drive at Glendale Drive Northbound on Parkside Drive Parkwood Drive at Concession Street Northbound & Southbound on Parkwood Drive Parkwood Drive at Demeyere Avenue North & Southbound on Parkwood Drive Parkwood Court at Parkwood Drive Westbound on Parkwood Court Peach Street at Barker Street Northbound & Southbound on Peach Street Peach Street at Kara Lane Southbound on Peach Street Page 661 of 817 Page 52 of 85 INTERSECTION FACING TRAFFIC Peach Street at Magnolia Drive Northbound & Southbound on Peach Street Pearl Street at Maple Lane Eastbound & Westbound on Pearl Street Pearl Street at Tillson Avenue Westbound on Pearl Street Pheasant Court at Woodcock Drive Southbound on Pheasant Court Pine Avenue at Earle Street Northbound & Southbound on Pine Avenue Pine Avenue at Simcoe Street Northbound on Pine Avenue Pine Street at Maple Lane Eastbound & Westbound on Pine Street Pine Street at Pearl Street Northbound on Pine Street Pine Street at Tillson Avenue Westbound on Pine Street Poplar Street at Allen Street Northbound on Poplar Street Poplar Street at Glendale Drive Southbound on Poplar Street Primrose Drive at Crocus Avenue Northbound on Primrose Drive Primrose Drive at Trillium Drive Southbound on Primrose Drive Prospect Street at Broadway Eastbound on Prospect Street Prospect Street at Bidwell Street Westbound on Prospect Street PUC Alley at Elgin Street Southbound on PUC Alley PUC Alley at Durham Street Northbound on PUC Alley Quarter Town Line Road at Baldwin Street Northbound and Southbound on Quarter Town Line Road Quarter Town Line Road at Concession Street North & Southbound on Quarter Town Line Road Quarter Town Line Road at North Street Northbound & Southbound on Quarter Town Line Road Queen Street at Bridge Street Northbound & Southbound on Queen St. Queen Street at Concession Street Northbound & Southbound on Queen St. Queen Street at Durham Street North & Southbound on Queen St. Queen Street at Elgin Street Northbound & Southbound on Queen St. Queen Street at Fourth Street Northbound & Southbound on Queen St. Queen Street at Lisgar Avenue Southbound on Queen Street Railway Alley at Denton Avenue Westbound on Railway Alley Railway Alley at Gowrie Street Southbound on Railway Alley Reid Street at Concession Street West Northbound on Reid Street Reid Street at Wilson Avenue Southbound on Reid Street Ridge Boulevard at Woodhaven Drive Westbound on Ridge Boulevard Ridgeview Avenue at Vienna Road (Hwy #19) Eastbound on Ridgeview Avenue Ridout Street at Bidwell Street Eastbound & Westbound on Ridout Street Ridout Street at Harvey Street Eastbound on Ridout Street Ridout Street at Rolph Street Westbound on Ridout Street Richard Court at Lady Avenue Westbound on Richard Court Robin Road at Bobolink Drive Northbound on Robin Road Robin Road at Owl Drive Southbound on Robin Road Page 662 of 817 Page 53 of 85 INTERSECTION FACING TRAFFIC Rodgers Street at Tillson Avenue Westbound on Rodgers Street Rokeby Side Road at Bell Mill Side Road Eastbound on Rokeby Side Road Rolph Street at Baldwin Southbound on Rolph Street Rolph Street at Bear Street North & Southbound on Rolph Street Rolph Street at Concession Street Northbound on Rolph Street Rosalynn Circle at Allen Street Eastbound on Rosalynn Circle Ross Street at Gowrie Street Southbound on Ross Street Rouse Street at Young Street Westbound on Rouse Street Rouse Street at Vienna Road Eastbound & Westbound on Rouse Street Sanders Street at Broadway Westbound on Sanders Street Sanders Street at Reynolds Drive Eastbound on Sanders Streets Sanders Crescent at Dereham Drive Northbound on Sanders Crescent Sanders Crescent at Quarter Townline Road Westbound on Sanders Crescent Sandy Court at Tillson Avenue Eastbound on Sandy Court Seaton Crescent at Beretta Street Southbound on Seaton Crescent Seaton Crescent at Harvest Avenue Westbound on Seaton Crescent Second Street at Delevan Crescent Westbound on Second Street Second Street at Lisgar Avenue Eastbound on Second Street Segal Drive at Trottier Drive Westbound on Segal Drive Seres Drive at Wilson Avenue 2-Eastbound on Seres Drive Sierra Street at Trailview Drive Westbound on Sierra Street Sierra Street at Victoria Way Eastbound on Sierra Street Sinclair Drive at Wilson Avenue 2-Eastbound on Sinclair Drive Southridge Road at Quarter Townline Road Eastbound on Southridge Road Southridge Road at Dogwood Drive Westbound on Southridge Road Spruce Street at Vienna Road Westbound on Spruce Street Spruce Street at Bell Mill Side Road Eastbound on Spruce Street Stoney Court at Van Norman Drive Eastbound on Stoney Court Stubbs Court at Cedar Street Eastbound on Stubbs Court Sycamore Drive at Beech Street Westbound on Sycamore Drive Sycamore Drive at William Street Eastbound on Sycamore Drive Tanager Drive at Falcon Drive Eastbound on Tanager Drive Tanager Drive at Falcon Drive Southbound on Tanager Drive Tanager Drive at Owl Drive Northbound on Tanager Drive Third Street at Delevam Crescent Westbound on Third Street Third Street at King Street Westbound on Third Street Third Street at Lisgar Avenue Eastbound & Westbound on Third Street Third Street at Queen Street Eastbound on Third Street Third Street at Tillson Avenue Eastbound on Third Street Thistle Court at Goldenrod Drive Westbound on Thistle Court Thomas Avenue at Demeyere Avenue 2-Southbound on Thomas Avenue Page 663 of 817 Page 54 of 85 INTERSECTION FACING TRAFFIC Thorncliffe Circle at Allen Street Southbound on Thorncliffe Circle Tillson Avenue at North Street Northbound on Tillson Avenue Tillson Street at Townline Road Southbound on Tillson Street Townline Road at Goshen Road Eastbound & Westbound on Townline Road Townline Road at Vienna Road Westbound on Townline Road Trailview Drive at Victoria Way Eastbound on Trailview Drive Trillium Drive at Quarter Town Line Road Eastbound on Trillium Drive Trottier Drive at Baldwin Street Southbound on Trottier Drive Trottier Drive at Segal Drive Southbound on Trottier Drive Tulip Drive at Southridge Road Northbound on Tulip Drive Tulip Drive at Trillium Drive Southbound on Tulip Drive Valley Road at Glenridge Road Northbound on Valley Road Valleyview Lane at Washington Grand Avenue Northbound & Southbound on Valleyview Lane Van Street at Old Vienna Road Eastbound on Van Street Van Norman Drive at Centennial Avenue Southbound on Van Norman Drive Van Norman Drive at Lisgar Avenue Southbound on Van Norman Drive Vance Drive at North Street Northbound on Vance Drive Venison Street at Rolph Street Eastbound & Westbound on Venison Street Venison Street at Bidwell Street Eastbound & Westbound on Venison Street Venison Street at Broadway Eastbound & Westbound on Venison Street Venison Street at Lisgar Avenue Eastbound on Venison Street Verna Drive at Tillson Street Eastbound on Verna Drive Victoria Street at Concession Street Southbound on Victoria Street Victoria Street at Glendale Drive Northbound on Victoria Street Victoria Way at Sanders Crescent Northbound on Victoria Way Victoria Way at Trailview Drive Westbound on Victoria Way Virginia Street at Adams Avenue Westbound on Virginia Street Wabash Road at Bell Mill Side Road East & Westbound on Wabash Road Washington Grand Avenue at Bidwell Street Eastbound & Westbound on Washington Grand Avenue Washington Grand Avenue at Broadway Eastbound on Washington Grand Avenue Washington Grand Avenue at Rolph Street Eastbound & Westbound on Washington Grand Avenue Welding Road at Sanders Street Southbound on Welding Road Wellington Street at Barker Street Southbound on Wellington Street Wellington Street at Clarke Street Northbound on Wellington Street Wellington Street at North Street Northbound on Wellington Street Westfield Drive at Quarter Town Lin Road Eastbound on Driveway Weston Drive at Baldwin Street Northbound on Weston Drive Weston Drive at Esseltine Drive Northbound on Weston Drive Whispering Pine Lane at Baldwin Street Northbound on Whispering Pine Lane Wilkins Crescent at Wilson Avenue Westbound on Wilkins Crescent Page 664 of 817 Page 55 of 85 INTERSECTION FACING TRAFFIC Wilkins Crescent at Wilkins Crescent Northbound on Wilkins Crescent William Street at Quarter Town Line Road Eastbound on Williams Street William Street at Beech Street Westbound on William Street Wilson Avenue at Baldwin Street Southbound on Wilson Avenue Wilson Avenue at Charlotte Avenue Eastbound & Westbound on Wilson Avenue Wilson Avenue at Denrich Avenue Eastbound on Wilson Avenue Wilson Avenue at Dereham Drive Northbound & Southbound on Wilson Avenue Windemere Avenue at Allen Street Northbound on Windemere Avenue Windemere Avenue at Winona Drive Southbound on Windemere Avenue Winona Drive at Adams Avenue Eastbound on Winona Drive Winona Drive at Glendale Drive Westbound on Winona Drive Wolf Street at Bidwell Street Eastbound & Westbound on Wolf Street Wolf Street at Broadway Eastbound on Wolf Street Wolf Street at Rolph Street Westbound on Wolf Street Woodcock Drive at Bobolink Drive Northbound on Woodcock Drive Woodcock Drive at North Street Southbound on Woodcock Drive Woodhaven Drive at Baldwin Street Northbound on Woodhaven Drive Woodhaven Drive at Woodhaven Drive Eastbound on Woodhaven Woodland Crescent at North Street Southbound on Woodland Crescent Woodland Crescent at Quarter Town Line Road Eastbound on Woodland Crescent Woodside Drive at Hilldrop Crescent Eastbound on Woodside Drive Woodside Drive at Woodland Crescent Westbound on Woodside Crescent Wren Court at Woodcock Drive Northbound on Wren Court Young Street at Vienna Road Eastbound on Young Street Schedule 10: Designated Yield Signs INTERSECTION FACING TR AFFIC Merging lane Broadway to North St W Westbound on North St W Merging lane Broadway to North St E Eastbound on North St E Merging lane Tillson Ave to North St E Eastbound on North St E Merging lane North St E to Cranberry Rd Northbound on Cranberry Rd Merging lane North St W to Tillson Ave Southbound on Tillson Ave Merging lane Cranberry Rd to North St E Westbound on North St E Merging lane Simcoe St to Tillson Ave Northbound on Tillson Ave Page 665 of 817 Page 56 of 85 INTERSECTION FACING TR AFFIC Merging Lane Simcoe Street to Vienna Road Southbound on Vienna Road Merging lane Vienna Rd to Highway 3 Westbound on Highway 3 Merging lane Highway 3 to Highway 19 Northbound on Highway 19 Merging lane Highway 19 to Highway 3 Eastbound on Highway 3 Merging lane Highway 3 to Vienna Rd Southbound on Vienna Rd Merging lane John Pound Rd to Highway 3 Westbound on Highway 3 Schedule 11: One Way Streets HIGHWAY FROM TO DIRECTION Hale Street Coon Alley Rolph Street West/East Fox Alley Venison St W 40 meters South of Venison St W North Schedule 12: Through Highways HIGHWAY FROM TO Allen Street Northerly limits of Adams Avenue Easterly limits of Glendale Drive Baldwin Street Easterly limits of Quarterline W esterly limits of Broadway Bear Street W esterly limits of Rolph Street W esterly limits of Broadway Bell Mill Road Southerly limits of Townline Road Southerly limits of W abash Road Bidwell Street Southerly limits of Prospect Street Southerly limits of Baldwin Street Bidwell Street Northerly limits of Baldwin Street Southerly limits of W ashington Grand Avenue Bidwell Street Northerly limits of W ashington Grand Avenue Southerly limits of Bear Street Bidwell Street Northerly limits of Bear Street Southerly limits of Concession Street Bridge Street East Easterly limits of Broadway W esterly limits of Lisgar Avenue Bridge Street East Easterly limits of Lisgar Avenue W esterly limits of Tillson Avenue Broadway Southerly limits of London Street Northerly Town limits Broadway Easterly limits of Broadway W esterly limits of Harvey Street Brock Street Easterly limits of Tillson Avenue Easterly limits of Maple Lane Page 666 of 817 Page 57 of 85 HIGHWAY FROM TO Brock Street Easterly limits of Broadway W esterly limits of Harvey Street Brock Street Easterly limits of Harvey Street W esterly limits of Tillson Avenue Cedar Street Southerly limits of Simcoe Street Northerly limits of Lincoln Street Charlotte Avenue Southerly limits of Concession Street Northerly limits of Dereham Street Concession Street W est Town limits of Broadway W esterly limits of Lisgar Avenue Concession Street Easterly limits of Lisgar Avenue W esterly limits of Tillson Avenue Concession Street Easterly limits of Tillson Avenue CPR Railway Crossing Concession Street Easterly limits of Tillson Avenue W esterly limits of Maple Lane Concession Street Easterly limits of Maple Lane East Town Limit Dereham Drive Easterly limits of Sanders Crescent Northerly limits of Baldwin Street Devonshire Avenue Easterly limits of Broadway Northerly limits of Lisgar Avenue Duncan Street Easterly limits of Tillson Avenue W esterly limits of Goshen Street Durham Street Easterly limits of Lisgar Avenue W esterly limits of Tillson Avenue Elgin Street W esterly limits of Queen Street W esterly limits of Tillson Avenue Falcon Road Northerly limits of North Street Northerly limits of Owl Drive Fourth Street Easterly limits of Lisgar A venue Westerly limits of Tillsonburg Glendale Drive Northerly limits of Camdon Court Westerly limits of Broadway Goshen Street Southerly limits of Simcoe Street Southerly limits of Townline Road Gowrie Street Easterly limits of Broadway Easterly limits of Park Avenue Bridge/Venison Street Easterly limits of Broadway Westerly limits of Tillson Avenue Hardy Avenue Northerly limits of Sanders Street Easterly limits of Hardy Avenue Harvey Street Northerly limits of Brock Street Northerly limits of Ridout Street Hillyndale Road Northerly limits of Potters Road Northerly limits of Birch Drive John Street Easterly limits of Broadway Entrance to Memorial Park John Pound Road Southerly limits of London Street Northerly limits of Kings Hwy #3 King Street Southerly limits of Fourth Street Northerly limits of Concession Street Lincoln Street Westerly limits of Goshen Street Easterly limits of Tillson Street Lincoln Street Westerly limits of Tillson Street Easterly limits of Vienna Road Lisgar Avenue Southerly limits of Bridge Street Northerly limits of Brock Street Lisgar Avenue Northerly limits of Hale Street Southerly limits of Concession Street Page 667 of 817 Page 58 of 85 HIGHWAY FROM TO Lisgar Avenue Northerly limits of Concession Street Easterly limits of Broadway Lorraine Avenue Northerly limits of Birch Drive Northerly limits of Potters Road North Street Westerly limits of Woodland Crescent Westerly limits of Broadway *North Street Easterly limits of Broadway Easterly limits of Angus Street Oxford Street Easterly limits of Broadway Easterly limits of Tillson Avenue Parkwood Drive Easterly limits of Maple Lane Southerly limits of Concession Street Potters Road Northerly limits of Simcoe Street Westerly limits of North Townline Road Quarter Town Line Road Southerly limits of Baldwin Street Southerly limits of Concession Street Quarter Town Line Road Northerly limits on Concession Street Southerly limits of North Street Quarter Town Line Road Northerly limits of North Street Northerly limits of Fairview Street Queen Street Northerly limits of Concession Street Southerly limits of Fourth Street Rolph Street Northerly limits of Baldwin Street Southerly limits of Bear Street Rolph Street Northerly limits of Bear Street Southerly limits of Concession Street Sanders Street Easterly limits of Broadway Entrance to Memorial Park Simcoe Street *from Vienna Road East Easterly limits of Tillson Avenue Westerly limits of Townline Road Tanager Drive Northerly limits of Owl Drive Northerly limits of Bobolink Drive *Tillson Avenue Northerly limits of Oxford Street Southerly limits of North Street *Tillson Avenue Northerly limits of North Street CPR Railway Crossing Tillson Street Southerly limits of Simcoe Street Northerly limits of Townline Road Townline Road Easterly limits of Vienna Road Westerly limits of Goshen Street Townline Road Easterly limits of Goshen Street Westerly limits of North Townline Trottier Drive Northerly limits of Baldwin Street Northerly limits of Segal Drive Van Norman Drive Northerly limits of Lisgar Avenue Northerly limits of Centennial Avenue Victoria Street Northerly limits of Concession Street Southerly limits of Glendale Drive Vienna Road Southerly limits of Simcoe Street Northerly limits of Kings Hwy #3 Page 668 of 817 Page 59 of 85 HIGHWAY FROM TO Vienna Road Southerly limits of Kings Hwy #3 CNR Wabash Railway Crossing Wilson Avenue Easterly limits of Charlotte Avenue Northerly limits of Denrich Avenue Wilson Avenue Southerly limits of Denrich Avenue Northerly limits of Baldwin Street Woodcock Drive Northerly limits of North Street Southerly limits of Bobolink Drive Note: *denotes County Roads within jurisdiction of Municipality Schedule 13: Heavy Traffic Routes HIGHWAY FROM TO PERMITTED TIME Broadway Northern Limit John Pound Road 24 Hours Concession Street W estern Limit Maple Lane 24 Hours John Pound Road Broadway Highway No. 3 24 Hours North Street W estern Limit Eastern Limit 24 Hours Oxford/Simcoe Street Broadway Eastern Limit 24 Hours Tillson Avenue Simcoe Street North Street 24 Hours Vienna Road Simcoe Street Southern Limit 24 Hours Schedule 14: Reduced Load Limit HIGHWAY FROM TO PERMITTED TIME Rokeby Road Bell Mill Side Road Southern Limit 24 Hours Newell Road Baldwin Street W estern Limit 24 Hours Concession St. W est Broadway W estern Limit 24 Hours Cranberry Road North Street Northern Limit 24 Hours Schedule 15: School Bus Loading Zones Page 669 of 817 Page 60 of 85 HIGHWAY SIDE PLACE TIME OR DAY Frances Street South St. Joseph School Anytime Southridge Road North Southridge School Anytime Schedule 16: Pedestrian Crossovers HIGHWAY LOCATION Broadway 25 m from South Side of W ashington Grant to middle of crosswalk Lisgar Avenue At the intersection with Devonshire Avenue W ilson Avenue 184 m from South Side of Dereham Drive to the centre of crosswalk Broadway Glendale Drive and Broadway intersection Broadway 130 m South of Moose Street Quarter Town Line At the intersection with Glendale Drive Quarter Town Line At the intersection with South Ridge Road Quarter Town Line 106 m South of Dereham Drive Quarter Town Line At the East leg of Veteran’s Walkway Tillson Avenue At the intersection of Fourth Street Schedule 17 (a): Higher Speed Limits HIGHWAY FROM TO MAXIMUM R ATE OF SPEED Broadway (Hwy 19) North Street North Town Limit 60 km/hr *Simcoe Street Easterly Town Limit 400 m W est of Easterly Town Limit 60 km/hr Vienna Road Simcoe Street South Town Limit 60 km/hr Schedule 17 (b): Lower Speed Limits Page 670 of 817 Page 61 of 85 HIGHWAY FROM TO LOWER RATE OF SPEED Francis Street 144 m East of Tillson Avenue 45 m W est of Kara Lane 40 km/hr Glendale Drive 22 m South of Allen Street 35 m W est of Victoria Street 40 km/hr Hardy Avenue Sanders Street Lisgar Avenue 40 km/hr Maple Lane 82 m South of Concession Street 150 m North of Brock Street East 40 km/hr Quarter Town Line 6 m North of Fairway Hills Blvd 104 m North of Glendale Drive 40 km/hr Sept 1-June 30- When Flashing 8:00am- 8:45am, 11:30am-12:30pm, 2:45pm-3:30pm Quarter Town Line 110 m North of Langrell Avenue 150 m North of North Town Limits 40 km/hr Sept 1-June 30- When Flashing 8:15am- 9:15am, 1:00-2:00pm, 3:15pm-4:00pm Quarter Town Line 60 m South of Sanders Crescent 150 m North of Dereham Drive 40 km/hr Sept 1-June 30- When Flashing 8:15am-9:15am, 1:00pm-2:00pm, 3:15pm-4:00pm Rolph Street 11 m North of Brock Street W est 17 m South of Bear Street 40 km/hr Southridge Road Quarter Town Line Road Dogwood Drive 40 km/hr Tillson Avenue 1 m North of Brock Street East Concession Street 40 km/hr Wilson Avenue Baldwin Street Charlotte Avenue 40 km/hr Page 671 of 817 Page 62 of 85 Schedule 18: Agreement with Owner of Roadway Regarding Fire Routes By-law THIS AGREEMENT made in duplicate this Day of ________, 2001 BETW EEN: THE CORPORATION OF THE TOW N OF TILLSONBURG Here in after called ''Town'' of the FIRST PART. AND: hereinafter called the "Owner'' of the SECOND PART. WHEREAS the Owner is the registered owner of the lands and premises in the Town of Tillsonburg known for municipal purposes as upon which have been laid out certain private roadways identified in the schedule hereto which the Owner had requested be designated and administered by the Town as fire routes pursuant to section 210(52) of The Municipal Act. R.S.O. 1990, c.M.45. NOW THEREFORE THIS AGREEMENT WITNESSETH that for good and valuable consideration now paid by the Town to the Owner, the receipt and sufficiency of which is hereby acknowledged by the Owner: 1. The Owner consents during the term of this agreement to the designation by the Town of the private roadways identified in the schedule hereto as fire routes pursuant to section 210 (52) of the Municipal Act, R.S.O. 1990, c. M.45, and to the full and free administration and enforcement with respect to such private roadways of by-laws pertaining to the fire routes including, but without restricting the generality of the foregoing, the right of free and unhindered entry and re-entry at all times upon the Owner's lands and premises by the Town's employees, servants and agents and by municipal by-law enforcement officers. Constables and Officers appointed for the carrying out of the provisions of The Highway Traffic Act for the purposes of erecting, maintaining and removing official signs, prohibiting parking, and ticketing, removing and impounding vehicles parked or left along the fire routes. 2. The Owner covenants and agrees: a) that the Town shall be responsible for initially erecting official signs and standards for which the Owner shall pay to the Town $ at the time of application and the material and labour costs of the Town of erecting official signs and standards in accordance with its Municipal Maintenance Page 672 of 817 Page 63 of 85 Management System; b) that once official signs are erected, the Owner shall be responsible for their maintenance at his expense in accordance with the standards of the Town; c) that the Town shall have the right to remove or re- erect official signs; d) that the Town shall have the right to remove any signs which may conflict or may be confused with official signs; e) that the Owner shall not permit anything to be done which obstructs the plain view of any official sign by the driver of a vehicle along a fire route; f) the Owner shall at all times keep the fire route in good repair, free and clear of any obstruction, excavation, object or thing likely to hinder, obstruct or interfere with the movement of a fire truck or emergency vehicle along the fire route. 3. The Owner releases the Town from all manner of debts, claims, demands, causes of action or suits which the Owner may now or hereaf ter have against the Town, its employees, servants or agents in respect of any matter contained in or arising from this agreement. 4. The Owner agrees that this agreement shall continue in full force and effect from the date Hereof until terminated by the Town upon one month's prior written notice delivered personally or sent by First Class Mail to the Owner at his last known address. 5. This agreement shall inure to the benefit of and be binding upon the Town and the Owner, and their respective heirs, executors, administrators, successors, and assigns, as the case maybe. IN W ITNESS W HEREOF the Owner has here unto set his hand and seal or affixed its corporate seal attested to by the hands of its proper officers duly authorized in that behalf , as the case may be. SIGNED, SEALED AND DELIVERED In the presence of Page 673 of 817 Page 64 of 85 Schedule 19: Accessible Parking Spaces HIGHWAY SIDE LOCATION Broadway East Ninth & Tenth space North of Oxford Broadway East Eighth & Ninth space North of Brock Street East Broadway East Twelveth & Thirteenth space North of Ridout East Broadway East Sixth & Seventh space North of Washington Grand Ave Broadway West Seventh & Eighth space North of Baldwin Street Broadway West Seventh & Eighth space North of Brock Street West Street Brock St. W . North First space W est of Broadway Brock St. W . North First space East of Bidwell Street Brock St. W . North W est of Bidwell Street Brock St. E. South First space east of Broadway Harvey Street East 103.3 m North of Brock Street East to 115.6 m North of Brock Street East Ridout St. W . North First space W est of Broadway Ridout St. E. South First space East of Broadway Rolph St. East 50.8 m North of Venison Street W est to 58 m North of Venison St. W . W ashington Grand Avenue South First space W est of Broadway Parking Lots PARKING LOT LOCATION Community Centre First six spaces East of Senior Citizen’s Entrance – North side of One-W ay access Community Centre Three Spaces W est of swimming pool – East of Hardy Avenue Community Centre Three spaces East Entrance off Memorial Arena Parking Lot Community Centre Two spaces West of Hardy Ave – Skate Park parking lot Community Centre Three spaces North of Outdoor Recreational Pad Page 674 of 817 Page 65 of 85 PARKING LOT LOCATION Community Centre Three spaces East of Senior Citizen’s Entrance at the easterly limit of South Side of the One W ay access Fire Hall Parking Lot First space North of Firehall OPP Lot First space East of Main Entrance Lot 1A Four spaces – South/West corner of lot Lot 2A Two spaces on North W est Entrance, 2 spaces North East Entrance, 1 space North East corner, 1 space South East corner, 2 spaces W est side of Parking Lot Lot 3A Two spaces – North East corner of lot Lot 3A Three spaces – North West corner of lot Lot 4A Two spaces – North East corner of lot Lot 5A Two spaces – North side (15 Oxford St) Lot 6A Eight spaces – South of Canadian Tire Store Lot 7A Eight spaces – East of 200 Broadway (Tillsonburg Town Centre) Lot 8A Four spaces – East side of lot Lot 9A Five spaces North West corner of lot Lot 10A Three spaces – South side of lot Lot 11A One space north side 4th space east of 15 Oxford St. Lot 11A One space – North side – 1st space East of sidewalk to Park Entrance Lot 1B First space East end of the North lane Lot 1B First space South East of Bidwell Street (St. Paul’s) Lot 1B One space – North West corner of lot Lot 2B First space North East of Bidwell Street Lot 2B Three spaces North West corner of lot Lot 3B Two spaces South East corner of lot Lot 3B Two spaces North of 40 Baldwin Street Lot 4B First space – South East corner of Lot Lot 4B Two spaces – South of 36 Bidwell Street Lot 5B Two spaces – South East corner of lot Lot 6B Two spaces – North East corner of lot Page 675 of 817 Page 66 of 85 Schedule 20: Agreement with Owner of Private Parking Lot Regarding Prohibited Parking By-law 2 103 THIS AGREEMENT made in duplicate this Day of ___________, 2001 BETWEEN: THE CORPORATION OF THE TOWN OF TILLSONBURG Here in after called "Town" of the FIRST PART. AND: hereinafter called the "'Owner'' of the SECOND PART. WHEREAS the Owner is the registered owner of the lands and premises in the Town of Tillsonburg known for municipal purposes as upon which have been laid out certain private parking lots identified in the schedule hereto which the Owner had requested be designated and administered by the Town as prohibited parking pursuant to section 210(131) of The Municipal Act. R.S.O. 1990, c.M.45. NOW THEREFORE THIS AGREEMENT WITNESSETH that for good and valuable consideration now paid by the Town to the Owner, the receipt and sufficiency of which is hereby acknowledged by the Owner: 1. The Owner consents during the term of this agreement to the designation by the Town of the private parking lots identified in the schedule hereto as prohibited parking pursuant to section 210 (131) of the Municipal Act, R.S.O. 1990, c. M.45. and to the full and free administration and enforcement with respect to such private parking lots of by-la ws pertaining to the parking lot including, but without restricting the generality of the foregoing, the right of free and unhindered entry and re-entry at all times upon the Owner's lands and premises by the Town's employees, servants and agents and by municipal by-law enforcement officers. Constables and Officers appointed for the carrying out of the provisions of t he Highway Traffic Act for the purposes of erecting, maintaining and removing official signs, prohibiting parking, and ticketing, removing and impounding vehicles parked or left along the fire routes. 2. The Owner covenants and agrees: a) that the Town shall be responsible for initially erecting official signs and standards for which the Owner shall pay to the Town $ at the time of Page 676 of 817 Page 67 of 85 application and the material and labour costs of the Town of erecting official signs and standards in accordance with its Municipal Maintenance Management System: b) that once official signs are erected, the Owner shall be responsible for their maintenance at his expense in accordance with the standards of the Town: c) that the Town shall have the right to remove or re-erect official signs; d) that the Town shall have the right to remove any signs which may conflict or may be confused with official signs; e) that the Owner shall not permit anything to be done which obstructs the plain view of any official sign by the driver of a vehicle in the parking lot; 2. The Owner releases the Town from all manner of debts, claims, demands, causes of action or suits which the Owner may now or hereafter have against the Town, its employees, servants or agents in respect of any matter contained in or arising from this agreement. 3. The Owner agrees that this agreement shall continue in full force and effect from the date Hereof until terminated by the Town upon one month's prior written notice delivered personally or sent by First Class Mail to the Owner at his last known address. 4. This agreement shall inure to the benefit of and be binding upon the Town and the Owner and their respective heirs, executors, administrators, successors, and assigns, as the case maybe. IN WITNESS WHEREOF the Owner has here unto set his hand and seal or affixed its corporate seal attested to by the hands of its proper officers duly authorized in that behalf, as the case may be. SIGNED, SEALED AND DELIVERED In the presence of Page 677 of 817 Page 68 of 85 Schedule 21: Parking Permit Fee The monthly fee per vehicle is $50.00 a month. Schedule 22: Designated On-Street Parking HIGHWAY SIDE LOCATION TIME OR DAYS London Street East South 2 Parking spaces adjacent to 29 London Street East Roll No. 020 020 3260 0000 PIN - 000370103 Anytime Washington Grand North/West 2 Parking Spaces adjacent to 71 Washington Grand Avenue Roll No. 040 040 44300 0000 PIN - 00033 0045 Anytime Schedule 23: No Heavy Trucks HIGHWAY SIDE FROM TO TIME OF DAY COMMENTS Newell Road Both Directions West Town Limit Baldwin Street All Day Baldwin Street Both Directions Quarter Town Line Broadway All Day Quarter Town Line Both Directions Baldwin Street Broadway/Highway 19 All Day Schedule 24: Community Safety Zone HIGHWAY FROM TO TIME OR DAYS Wilson Avenue Baldwin Street Charlotte Avenue Anytime Page 678 of 817 Page 69 of 85 Figure 1: Parking Permit. Page 679 of 817 Page 70 of 85 Figure 2: Official Map Downtown Area Page 680 of 817 Page 71 of 85 Figure 3: Official Map Heavy Truck Routes Page 681 of 817 Page 72 of 85 Figure 4: Official Map Reduced Load Page 682 of 817 Page 73 of 85 Figure 5: Official Sign Fire Route Page 683 of 817 Page 74 of 85 Figure 6: Official Sign Accessible Person’s Page 684 of 817 Page 75 of 85 Figure 7: Official Map Municipal Parking Lot Page 685 of 817 Page 76 of 85 Figure 8: Official Sign 2 Hour Parking Page 686 of 817 Page 77 of 85 Figure 9: Official Sign No Overnight Parking 2:00 a.m. to 6:00 a.m. Page 687 of 817 Page 78 of 85 Figure 10: Official Sign No Parking – Emergency Vehicle Parking Only Page 688 of 817 Page 79 of 85 Figure 11: Official Sign School Bus Loading Zone Page 689 of 817 Page 80 of 85 Figure 12: Official Sign No Parking – Loading Zone Page 690 of 817 Page 81 of 85 Figure 13: Official Sign No Stopping Page 691 of 817 Page 82 of 85 Figure 14: Official Sign Horse and Buggy Parking Only Page 692 of 817 Page 83 of 85 Figure 15: Official Sign Bus Stop Page 693 of 817 Page 84 of 85 Figure 16: Community Safety Zone Official Sign Figure 17: Community Safety Zone Begins Sign Figure 18: Community Safety Zone Ends Sign Page 694 of 817 Page 85 of 85 Figure 19: Official Sign Electric Vehicle Page 695 of 817 Page 1 of 3 Subject: Splash Pad Equipment Purchase Report Number: RCP 21-34 Department: Recreation, Culture & Parks Department Submitted by: Christopher Baird, Director of Recreation, Culture and Parks Department Meeting Type: Council Meeting Meeting Date: Monday, December 13, 2021 RECOMMENDATION THAT report RCP 21-34 Splash Pad Equipment Purchase, be received as information; AND THAT in accordance with Section 7(b) of Purchasing Bylaw 2020-070, Council approve the acquisition of the preferred splash pad equipment directly from OpenSpace Solutions Inc., Wellesley, Ontario to an upset limit of $150,000. BACKGROUND The purpose of this report is to obtain Council approval for staff to proceed with the direct purchase of specialized splash pad equipment and devices with the preferred manufacturer, in accordance with Section 7(b) of the Purchasing Policy. This will ensure the Town receives the best available equipment for the best possible price at a time when significant cost increases are imminent and supply chain difficulties could result in a delayed completion of the project. DISCUSSION Town staff have been working diligently with our design cons ultants on the new splash pad as well as the larger aquatic centre rehabilitation. As both of these projects will take very different paths and timelines, it was determined in the best interest of the Town to proceed with the splash pad first to ensure that it could be in full operation for the start of the 2022 summer season. At this stage, we anticipate issuing a tender for the construction of the project in early 2022. The splash pad is comprised of two main elements. Firstly, the large concrete pad area and associated civil works including electrical and sanitary sewer and water connections. The second component is much more specialized and includes mechanical pumps, filtration and chlorination systems as well as the splash pad devices and controls. Page 696 of 817 RCP 21-34 Page 2 of 3 In a traditional process, the splash pad construction and equipment would all be included in one tender document. For all of these reasons noted above, it has been highly recommended by our Consultant, that the Town must proceed with the equipment purchase at the earliest opportunity to lock-in pricing and delivery confirmation while avoiding unnecessary equipment mark-ups on specialized third-party products. The past 18 months has proven to be significantly challenging for the construction industry and the equipment supply chain. Not only is availability and delivery a challenge but the volatility of the product costs are becoming an equal concern. When faced with a firm grant-funding envelope, unanticipated cost increases and timeline delays could become a significant concerns for our project. In doing so, staff will require an approved Resolution of Council to proceed with the equipment purchase through direct sole source purchase. This is fully permitted within the Council approved Purchasing Policy (Bylaw 2020-070) which states: 7. Exceptions b) The Tendering, RFP or purchasing process may not be required where the Goods or Services are proprietary to one vendor, where there is only one supplier that can meet the Town’s needs within a reasonable distance or where the cost of changing suppliers for a product or service already in place is deemed to be exorbitant by the Treasurer. Upon written staff recommendations, Council shall, in its’ sole discretion determine whether a Bid, RFP or purchasing process may be forgone for these reasons. Such exemption must be granted by resolution. CONSULTATION This report has been prepared in consultation with the Recreation, Culture & Parks Department and the Director of Finance/Treasurer. FINANCIAL IMPACT/FUNDING SOURCE The anticipated equipment purchases from the preferred Vendor is approximately $150,000. This figure, as well as the related construction costs of $250,000 (total of $400,000), are fully funded through the ICIP approved grant. 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 Page 697 of 817 RCP 21-34 Page 3 of 3 ☐ 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 None. Page 698 of 817 Cultural, Heritage & Special Awards Committee Minutes Page 1 of 4 November 3, 2021 The Corporation of the Town of Tillsonburg CULTURE, HERITAGE AND SPECIAL AWARDS COMMITTEE November 3, 2021 4:30 p.m. Electronic MINUTES Present: Courtney Booth, Rosemary Dean, Carrie Lewis, Jason Pankratz, Collette Takacs, Tabitha Verbuyst, Councillor Penny Esseltine Also Present: Christine Wade, Chair of the Tillsonburg 150 Committee Absent with Regrets: Nisha Khan Staff Present: Ann Wright - Records & Legislative Coordinator Patricia Phelps - Curator/Manager of Culture & Heritage 1. Call to Order The meeting was called to order at 4:32 p.m. 2. Adoption of Agenda Resolution #1 Moved by: Carrie Lewis Seconded by: Courtney Booth THAT the Agenda as prepared for the Culture, Heritage and Special Awards Advisory Committee meeting of November 3, 2021, be adopted. Carried Page 699 of 817 Cultural, Heritage & Special Awards Committee Minutes Page 2 of 4 November 3, 2021 3. Adoption of Previous Minutes Resolution #2 Moved by: Jason Pankratz Seconded by: Courtney Booth THAT the Minutes as prepared for the Culture, Heritage and Special Awards Advisory Committee meeting of October 13, 2021, be adopted. Carried 4. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interests 5. Presentations None 6. General Business & Reports 6.1. 2021 Citizen of the Year – Update Update provided by Ann Wright. It was a successful event. 6.2. Listing in Municipal Heritage Register – Heritage Conservation District No update at this time as a report will be going to Council on November 8th. 6.3. Tillsonburg 150 Committee Update Provided an update of possible event activities. Christine Wade, Chair of the Tillsonburg 150 Committee was in attendance and presented a recommendation that was passed at their Committee meeting on November 2, 2021 to amend the Tillsonburg Ad Hoc Committee Terms of Reference follows: Moved by: Joan Weston Seconded by: Rosemary Dean 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: Page 700 of 817 Cultural, Heritage & Special Awards Committee Minutes Page 3 of 4 November 3, 2021 “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 The Cultural, Heritage and Special Awards Committee received the resolution as information and had no concerns with these amendments to the TOR. A report will go to Council for consideration at the November 22nd Council meeting stating that Cultural, Heritage Committee had no concerns with these amendments. Christine also presented a second resolution that was passed by the Tillsonburg 150 Committee meeting on November 2, 2021 as follows: 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 event. Carried The Cultural Heritage and Special Awards Committee supported and endorsed this request by way of the following resolution. Resolution #3 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 Dollars be transferred to be used for the Tillsonburg 150 events on July 1, 2022. Carried Christine excused herself from the meeting at 5:04 p.m. 7. Round Table A discussion was had regarding meeting format. Page 701 of 817 Cultural, Heritage & Special Awards Committee Minutes Page 4 of 4 November 3, 2021 8. Next Meeting Wednesday, December 1, 2021 at 4:30 p.m. 9. Adjournment Resolution #3 Moved by: Carrie Lewis Seconded by: Rosemary Dean THAT the November 3, 2021 Culture, Heritage and Special Awards Advisory Committee meeting be adjourned at 5:23 p.m. Carried Page 702 of 817 The Corporation of the Town of Tillsonburg Tillsonburg 150 Ad Hoc Committee November 16, 2021 5:00 p.m. Electronic Meeting MINUTES Present: Christine Wade – Chair, Joan Weston, Rosemary Dean , Collette Takacs Deputy Mayor Dave Beres joined the meeting at 5:25pm Absent with Regrets: Aleksandra Webber, Courtney Booth, Bill Geekie Also Present: Patty Phelps, Culture and Heritage Manager/Curator 1. Call to Order The meeting was called to order at 5:04 p.m. by Chair Christine Wade 2. Adoption of Agenda Resolution #1 Moved by: Joan Weston Seconded by: Collette Takacs THAT the Agenda as prepared for the Tillsonburg 150 Ad-Hoc Committee meeting of November 16, 2021, be adopted. Carried 3. Minutes of the Previous Meeting Resolution #2 Page 703 of 817 Tillsonburg 150 Ad Hoc Committee Minutes Page 2 of 2 November 16, 2021 Moved by: Rosemary Dean Seconded by: Joan Weston THAT the minutes of the Tillsonburg 150 Ad Hoc Committee meeting of November 2, 2021, be adopted. Carried 4. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest. 5. General Business and Reports 5.1. Tillsonburg 150 Event Chair presented a proposed Agenda for the July 1st event and the Committee Reviewed and discussed 5.2. Tillsonburg 150 Committee Task Log The task log was reviewed 6. Next Meeting December 7, 2021 at 5:00 p.m. 7. Adjournment Resolution #3 Moved by: Joan Weston Seconded by: Rosemary Dean THAT the November 16, 2021 Tillsonburg 150 Ad -Hoc Committee meeting be adjourned at 6:17 p.m. Carried Page 704 of 817 Page 1 of 3 The Corporation of the Town of Tillsonburg Boundary Adjustment Advisory Committee November 16, 2021 7:30 a.m. Electronic MINUTES Present: Andrew Burns, Dave Beres (Chair), Cedric Tomico, Jesse Goossens, Samantha Hamilton Staff present: Kyle Pratt, CAO Kennedy Atkinson, Acting Executive Assistant Cephas Panschow, Development Commissioner Eric Gilbert, Senior Planner for Oxford County 1. Call to Order The meeting was called to order at 7:32 a.m. 2. Adoption of Agenda Resolution #1 Moved by: Cedric Tomico Seconded by: Jesse Goossens THAT the Agenda as prepared for the Boundary Adjustment Advisory Committee meeting of November 16, 2021, be adopted. Carried 3. Minutes of the Previous Meeting Resolution #2 Page 705 of 817 Page 2 of 3 Moved by: Cedric Tomico Seconded by: Jesse Goossens THAT the Minutes as prepared for the Boundary Adjustment Advisory Committee meeting of October 19th, 2021, be adopted. Carried 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. Resolution #3 Moved by: Cedric Tomico Seconded by: Samantha Hamilton THAT the committee move into closed session at 7:37 a.m. to consider a proposed or pending Acquisition or disposition of land by the municipality or local board. Carried 5. Presentations 5.1 Eric Gilbert, Senior Planner, Oxford County Re: Oxford Planning Briefing Memo dealt with in Closed Session. 6. Round Table The Committee resumed open session at 8:11 a.m. 6. Next Meeting December 21, 2021 at 7:30 a.m. – This meeting has been rescheduled to January 18th 2021. It is requested that Eric Gilbert’s team provide information on Industrial land expansion. 7. Adjournment Resolution #4 Moved by: Jesse Goossens Seconded by: Andrew Burns Page 706 of 817 Page 3 of 3 THAT the November 16, 2021 Boundary Adjustment Advisory Committee meeting be adjourned at 8:15 a.m. Carried Page 707 of 817 Page 1 of 3 The Corporation of the Town of Tillsonburg Memorial Park Revitalization Advisory Committee November 17, 2021 4:30 p.m. Hybrid MINUTES Present: Ken Patterson, Mel Getty, Joan Weston, Rosemary Dean, Jane Ann McLean, Kim Sage Absent with Regrets: Terry Smith, Mike Cerna, Scott Vitias, Chris Baird Also Present: Chris Rosehart, Margaret Puhr 1. Adoption of Agenda Resolution #1 Moved by: 4:28 Ken Patterson Seconded by: Chrissy Rosehart THAT the Agenda as prepared for the Memorial Park Revitalization Advisory committee meeting of November 17, 2021, be adopted. Carried 2. Disclosures of Pecuniary Interest and the General Nature Thereof - none 3. Minutes of the Previous Meeting Page 708 of 817 Page 2 of 3 4. Presentations/Deputations - none 5. General Business & Reports 5.1. Staff update – there was a lot of work done in and around Memorial Park this year, around 30 trees were planted throughout the season, with the Rotary Club tree nursery also ready for replanting, Once locations for these are determined with the Director; members of committee expressed admiration for the cleanup and restoration efforts to the section near tennis courts, with the new paving and cleanup done by Rotary Club and staff. The proposed Dog Park expansion is currently on hold. The members also discussed the current processes for memorial trees and benches. They proposed investigating options other than memorial stones at the trees, instead plaques or perhaps a memorial wall with dedications. Also discussed were locations suitable for both trees and benches, long te rm planning and costs of upkeep. Staff will provide current procedures for review ahead of the next meeting for discussion. 5.2. Splash pad update – the project presentation done by A+Link Architects was shared with the committee, with the timeline for tenders falling into early 2022 with expected opening in June 2022. 5.3. Master Plan Report card review – as circulated to the members and amended. Resolution #2 Moved by: Joan Weston Seconded by: Ken Patterson THAT the list of Memorial Park Master Plan accomplishments and future priorities be presented to council and that the council endorse the outstanding items as presented. Carried 6. Next Meeting: January 19, 2022 – format TBD 7. Adjournment Resolution #2 Page 709 of 817 Page 3 of 3 Moved by: Rosemary Dean Seconded by: Jane Ann McLean THAT the November 17, 2021 Memorial Park Revitalization Advisory Committee meeting be adjourned at 5:02pm. 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 710 of 817 Page 1 of 3 The Corporation of the Town of Tillsonburg Affordable and Attainable Housing Advisory Committee November 24, 2021 4:15 p.m. Electronic MINUTES Present: Councillor Chris Parker (Chair), Cedric Tomico, Elyse Pelland, Suzanne Renken, Mayor Stephen Molnar, Gary Green, Rebecca Smith, Councillor Penny Esseltine, Suzanne Renken Staff Present: Kyle Pratt, CAO Cephas Panschow, Development Commissioner Kennedy Atkinson, Acting Executive Assistant Absent with Regrets: Lisa Lanthier Please be advised that Collette Takacs has resigned from the Affordable and Attainable Housing Advisory Committee and the Economic Development Committee will need to assign a new member to sit on this board. Also Present: 1. Call to Order The meeting was called to order at 4:17 p.m. 2. Adoption of Agenda Resolution #1 Moved by: Suzanne Renken Page 711 of 817 Page 2 of 3 Seconded by: Cedric Tomico THAT the Agenda as prepared for the Affordable and Attainable Housing Advisory Committee meeting of November 24, 2021, be adopted. Carried 3. Minutes of the Previous Meeting Resolution # 2 Moved by: Councillor Penny Esseltine Seconded by: Cedric Tomico THAT the minutes of the Affordable and Attainable Housing Advisory Committee meetings of October 27, 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 Community Living Tillsonburg – Current Housing Operations/ Needs. Collaboration – Presented by Kathryn Hudson, CEO Kathryn Hudson from Community Living presented to the Committee the mission of Community Living and the History behind their organization. Some of the services they offer include encouraging lifestyles for people that promote independence, and inclusion. They assist in daily living and personal management. 5.2 Tillsonburg Housing Rental Market Overview - Tillsonburg District Real Estate Board - Presented by David Bennett, President David Bennett discussed the rising prices of housing in Tillsonburg and the lack of building materials in addition to the rising costs of materials. It was questioned what the Boundary Adjustment Committee is looking to do in relation to expanding Tillsonburg. 5.3 Oxford County Community Health Centre – Key Housing Initiatives Presented by Abbie Boesterd, Outreach Worker, Jade Davies, Housing Stability Team, and Kathryn Leatherland, Executive Director, Multi-Service Centre Page 712 of 817 Page 3 of 3 Abbie Boesterd and Jade Davies from Oxford County Community Health Centre discussed the variety of services and programs they offer, such as RAAM (Rapid Access Addiction Medicine) and Housing. Kathryn Leatherland and Rebecca Sanders from the Multi Service Centre discussed how the MSC staff work with people experiencing homelessness or who are at risk of becoming homeless. Some of the services they offe r include access to computer and phone, job search strategies and training and education 5. 4. Consultation with External Agencies (Jan 26 meeting) Social Planning Council of Oxford Tillsonburg Non-Profit Housing Corporation. 5.5 Attainable Housing Strategy – County of Wellington It is suggested the possibility of Oxford County developing a Master Housing Strategy similar to that of the County of Wellington. Rebecca and Kyle will coordinate the timeline and the Committee is to send Rebecca the necessary information within the next few weeks. 6. Round Table Maple Lane Property– The surplus notification deadline is January 12th 2022. It is still being decided as to what this property will be used for and what is the best option for the Town of Tillsonburg 7. Next Meeting December 22nd, 2021 4:15 The Committee will look at moving this meeting if need be. 8. Adjournment Proposed Resolution #2 Moved by: Suzanne Renken Seconded by: Gary Green THAT the September 14, 2021 Affordable and Attainable Housing Advisory Committee meeting be adjourned at 5:41 p.m. Carried Page 713 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma - 1 - LONG POINT REGION CONSERVATION AUTHORITY Board of Directors Virtual Meeting Minutes of November 3, 2021 Approved December 1, 2021 The Board of Directors Meeting was held via videoconference, on Wednesday, November 3, 2021 pursuant to section C.9, of the LPRCA’s Administrative By-Law. Members in attendance: Michael Columbus, Chair Norfolk County John Scholten, Vice-Chair Township of Norwich Dave Beres Town of Tillsonburg Robert Chambers County of Brant Kristal Chopp Norfolk County Valerie Donnell Municipality of Bayham/Township of Malahide Tom Masschaele Norfolk County Stewart Patterson Haldimand County Ian Rabbitts Norfolk County Peter Ypma Township of South-West Oxford Regrets: Ken Hewitt Haldimand County Staff in attendance: Judy Maxwell, General Manager Leigh-Anne Mauthe, Interim Manager of Watershed Services Zachary Cox, Marketing Coordinator Dana McLachlan, Executive Assistant *T. Masschaele joined the meeting at 6:45 p.m. *R. Chambers joined the meeting at 6:55 p.m. 1. Welcome and Call to Order The chair called the meeting to order at 6:30 p.m., Wednesday, November 3, 2021. 2. Additional Agenda Items There were no additional agenda items. 3. Declaration of Conflicts of Interest None were declared. 4. Minutes of the Previous Meeting a) Board of Directors Meeting October 6, 2021 Page 714 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma - 2 - There were no questions or comments. A-110/21 Moved by S. Patterson Seconded by D. Beres That the minutes of the LPRCA Board of Directors Meeting held October 6, 2021 be adopted as circulated. CARRIED 5. Business Arising There was no business arising from the previous minutes 6. Review of Committee Minutes There were no committee meeting minutes for review. 7. Correspondence a) Catfish Creek CA Release – Underhill Names Interim Manager of Catfish Creek Conservation Authority b) From the Ministry of the Environment, Conservation and Parks – Release of New Regulations under the Conservation Authorities Act c) Conservation Ontario Release – Phase 1 Regulations for the Conservation Authorities Act are Finalized by the Province d) St. Clair Region CA – New General Manager e) Camp Trillium Release – Merger and Rebranding as Campfire Circle A-111/21 Moved by J. Scholten Seconded by V. Donnell That the correspondence outlined in the Board of Directors Agenda of November 3, 2021 be received as information. CARRIED 8. Development Applications a) Staff Approved applications Twelve applications were approved through the General Manager’s delegated authority in the past month. LPRCA-219/21, LPRCA-220/21, LPRCA-221/21, LPRCA-222/21, LPRCA-223/21, LPRCA-225/21, LPRCA-226/21, LPRCA-227/21, LPRCA-228/21, LPRCA-230/21, LPRCA-231/21, and LPRCA-233/21. Page 715 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma - 3 - All of the staff approved applications met the requirements as set out in Section 28 of the Conservation Authorities Act. A-112/21 Moved by I. Rabbitts Seconded by P. Ypma That the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation Applications report dated October 21, 2021 as information. CARRIED 9. New Business a) General Manager’s Report The General Manager provided an overview of operations this past month. A meeting was held with representatives of the Turkey Point Mountain Bike Club to discuss the operation and compliance with the agreement. More information to follow. Hydro and water upgrades are currently underway at the Deer Creek Conservation Area. Water quality sampling is ongoing, and the LPRCA forest tracts are undergoing surveys of invasive species. Treatment of the invasive species will be carried out in 2022. There were no questions or comments. A-113/21 Moved by D. Beres Seconded by P. Ypma That the LPRCA Board of Directors receives the General Manager’s Report for October 2021 as information. CARRIED b) Conservation Authority Act Amendments – Phase 1 Regulations and Timelines Last month three new regulations were announced. The regulations are: O. Reg. 686/21: Mandatory Programs and Services; O. Reg. 687/21: Transitions Plans and Agreements for Programs and Services under S. 21.1.2 of the Act; and O. Reg. 688/21: Rules of Conduct in Conservation Areas. Based on feedback from the public consultations, changes made to the Act most significant to LPRCA are: Page 716 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma - 4 -  The removal of the requirement for community advisory boards  The extension of some of the time lines, including the transition period for the new levy framework to January 1, 2024  The inclusion of passive areas as part of the mandatory programs A Transition Plan, to outline the steps to be taken for inventory programs and services and enter into agreements with participating municipalities to fund municipally driven programs, is to be submitted to the Ministry of Environment, Conservation and Parks (MECP) by December 31, 2021. Detailed quarterly reports are required to be submitted to MECP during the transition period beginning February 22, 2022. A-114/21 Moved by D. Beres Seconded by V. Donnell THAT the LPRCA Board of Directors receives the Conservation Authorities Act Amendments – Phase 1 Regulations and Timelines report as information. CARRIED T. Masschaele arrived at 6:45 p.m. Mr. Maschaele had no conflicts of interest to declare. c) Exception Request for Chair and Vice-Chair Terms Under the Conservation Authorities Act LPRCA is seeking a ministerial exception from recently proclaimed provisions of the Conservation Authorities Act; specifically, to the two consecutive one-year term limit for the Chair and Vice-Chair, and the requirement to rotate the Chair and Vice-Chair positions amongst all participating municipalities. If an exception is granted, it will most likely be for a one-year term and will require an annual exception request. A-115/21 Moved by D. Beres Seconded by T. Masschaele THAT the report entitled “Exception Request for Chair and Vice-Chair Terms under the Conservation Authorities Act” be received as information; And THAT the Long Point Region Conservation Authority submits a request to the Minister of Environment, Conservation and Parks for an exception as per s.17 (1.3)(a) of the Page 717 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma - 5 - Conservation Authorities Act to the two consecutive one-year term limit for Chair and Vice-Chair; And THAT the Long Point Region Conservation Authority submits a request to the Minister of Environment, Conservation and Parks for an exception as per s.17 (1.3)(b) of the Conservation Authorities Act that the LPRCA be exempt from the requirement to rotate the Chair and Vice-Chair amongst all participating municipalities; And THAT the LPRCA Board of Directors endorses the letter of exception to be sent the Minister of Environment, Conservation and Parks. CARRIED All members present, Dave Beres , Robert Chambers, Kristal Chopp, Valerie Donnell, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma, and Michael Columbus, voted in favour of the motion. d) Q3 Financial Report – September 30, 2021 Revenues to September 30, 2021 represented 93.2% of the annual budget and expenditures 73.6%. Overall, the Authority is in a favourable position to September 30, 2021 and management anticipates that LPRCA will remain in a favourable position for fiscal 2021. R. Chambers arrived at 6:45 p.m. Mr. Chambers had no conflicts of interest to declare. A-116/21 Moved by I. Rabbitts Seconded by D. Beres THAT the LPRCA Board of Directors receives the Q3 Financial Report – September 30, 2021 for the period up and including September 30th, 2021 as information. CARRIED e) Backhoe Loader Purchase A tender was issued for a backhoe loader through the bids and tenders website. Six bids from five vendors were received by the deadline. All bids met or exceeded the requirements specified. Staff recommended the tender be awarded to the lowest bidder. Page 718 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma - 6 - A-117/21 Moved by J. Scholten Seconded by P. Ypma THAT the LPRCA Board of Directors accepts the tender submitted by Toromont Cat for the purchase of one new 2020 Backhoe Loader, model Caterpillar 416 four-wheel drive, for $111,190; And, THAT the LPRCA Board of Directors approves the purchase of a 4-year or 4000-hour extended powertrain warranty for a cost of $2,660. CARRIED f) Regulations and Provincial Offences Officer Designations Three staff members recently completed a virtual Level 1 Provincial Offences Officer training session. With these appointments there are now three staff members appointed as LPRCA Regulations Officers and Provincial Offences Officers for the purpose of compliance and enforcement of Section 28 of the Conservation Authorities Act and five staff members appointed for the purpose of compliance and enforcement of Section 29 of the Conservation Authorities Act and the Trespass to Property Act. A-118/21 Moved by V. Donnell Seconded by R. Chambers THAT the LPRCA Board of Directors appoints Ben Watson, Development Technician, as an LPRCA Regulations Officer and Provincial Offences Officer for the purpose of compliance and enforcement of any regulation made under Section 28 of the Conservation Authorities Act. And, THAT the Board appoints Debbie Thain, Forestry Supervisor, and Evan Forbes, Haldimand Park Supervisor, as LPRCA Regulations Officers and Provincial Offences Officers for the purpose of compliance and enforcement of any regulation made under Section 29 of the Conservation Authorities Act and the Trespass to Property Act. CARRIED Page 719 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma - 7 - g) Communications Update – November 2021 Staff presented an overview of communications initiatives and performance metrics of the LPRCA website and social media accounts. Recent initiatives include the virtual 2021 Memorial Forest Dedication Service now posted on LPRCA’s website, and the Conservation Ontario driven Drinking Water Source Protection Communication campaign. The top search terms for LPRCA have been for outdoor recreation and the conservation areas. LPRCA continues to have a strong presence on FaceBook, Instagram and Twitter. A-119/21 Moved by T. Masschaele Seconded by S. Patterson THAT the LPRCA Board of Directors receives the Communications Update – November 2021 report as information. CARRIED Adjournment The Chair adjourned the meeting at 7:15 p.m. _______________________________ ________________________________ Michael Columbus Judy Maxwell Chair General Manager/Secretary-Treasurer /dm Page 720 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma - 1 - LONG POINT REGION CONSERVATION AUTHORITY Board of Directors Budget Meeting of November 10, 2021 Approved December 1, 2021 Members in attendance: Michael Columbus, Chair Norfolk County John Scholten, Vice-Chair Township of Norwich Dave Beres Town of Tillsonburg Robert Chambers County of Brant Kristal Chopp Norfolk County Valerie Donnell Municipality of Bayham/Township of Malahide Ken Hewitt Haldimand County Tom Masschaele Norfolk County Stewart Patterson Haldimand County Ian Rabbitts Norfolk County Peter Ypma Township of South-West Oxford Staff in attendance: Judy Maxwell, General Manager Aaron LeDuc, Manager of Corporate Services Leigh-Anne Mauthe, Interim Manager of Watershed Services Lorrie Minshall, Project Manager Dana McLachlan, Administrative Assistant * K. Chopp joined the meeting at 9:50 a.m. Welcome and Call to Order The chair called the meeting to order at 9:40 a.m., Wednesday, November 10, 2021. Approval of Agenda A-122/20 Moved by T. Masschaele Seconded by V. Donnell That the Board of Directors approves the agenda for the LPRCA 2022 Budget Meeting held November 10, 2021. CARRIED Declaration of Conflicts of Interest None were declared. Page 721 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma - 2 - Budget Overview The General Manager summarized the budget process. Once recommended by the Board, the 2022 LPRCA Draft Budget will be circulated to member municipalities for a 30-day review. At the first meeting of the new year, the budget will be voted on by a recorded, weighted vote. The Manager of Corporate Services presented a general overview of the 2022 budget. Some changes were made in accordance with the Conservation Authorities Act amendments. The Audit and Finance Committee met October 6th and the Committee directed staff to prepare a budget with a maximum 2.5% target increase on the levy. A budget was presented for 2.13% or $44,015 on the overall municipal general levy. The operating levy increased by 2.21% or $37,315 and the capital levy increased by 1.79% or $6,700. There is no requirement for a special levy in 2022. K. Chopp arrived. No conflict was declared. OPERATIONS The 2022 total operating budget is $4,797,561 requiring $1,724,259 from the general levy. Watershed Planning and Technical Services The Watershed Planning and Technical Services Department has two main responsibilities: regulating development in and around hazardous areas through the permitting process; and, providing advice on planning and land-use matters to municipalities. The Action Plan for 2022 includes collaborating with municipal partners to streamline plan review services. The proposed Planning and Technical fees have been increased by 2.1% on average. The Pre-Consultation fee will not be increased and a new fee has been added for Ministry Zoning Orders (MZO). Staff recommended the fee for permits issued by MZO be charged on a full cost-recovery basis. Planning, permitting, and lawyer inquiry fee revenues are currently above the 2021 budget. The draft budget included an additional Resource Planner in 2022 in support of the succession plan. Page 722 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma - 3 - Watershed Flood Control Services The Flood Control Services department includes the Flood Forecasting and Warning System, and the maintenance and operation of dams and weirs. This department provides notices about potential flooding to municipalities and the public, works with member municipalities and emergency responders in flood preparation and response, maintains hydrometric data, and works with member municipalities in hazard risk identification assessment. The Action Plan for 2022 includes hydraulic modeling of the Big Otter River system and hosting a Flood Coordinators workshop. Healthy Watershed Services The Healthy Watershed Services Department includes land stewardship and restoration programs, surface water and groundwater quality monitoring, low water response programs, and source water protection programs. The majority of the activities/projects in this department are funded through various government programs and private landowners/organizations while three programs are funded through levy. The Action Plan for 2022 includes establishing 1,300 acres of cover crops, monitoring five lamprey barriers, and providing phragmites control on 111 acres of LPRCA owned lands. Conservation Authority Lands The Conservation Authority Lands department was created to conform with changes in the Conservation Authorities Act and associated Regulations. The department encompasses activities on lands owned by the Authority and includes the Lee Brown Marsh, fish and wildlife support services, parkettes, hazard tree removal, enforcement, and property taxes. The Action Plan for 2022 includes managing properties for a healthy ecosystem, recreational opportunities, and hunting opportunities. Communications and Marketing Services The Communications and Marketing Services department is responsible for producing all marketing materials, creating website content, monitoring and managing LPRCA social media accounts, and all external messaging. The Action Plan for 2022 includes increasing public access to information about LPRCA website, creating a database of LPRCA owned and managed properties, and creating a StoryMap of LPRCA’s water control structures. Page 723 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma - 4 - Backus Heritage and Education Services This department covers the Backus Education Centre, the Backhouse Historic Site and Services, and Conservation Education and programming. The Action Plan for 2022 includes the construction phase of the Gallery Revitalization Project at the Education Centre, and continuing educational and interpretive programming. Conservation Parks Management Services The Backus campground has been added to the Conservation Parks Management Services department along with the other four conservation area campgrounds: Deer Creek, Haldimand, Norfolk, and Waterford North. Workshop staff provides support with park infrastructure and mechanical repairs. Demand for camping is expected to increase, therefore, staffing has been increased to match the workload. The Action Plan for 2022 includes opening the final phase of upgrades to Waterford North CA, starting phase one of the Norfolk CA upgrades, and streamlining the entry/exit process at Deer Creek CA. Conservation Area User Fees Seasonal camping fees have been increased to reflect upgrades in the parks and the cost of services provided. There is no change to nightly camping fees, with the exception of new, reduced rates for seniors and those with disabilities. There are no other rate changes for 2022. Public Forest Lands Management Services LPRCA owns just over 11,000 acres, of which over 7,500 acres are managed forests. The Action Plan for 2022 includes contracting an Ecologist to help protect species at risk, marking LPRCA utilizing good forestry practices, monitoring ongoing logging operations, and developing strategies with community partners for invasive species. Private Forest Land Management Services The Private Forest Lands Management Department assists private landowners to reforest lands on their property. The Action Plan for 2022 includes planting approximately 63,000 trees funded by private landowners and Forest Ontario, and tree survival monitoring and reporting. Page 724 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma - 5 - Maintenance Operation Services This department includes all of the LPRCA facilities and the motor pool. The Action Plan for 2022 includes maintaining all LPRCA vehicles and equipment, supporting operation for the parks, and completing capital projects to improve LPRCA facilities and campgrounds. Corporate Services The Corporate Services Department includes administration, accounting, and IT services. The Action Plan for 2022 includes a compensation survey and pay equity review, and a review and update to the Purchasing policy and Record Retention Schedule. CAPITAL Capital Budget Summary – 2022-2026 The 2022 total for capital spending is budgeted at $511,250 requiring $381,700 from the general levy, $60,000 from the Strategic Reserve, and $69,550 from the Capital Levy Reserve. Watershed Services Capital Projects Staff provided an updated detailed plan for the flood control structures to 2026. To date, all Dam Safety Reviews are complete with the exception of Lehman Dam pending direction from the Ministry of Transportation regarding the bridge and road repairs on Highway 3, and Deer Creek. Repairs are required at the Norwich Dam. The expected cost for the repairs is $25,000 to come from the Capital Levy Reserve. The repairs will be completed in 2022. The Deer Creek Dam repair has been tendered and awarded and will be completed in 2022. Conservation Authority Lands Capital Projects Gates are added or replaced at woodlot entrances to discourage ATV trespass and garbage dumping. The gates are built and installed by the workshop staff, $5,000 has been budgeted for 2022 and will continue at least until 2024. Conservation Parks Management Capital Projects Haldimand Conservation Area: To provide greater safety for staff and visitors, and reduce trespassing, $9,000 has been budgeted to install an access control gate with a card reader on the north entrance. There is currently limited access control at the north Page 725 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma - 6 - entrance and the gate would allow access to registered campers and visitors with an access card. Norfolk Conservation Area: Staff proposed a 3-phased project to upgrade hydro, bury lines, and reconfigure the park to alleviate ongoing electrical issues and add premium sites. Phase one is expected to cost $145,000 with $60,000 coming from the Strategic Reserve. Maintenance Operation Services Capital Projects Staff requested funds to purchase the following motor pool items to maintain and replenish the fleet:  One 4WD pickup truck to replace an older model truck  One mid-mount riding mower to be deployed to one of the campgrounds  One diesel engine tandem dump truck to replace the current dump truck  One utility/landscape trailer to replace the current trailer The budgeted amount for the motor pool items is $248,450 with $44,550 coming from the Capital Reserve. The workshop roof was leaking and has been patched and requires replacing. Sheet metal roofing will be installed at a budgeted cost of $27,500. Corporate Services Capital Projects Computer hardware and accessories upgrades are required which will be deployed throughout the organization. $7,000 has been budgeted for the equipment. BUDGET RECOMMENDATIONS General Manager’s Report and Budget Recommendations Staff provided a Cash Reserve Projection and reiterated that once recommended by the Board, the 2022 LPRCA Draft Budget will be circulated to member municipalities for a 30-day review. A-121/20 Moved by D. Beres Seconded by I. Rabbitts THAT the LPRCA Board of Directors approves the following recommendations regarding LPRCA’s 2022 Draft Operating and Capital budgets; THAT the 2022 proposed Ontario Regulation 178/06 Permit Fees and Planning Act Review Fees as set out in Tab 5 be approved; Page 726 of 817 FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell, Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma - 7 - THAT the 2022 proposed Conservation Area User Fees as set out in Tab 11 be approved; THAT the draft 2022 operating budget of $4,797,561 requiring $1,724,259 of general levy representing an increase in the general levy of 2.21% or $37,315; AND draft 2022 capital budget of $511,250 requiring $381,700 of general levy representing an increase in the general levy of 1.79% or $6,700; AND the total general municipal levy of $2,105,959 requiring an increase of 2.13% or $44,015 overall compared to 2021 be circulated to member municipalities for review and comment; AND FURTHER that staff be directed to present the Draft 2022 Budget to member municipalities when requested. CARRIED The Chair adjourned the meeting at 11:40 p.m. _______________________________ ________________________________ Michael Columbus Judy Maxwell Chair General Manager/Secretary-Treasurer /dm Page 727 of 817 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to “R1A” the zone symbol of the lands so designated “R1A” on Schedule “A” attached hereto. 2. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ A FIRST AND SECOND TIME THIS 13th day of DECEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of DECEMBER, 2021. ___________________________ MAYOR – Stephen Molnar ___________________________ CLERK – Michelle Smibert Page 728 of 817 L O T 1 6 R E G I S T E R E D P L A N 4 1 M - 1 4 4 S.W. ANGLELOT 16, REG. PLAN 41M-144N11°54'50"W 21.78N12°13'25"W 22.84N77°46'35"E 38.37 N79°10'01"E 38.50 CONCESSION ST W BEECH BLVDSCHEDULE "A" LOT 16, REGISTERED PLAN 41M-144 TOWN OF TILLSONBURG R1A AREA OF ZONE CHANGE TO R1A NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR - Stephen Molnar CLERK - Michelle Smibert TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2021 TO BY-LAW No.© 4 0 4 8 122 METRES 2021- 13 December 2021- Page 729 of 817 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021- A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to “R1A” the zone symbol of the lands so designated “R1A” on Schedule “A” attached hereto. 2. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ A FIRST AND SECOND TIME THIS 13th day of DECEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of DECEMBER, 2021. ___________________________ MAYOR – Stephen Molnar ___________________________ CLERK – Michelle Smibert Page 730 of 817 N.E. ANGLELOT 3, REG. PLAN 41M-144 L O T 3 R E G I S T E R E D P L A N 4 1 M - 1 4 4 N12°13'25"W 15.20N11°54'50"W 15.20N77°46'35"E 37.30 N77°46'35"E 37.38 BEECH BLVDSCHEDULE "A" LOT 3, REGISTERED PLAN 41M-144TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO R1A NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR - Stephen Molnar CLERK - Michelle Smibert TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2021 TO BY-LAW No.© 4 0 4 8 122 METRES 2021- 2021- 13 December Page 731 of 817 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to “R1A” the zone symbol of the lands so designated “R1A” on Schedule “A” attached hereto. 2. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ A FIRST AND SECOND TIME THIS 13th day of DECEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of DECEMBER, 2021. ___________________________ MAYOR – Stephen Molnar ___________________________ CLERK – Michelle Smibert Page 732 of 817 P L A N 4 1 M - 1 4 4 S.W.ANGLELOT 3,REG. PLAN 41M-144 L O T 4 2 R E G I S T E R E D CONCESSION ST W N79°21'50"E 15.58 N79°21'50"E 15.58N12°06'40"W 38.10N12°06'40"W 38.10SCHEDULE "A" LOT 42, REGISTERED PLAN 41M-144TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO R1A NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR - Stephen Molnar CLERK - Michelle Smibert TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2021 TO BY-LAW No.© 5 0 5 10 152.5 METRES Þ 2021- 2021- 13 December Page 733 of 817 Page 1 of 83 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW TO REGULATE TRAFFIC AND THE PARKING OF MOTOR VEHICLES IN THE TOWN OF TILLSONBURG. Contents Section 1: Definitions ............................................................................................................. 5 Section 2: Reserved ............................................................................................................ 12 Section 3: Enforcement of By-Law ...................................................................................... 12 Part 1: Traffic ....................................................................................................................... 12 Section 4: Erection of Control Devices ............................................................................. 12 Section 5: Manner of Parallel Parking .............................................................................. 13 Section 6: Manner of Angle Parking ................................................................................. 13 Section 7: Manner of Parking on a One-Way Street ........................................................ 13 Section 8: No Stopping (Schedule 1) ............................................................................... 13 Section 9: No Parking in Unposted Locations .................................................................. 14 Section 10: Overnight Parking (Figure 9) ......................................................................... 15 Section 11: No Parking in Posted Locations .................................................................... 15 Section 12: Prohibited Parking on Specified Streets Anytime (Schedule 2) ..................... 15 Section 13: No Parking at Taxi Stands ............................................................................ 15 Section 14: No Parking in Loading Zones (Schedule 4) ................................................... 16 Section 15: No Parking in Horse Drawn Vehicles Stand .................................................. 16 Section 16: Parking During Emergencies & Special Events ............................................ 16 Section 17: Restricted Parking on Specified Streets (Schedule 5) ................................... 16 Section 18: Angle Parking Permitted on Specified Streets (Schedule 6) ......................... 16 Section 19: Manner of Parking Motorcycles ..................................................................... 17 Section 20: Prohibited Turns (Schedule 7)....................................................................... 17 Section 21: Designated Lane Movements (Schedule 8) .................................................. 17 Section 22: Obstructing Traffic ......................................................................................... 17 Section 23: Entering Highway (Schedule 9 and 10) ......................................................... 17 Section 24: Funeral & Other Processions ........................................................................ 18 Page 734 of 817 By-Law 2021-___ Page 2 of 83 Section 25: One-Way Streets (Schedule 11) ................................................................... 18 Section 26: Through Highways (Schedule 12) ................................................................. 18 Section 27: Heavy Truck Restrictions (Schedule 13) ....................................................... 18 Section 28: Reduced Load Limit (Schedule 14) ............................................................... 19 Section 29: School Bus Loading Zones (Schedule 15) .................................................... 19 Section 30: Use of Sidewalks & Bridges .......................................................................... 19 Section 31: Coasting or Sliding ........................................................................................ 19 Section 32: Motor Vehicles to be Locked ......................................................................... 19 Section 33: Pedestrian Crossovers (Schedule 16) ........................................................... 20 Section 34: Higher & Lower Speed Limits (Schedule 17 (a) and 17 (b)) .......................... 20 Section 35: One Vehicle in Parking Space....................................................................... 20 Section 36: No Long Vehicle Parking ............................................................................... 20 Section 37: Community Safety Zone (Figure 16) ............................................................. 20 Part 2: Fire Routes .............................................................................................................. 21 Section 38: Official Sign (Figure 5) .................................................................................. 21 Section 39: Establishment of Fire Routes ........................................................................ 21 Section 40: Fire Chiefs Order ........................................................................................... 21 Section 41: Agreement with Owner of Roadway (Schedule 18) ....................................... 21 Section 42: Tampering with Signs .................................................................................... 21 Section 43: Conflicting Signs on Fire Route ..................................................................... 21 Section 44: Unauthorized use of Signs ............................................................................ 21 Section 45: No Parking on Fire Route .............................................................................. 21 Part 3: On-Street Parking for the Accessible Persons ......................................................... 22 Section 46: Parking Space for Accessible Persons (Schedule 19) .................................. 22 Section 47: Display of Permit ........................................................................................... 22 Section 48: Prohibitions Regarding Permits ..................................................................... 22 Section 49: Official Sign (Figure 6) .................................................................................. 22 Part 4: Off-Street Parking for the Accessible ....................................................................... 22 Section 50: Designation of Parking Spaces ..................................................................... 22 Section 51: Parking Space for Accessible Persons ......................................................... 23 Part 5: Municipal Parking Lots ............................................................................................. 23 Page 735 of 817 By-Law 2021-___ Page 3 of 83 Section 52: Municipal Parking Lots .................................................................................. 23 Part 6: Privately-Owned Lots ............................................................................................... 23 Section 53: Privately Owned Off -Street Parking Lots (Schedule 20) ............................... 23 Part 7: Parking Permits ........................................................................................................ 23 Section 54: Parking Permit Fee ....................................................................................... 23 Section 55: Temporary Permits (Figure 1) ....................................................................... 24 Section 56: Designated Permits ....................................................................................... 24 Part 8: On Street Parking .................................................................................................... 24 Section 57: On Street Parking .......................................................................................... 24 Part 9: General Provisions ................................................................................................... 24 Section 58: General Penalty ............................................................................................ 24 Section 59: Illegally Parking Vehicles .............................................................................. 25 Section 60: Impoundment & Removal .............................................................................. 25 Section 61: Executive Acts Authorized ............................................................................ 25 Section 62: Headings not part of By-Law ......................................................................... 25 Section 63: Deviation from Form ...................................................................................... 25 Section 64: Conflict with the Highway Traffic Act ............................................................. 25 Section 65: Repeal ........................................................................................................... 25 Section 66: Effective Date ................................................................................................ 25 Schedule 1: No Stopping ..................................................................................................... 27 Schedule 2: Prohibited Parking on Specified Street ............................................................ 29 Schedule 3: No Parking at Taxi Stands ............................................................................... 35 Schedule 4: No Parking in Loading Zones .......................................................................... 35 Schedule 5: Restricted Parking on Specified Streets .......................................................... 36 Schedule 6: Angle Parking Permitted on Specified Streets ................................................. 38 Schedule 7: Prohibited Turns .............................................................................................. 38 Schedule 8: Designated Lane Movements .......................................................................... 39 Schedule 9: Designated Stop Signs .................................................................................... 39 Schedule 10: Designated Yield Signs .................................................................................. 53 Schedule 11: One Way Streets ........................................................................................... 54 Schedule 12: Through Highways ......................................................................................... 54 Page 736 of 817 By-Law 2021-___ Page 4 of 83 Schedule 13: Heavy Traffic Routes ..................................................................................... 57 Schedule 14: Reduced Load Limit ....................................................................................... 57 Schedule 15: School Bus Loading Zones ............................................................................ 58 Schedule 16: Pedestrian Crossovers .................................................................................. 58 Schedule 17 (a): Higher Speed Limits ................................................................................. 58 Schedule 17 (b): Lower Speed Limits .................................................................................. 59 Schedule 18: Agreement with Owner of Roadway Regarding Fire Routes ......................... 60 Schedule 19: Accessible Parking Spaces ........................................................................... 62 Schedule 20: Agreement with Owner of Private Parking Lot Regarding Prohibited Parking 64 Schedule 21: Parking Permit Fee ........................................................................................ 66 Schedule 22: Designated On-Street Parking ....................................................................... 66 Schedule 23: No Heavy Trucks ........................................................................................... 66 Schedule 24: Community Safety Zone ............................................................................. 66 Figure 1: Parking Permit. ..................................................................................................... 67 Figure 2: Official Map Downtown Area ................................................................................ 68 Figure 3: Official Map Heavy Truck Routes ......................................................................... 69 Figure 4: Official Map Reduced Load .................................................................................. 70 Figure 5: Official Sign Fire Route ......................................................................................... 71 Figure 6: Official Sign Accessible Person’s ......................................................................... 72 Figure 7: Official Map Municipal Parking Lot ....................................................................... 73 Figure 8: Official Sign 2 Hour Parking ................................................................................. 74 Figure 9: Official Sign No Overnight Parking 2:00 a.m. to 6:00 a.m. ................................... 75 Figure 10: Official Sign No Parking – Emergency Vehicle Parking Only ............................. 76 Figure 11: Official Sign School Bus Loading Zone .............................................................. 77 Figure 12: Official Sign No Parking – Loading Zone ............................................................ 78 Figure 13: Official Sign No Stopping .................................................................................... 79 Figure 14: Official Sign Horse and Buggy Parking Only ...................................................... 80 Figure 15: Official Sign Bus Stop ......................................................................................... 81 Figure 16: Community Safety Zone Official Sign ................................................................. 82 Figure 17: Community Safety Zone Begins Sign ................................................................. 82 Figure 18: Community Safety Zone Ends Sign .................................................................... 82 Page 737 of 817 By-Law 2021-___ Page 5 of 83 Figure 19: Official Sign Electric Vehicle ............................................................................... 83 Section 1: Definitions In this by-law, unless a contrary intention appears, "Abandoned or Un-plated Vehicles" means a police officer or an officer appointed for carrying out the provisions of the Highway Traffic Act who discovers a vehicle abandoned on or near a highway without valid plates. "Accessible Parking Space" means any parking space on a highway or parking lot designated by an authorized accessible parking sign restricting parking only to motor vehicles displaying such accessible signage regulated and prescribed by the Province of Ontario with the spaces provided by the Corporation of the Town of Tillsonburg in the absence of Provincial regulation. "Accessible Person" means an individual who meets the eligibility requirements issued by the Ministry of Transportation under the authority of the Highway Traffic Ac t. "Agricultural Purposes" means land where animals or birds are kept for grazing, breeding, raising, boarding, training, or for the tillage of soil, rowing, harvesting of vegetables, fruits, field crops or landscaping materials. "Authorized Sign" means any sign or other device erected on a Highway by authority of the Ontario Provincial Police on direction of the Council for the Town of Tillsonburg, for the purpose of regulating, warning or guiding traffic. "Bicycle" has the same meaning as in the Highway Traffic Act. "Boulevard" means that portion of every road allowance within the limits of the Town of Tillsonburg which is not used as a sidewalk, driveway access, traveled roadway or shoulder. "Bus" means a motor vehicle designed for carrying ten or more passengers and used for the transportation of persons. "Bus Bay" means a portion of the highway which is designed and constructed outside of the roadway adjacent to it for the purpose of stopping buses while in the act of picking up or discharging passengers. “Bus Stop” means a place where a municipal bus regularly stops while picking up or discharging passengers which have been designated by the Town of Tillsonburg and have been marked by signs or otherwise. Page 738 of 817 By-Law 2021-___ Page 6 of 83 “Bus Stop Sign” means a sign installed by the Town where the municipal bus stops to pick up or discharge passengers. "By-law Enforcement Officer" means a person duly appointed by the Corporation of the Town of Tillsonburg for the purpose of enforcing the parking provisi ons of this by- law. "Commercial Motor Vehicle" means any motor vehicle having permanently attached thereto a truck or delivery body, and includes ambulances, hearses, casket wagons, fire apparatus, motor buses and tractors used for hauling purposes on the highways. “Community Safety Zone” Town Council may by by-law designate a part of a highway under its jurisdiction as a community safety zone if, in the council's opinion, public safety is of special concern on that part of the highway. Further, Community Safety Zones may include roadways near schools, day care centres, playgrounds, parks, hospitals and senior citizen residences. Community Safety Zones may also be used for collision prone areas within a community. "Corporation" means The Corporation of the Town of Tillsonburg. "Council" means the Municipal Council of The Corporation of the Town of Tillsonburg. "Crossover" means: i. that part of a highway at an intersection that is included within the connections of the lateral lines of the sidewalks on opposite sides of the highway measured from the curbs, or in the absence of curbs from the edges of the roadway, or ii. any portion of a roadway at an intersection or elsewhere distinctly indicated for pedestrian crossing by signs or by lines or other markings on the surface thereof. "Curb" includes the edge of the traveled portion of a street or roadway. "Designated Parking Space" means a parking space designated under sections 46 and 47 of this by-law for the sole use of vehicles of an accessible person; "Downtown Area" (See Figure 2 Attached) means that portion of the Town of Tillsonburg commencing at the intersection of the production westerly of the northerly limit of Bridge Street and the westerly limit of Rolph Street; thence southerly along the westerly limit of Rolph Street., to the production westerly of the southerly limit of Baldwin Street.; thence generally in a easterly direction to a point at the intersection of the southerly limit of Baldwin Street, and the westerly limit of Coon Alley; thence southerly along the westerly limit of Coon Alley to a point at the intersection of the southerly limit of London Street, and the westerly limit of Coon Alley; thence easterly along the southerly limit of London St. to a point at the intersection at the southerly limit of London St. and the westerly limit of Bidwell Street; thence generally in a southerly direction along the westerly limit of Bidwell Street., to Page 739 of 817 By-Law 2021-___ Page 7 of 83 a point at the intersection of the westerly limit of Bidwell St., and the northwesterly limit of John Pound Road; thence from the point commencing at the intersection of the production of the southeasterly limit of John Pound Road, and the southwesterly limit of Bloomer St.; thence generally in a easterly direction along the southerly limit of Bloomer ST. to a point of the intersection of the north easterly limit of Bloomer ST., and the southerly limit of Simcoe St.; thence generally in a northerly direction along the easterly limit of Tillson Avenue to the production easterly of the northern limit of Brock Street East.; thence generally in a westerly direction along the northerly limit of Brock Street East to a point at the intersection of the northerly limit of Brock St East and the easterly limit of Lisgar Avenue.; thence generally in a northerly direction along the easterly limit of Lisgar Avenue to a point at the intersection of the easterly limit of Lisgar Avenue and northerly limit of Bridge St. East; thence generally in a westerly direction along the northerly limit of Bridge St. to the point of commencement. "Double Parking" means the parking of a vehicle on any roadway, beside another vehicle which is legally parked adjacent to the curb of the roadway or edge of the roadway, so that vehicles are side by side or any part of the vehicles is side by side. "Driveway Access" means the portion of a street which is improved to permit the passage of vehicles between the adjacent roadway and the abutting property. "Electric Vehicle" means a vehicle that is propelled by one or more electric motors, using electrical energy stored in one or more rechargeable batteries or another energy storage device and is capable of being plugged into an Electric Vehicle Charging Station and includes a plug-in electric car and a plug-in hybrid car. "Electric Vehicle Charging Station" means any facility or equipment that is used to charge a battery or other energy storage device of an Electric Vehicle. "Electric Vehicle Parking Space" means a parking space designated for the use of charging Electric Vehicles as indicated by a sign set out in Figure 19 to this Bylaw. "Fire Route" shall mean any private access, route, road way, lane ramp or other means of vehicular access to, or egress from a building and it may include part of a parking lot set aside for use of emergency vehicles. "Front Yard" means within the front yard of a property in a residential zone, as defined under the Town’s Zoning Bylaw. "Gross Weight" means the combined weight of vehicle and load. "Holiday" means a statutory holiday, namely, New Year’s Day, Good Friday, Easter Sunday, Victoria Day, Canada Day, Civic Holiday, Labour Day, Thanksgiving Day, Christmas Day, Boxing Day, Family Day, and Reconciliation Day. Page 740 of 817 By-Law 2021-___ Page 8 of 83 “Heavy Truck” includes any heavy vehicle having a registered gross weight in excess of 4,000 kilograms, but excludes buses, fire-fighting equipment, authorized emergency vehicles, public utility vehicles and vehicles operated by the Town of Tillsonburg. "Highway" means the same as Street definition. "Identifying Marker", when used with respect to parking for accessible persons means the accessible persons parking permit issued by the Ministry of Transportation under the authority of the Highway Traffic Act. "Inoperative Motor Vehicle" means a motor vehicle which is without a current license plate, and current insurance, and has its fenders, hood, trunk, roof , wheels, or any part of its superstructure removed, or a motor vehicle which is in a dilapidated condition. "Intersection" means the area embraced within the prolongation or connection of the lateral curb lines, or if none, then of the lateral boundary lines of two or more highways which join one another at an angle, whether or not one highway crosses the other. "Laneway- Parking Lot" means a lane; aisle, passageway or access way intended for general traffic circulation within a parking lot, which affords a means of access for vehicles to the driveways and parking spaces. "Laneway- Municipal" means a lane, passageway, alleyway, fire lane or access way which is municipally owned, or under control of the Corporation, not intended for general traffic circulation, but which affords a means of access for vehicles behind or between properties. "Loading" means the physical activity of moving merchandise from or to a property or another vehicle and the physical activity of passengers entering or departing a vehicle. "Loading Zone" the part of a highway set apart for the exclusive purpose of parking a vehicle to load or unload same. "Motor Vehicle" includes an automobile, motorcycle, motor assisted bicycle unless otherwise indicated in this by-law, and any other vehicle propelled or driven otherwise than by muscular power, but does not include a street car, or other motor vehicles running only upon rails, or a motorized snow vehicle, traction engine, farm tractor, self -propelled implement of husbandry or road building machine within the meaning of the Highway Traffic Act. "Municipality" means the municipality of the Town of Tillsonburg. "Municipal Parking Lot" shall mean any parking lot owned or under control of the Corporation, improved and intended to provide vehicle parking for the public. Page 741 of 817 By-Law 2021-___ Page 9 of 83 "Official Sign" means a sign approved by the Ministry of Transportation. "One-Way Street" means a street upon which vehicular traffic is limited to movement in one direction. “Park" or "Parking", when prohibited, means the standing of a vehicle whether occupied or not, except when standing temporarily for the purpose of and while actually engaged in loading or unloading merchandise or passengers. "Parking Lot" any lands owned or leased by the Corporation, designed, maintained, regulated and enforced, for the purpose of providing public parking spaces, except a roadway, which shall have the same status as a public highway for the purpose of this by- law. "Parking Meter Zone" means a part of a street designated by this by-law for parking purposes timed by parking meters. "Parking Space" means a portion of the surface of the roadway designated by suitable markings. "Parking Meter" means: i. a device, sometimes referred to as an "individual parking meter", which indicates thereon the length of time during which a vehicle may be parked, which device has as a part thereof a receptacle for the receiving and storing of coins and a slot or place in which coins may be deposited to activate a timing mechanism to indicate the passage of the interval of time following the deposit of a coin or coins therein, the measurement of which interval is determined by the coin or coins so deposited, and which device also displays a signal when the said interval of time has elapsed; and a device, sometimes referred to as a "pay and display parking meter", which dispenses a piece of paper intended to be removed from the device and displayed by the opera tor of a vehicle on the interior right-hand side of the front windshield of the vehicle when parked, the paper being imprinted with a time and date beyond which the vehicle may not be parked, and which device has as a part thereof a receptacle for the rece iving and storing of coins and a slot or place in which coins may be deposited to activate a mechanism to imprint a time and date on the piece of paper following the deposit of a coin or coins therein, the specific time and date being determined by the coin or coins so deposited. "Pedestrian Crossover" means any portion of a roadway designated by by-law of the municipality, at an intersection or elsewhere distinctly indicated for pedestrian crossing by signs on the highway and by lines or other markings on the surface of the roadway as prescribed by the regulations pursuant to the Highway Traffic Act, as amended. Page 742 of 817 By-Law 2021-___ Page 10 of 83 "Person" includes any person, firm, partnership, association, corporation, company or organization of any kind. "Private Property" is property other than that owned by the municipality, but shall include property owned by public authorities and local boards. "Private Roadway", when used with reference to a fire route, means any private road, lane, ramp or other vehicular access to or egress from a building or structure and it may include part of a parking lot. "Police Officer" means a member of the Ontario Provincial Police. "Public Parking Lot or Facility" means an off-street parking lot or other parking facility to which the public has access whether on payment of a fee or otherwise. "Restricted Parking Zone" means a street or part of a street designated by this by- law for the purposes of time restricted parking. "Road Allowance" means all allowances for roads, except in so far as they have been stopped up according to law, made by the Crown surveyors, all highways laid out or established under the authority of any statute, all roads on which public money has been expended for opening them or on which statute labour has been usually performed, all roads dedicated by the owner of the land to public use, and all alterations and deviations of and all bridges over any such allowance for highway or road. "Roadway" means the part of a highway that is improved, designed or ordinarily used for vehicular traffic, but does not include the shoulder, and where a highway includes two or more separate roadways, the term "roadway" refers to any one roadway separately and not to all of the roadways collectively. "School Bus" means a bus that is used for the transportation of: i. children; or ii. mentally or physically disabled people to or from a training centre that bears on the front and rear thereof the words "school bus" and on the rear thereof the words "Do not pass when signals flashing". "School Vehicle" means a vehicle that is used for the transportation of: i. persons to or from school, or ii. mentally or physically disabled people to or from a training centre and shall only include the following: a. a school bus; b. a bus; and Page 743 of 817 By-Law 2021-___ Page 11 of 83 c. a vehicle that is designed to carry less than ten passengers and is used for the transportation of persons and which is identified by public vehicle plates and/or school safety stickers. "Shoulder" means that portion of every street which abuts the roadway and which is designed and intended for passage or stopping of motor vehicles but which extends no more than 3.6 metres in width from the limit of the roadway. "Sidewalk" means any municipal walkway, or that portion of a street between the curb line or the lateral line of a roadway and the adjacent property line, primarily intended for the use of pedestrians. "Stand" means the halting of a vehicle, whether occupied or not, except for the purpose of and while actually engaged in receiving or discharging passengers. "Stop", when required, means the complete cessation of movement. "Stop" or "Stopping", when prohibited, means the halting of a vehicle, even momentarily, whether occupied or not, except when necessary to avoid conflict with other traffic or in compliance with the directions of a constable or other police officer or of a traffic control sign or signal. "Street", includes a common and public highway, street, avenue, parkway, driveway access, square, place, bridge, viaduct or trestle designed and intended for or used by the general public for the passage of vehicles and includes the area between the lateral property lines thereof. "Through Highway" means any highway or part of a highway designated as such by by- law of the municipality and all intersecting highways are marked by a stop sign or yield sign in compliance with the regulations of the Ministry of Transportation. "Time" means, where any expression of time occurs or where any hour or other period of time is stated, standard time or daylight saving time, whichever is in effect in the Town of Tillsonburg pursuant to the Time Act. "Tow Truck" means a motor vehicle for towing or otherwise conveying vehicles, as defined in the Highway Traffic Act, whether or not any such towed or conveyed vehicle is intact or in operable condition. "Town Council" means the Town Council of The Corporation of The Town of Tillsonburg. "Tractor-trailer Unit" means the combination of a commercial motor vehicle and a trailer or semi-trailer. Page 744 of 817 By-Law 2021-___ Page 12 of 83 "Trailer" means a vehicle that is at any time drawn upon a highway by a motor vehicle, except an implement of husbandry, a mobile home, another motor vehicle or any device or apparatus not designed to transport persons or property, temporarily drawn, propelled or moved upon such highway, and except a side car attached to a motorcycle, and shall be considered a separate vehicle and not part of the motor vehicle by which it is drawn. "Traffic" includes pedestrians, ridden or herded animals, vehicles and other conveyances either singly or together while using any street for the purposes of travel. "Traffic Control Device" means any sign or other device erected or placed for the purpose of guiding, directing or regulating traffic. "Traffic Signal" means any device manually, electrically or mechanically operated for the regulation of traffic. "Unlicensed" shall mean without a license plate attached thereto or without a validated license plate attached thereto where such license plate is required to operate the vehicle on a highway. "U-turn" means to turn a vehicle upon a highway so as to proceed in the opp osite direction. "Vehicle" includes a motor vehicle, trailer, traction engine, farm tractor, road building machine and any vehicle drawn, propelled or driven by any kind of power, including muscular power, but does not include a motorized snow vehicle, the cars of electric or steam railways running only upon rails. "Vehicle of an Accessible Person" means any vehicle displaying an identifying marker issued by the Province of Ontario. Section 2: Reserved Section 3: Enforcement of By-Law This by-law may be enforced by a Police Officer or a municipal Law Enforcement Officer appointed by the Council. Part 1: Traffic Section 4: Erection of Control Devices 1. Traffic control devices for the purpose of guiding, directing and regulating traffic shall be erected as authorized by the Council. Page 745 of 817 By-Law 2021-___ Page 13 of 83 2. No person shall place or exhibit any unauthorized device, sign, standard or other marking upon any street attempting or purporting to guide, direct or regulate traffic or the parking of vehicles on a street. 3. No unauthorized person shall give any signal or direction attempting or purporting to direct traffic unless in an emergency to direct traffic around the scene of an accident, or obstacle, excavation, debris, glass or other hazard. Section 5: Manner of Parallel Parking 1. No person shall park a vehicle on any street except upon the right-hand side of the roadway, having regard for the direction in which the vehicle is required to proceed, and when parked on a roadway, the right front and rear wheels or runners of the vehicle shall be parallel to and distant not more than 0.3 metres from the right-hand edge of the roadway adjacent to which such vehicle is parked. 2. Subsection (1) shall not apply where angle parking is authorized by this by-law, or upon one-way streets as authorized by this by-law. Section 6: Manner of Angle Parking 1. Where angle parking is permitted, a) no person shall park a vehicle except within the limits defined by pavement markings; or b) if no pavement markings are visible, no person shall park a vehicle except at an angle not exceeding sixty degrees with the permitted direction of travel, unless signed otherwise. c) and in all cases so that the front end of the vehicle is nearest to the curb or the edge of the street. 2. Notwithstanding subsection (1), no person shall park a vehicle at an angle if: a) the load being carried extends beyond the rear of the vehicle; or b) the vehicle has attached to it a trailer as defined by the Highway Traffic Act; or c) such vehicle obstructs or interferes with traffic in any way while so parked. Section 7: Manner of Parking on a One-Way Street 1. Subject to subsection (2), all persons may park vehicles on both sides of a one - way street in the permitted locations and facing in the direction in which the vehicle is required to proceed. 2. Unless otherwise regulated, when parked on the left hand side of the roadway, determined by the permitted direction of travel, the left front and left rear wheels or runners of the vehicle shall be parallel to and distant not more than 0.3 metres from the edge of the roadway adjacent to which such vehicle is parked. Section 8: No Stopping (Schedule 1) 1. No person shall stop a vehicle in a manner known as "double parking" or in any traffic lane other than the curb lane. Page 746 of 817 By-Law 2021-___ Page 14 of 83 2. No person shall stop a vehicle or any part of a vehicle in th e following locations when appropriate signs have been erected and are on display, when signs are hereby authorized: a) in front of the entrance to the Town Centre Mall; b) within an intersection at any time; c) within 15 metres of any intersection; d) as locations set out in Schedule 1 e) where municipal bus stops are posted within the Town 3. Subsection (2) does not apply to: a) a school vehicle engaged in the transportation of persons when such vehicle is stopped to discharge or pick up passengers. b) A municipal bus when using the designated bus stops. 4. No Stopping at Bus Stops (Figure 15) a) When authorized signs are erected and are on display, which signs are hereby authorized, no person other than those persons operating a municipal bus of the Town of Tillsonburg shall stop a vehicle to load or unload passengers in the designated bus stop. Section 9: No Parking in Unposted Locations 1. Unless otherwise permitted in this bylaw, no person shall at any time park a vehicle in any of the following places: a) On or overhanging the sidewalk. b) between a sidewalk and the adjacent roadway at any time; c) on any boulevard at any time, except where authorized by by-law, enacted under the provisions of section 310 of the Municipal Act or a successor of that section; d) on a roadway or shoulder or in front of or within I metre of a driveway or Laneway at any time; e) within 9 metres of an intersection unless otherwise indicated by a sign. f) within 2 metres of a fire hydrant, from a point on the curb or edge of the roadway of any fire hydrant. g) on a crossover at any time; h) within 6 metres of the nearest crossover at an intersection at any time; i) on any street in a manner which obstructs traffic j) in a position which will prevent the convenient removal of any other vehicle previously parked at any time; k) on any ramp or maneuvering area established as part of a parking arrangement under the provisions of section 310 of the Municipal Act or a successor of that section at any time; l) within 15 metres of any intersection controlled by traffic signals; m) in a manner to obstruct municipal Laneway. Page 747 of 817 By-Law 2021-___ Page 15 of 83 n) on or over a curb within a driveway. o) In the front yard of any residential property that is not designated as a driveway. Section 10: Overnight Parking (Figure 9) 1. Overnight parking is permitted on all streets in the Town of Tillsonburg during the period of April 1st to November 14th except: a) On Broadway from Bridge Street to London Street, No Parking 2 a.m. - 6 a.m. b) During the period of November 15th to March 31st, No Parking 2 a.m. - 6 a.m. on any street. Section 11: No Parking in Posted Locations 1. No person shall park a vehicle or any part of a vehicle in the following locations when appropriate signs have been erected and are on display, which signs are hereby authorized: a) in front of the entrance to a hospital; b) upon that side of the street and immediately adjacent to any school property; c) within those areas around 45 Hardy Ave. that are posted "No Parking Emergency Vehicles Only" (See Figure 10 Attached); d) within the Municipal Lots of the Town of Tillsonburg. 2. No Parking Electric Vehicles Parking Space (Figure 19) a) No person shall park a vehicle or any part of a vehicle in an Electric Vehicle Parking Space where such vehicle is not an Electric Vehicle. b) No person shall park a vehicle or any part of a vehicle in an Electric Vehicle Parking Space where such vehicle is not connected to an Electric Vehicle Charging Station and charging. Section 12: Prohibited Parking on Specified Streets Anytime (Schedule 2) No person shall park a vehicle or any part of a vehicle on the streets hereinafter set out in Column 1 in Schedule 2 of this by-law, the side or sides of streets set out in the corresponding line or lines in Column 2 thereof, between the points set out in Column 3 thereof and the points set out in Column 4 thereof, during the prohibited time or times set out in Column 5 thereof, when appropriate signs have been erected and are on display, which signs are hereby authorized. Section 13: No Parking at Taxi Stands When authorized signs are erected and are on display, which signs are hereby authorized, no person other than those persons operating a taxi cab under a valid licence issued by the Clerk of The Corporation of the Town of Tillsonburg shall park or stop a vehicle or any part of a vehicle to load or unload passengers or merchandise on any streets set out in Schedule 3 of this by-law. Page 748 of 817 By-Law 2021-___ Page 16 of 83 Section 14: No Parking in Loading Zones (Schedule 4) When appropriate signs are erected and are on display, which signs are hereby authorized, no person shall park a vehicle or any part of a vehicle on an y of the streets set out in Column 1 of this by-law, the side or sides of streets set out in Column 2 thereof, location or parts thereof set out in Column 3 thereof, unless such vehicles are being loaded or unloaded, and the entire vehicle is located with in the designated loading zone; and the streets or portions thereof referred to in the said schedule are hereby designated as Loading Zones. Section 15: No Parking in Horse Drawn Vehicles Stand That motor vehicles be prohibited from parking in spaces poste d for the use of horse drawn vehicles in municipal parking lots. Section 16: Parking During Emergencies & Special Events 1. Notwithstanding any other provisions of this by-law to the contrary, in case of fire, a parade, an assembly of persons, a congestion of traffic, a construction project or an emergency, parking may be restricted or prohibited by the Town Council or its authorized representative or the Detachment Commander of the Ontario Provincial Police acting through police officers, and no person shall park a vehicle in contravention of such restrictions or prohibition. 2. For the purposes of this section, "emergency" includes a snowfall or other act of God, which hinders, restricts or prohibits movement of vehicles or pedestrians on a highway. 3. The declaration of an emergency and the parking restrictions or prohibitions shall be effected by a systematic broadcast on local radio and television stations in the Town of Tillsonburg and such broadcast shall be deemed to be sufficient notification of the restrictions or prohibition then in effect. Section 17: Restricted Parking on Specified Streets (Schedule 5) When appropriate signs have been erected and are on display which signs are hereby authorized, no person shall park a vehicle or any part of a vehicle on an y of the streets set out in Column I in Schedule 5 of this by-law the side or sides of streets set out in Column 2 thereof between the streets or parts thereof set out in Column 3 and 4 thereof, and during the time or times set out in Column 5 thereof, for a longer period than provided. Section 18: Angle Parking Permitted on Specified Streets (Schedule 6) No person shall park a vehicle except at any angle, in a manner as described in section 18, on any of the streets set out in Column I in Schedule 6 of this by-law, on the side or sides of streets set out in Column 2 thereof, between the streets or parts thereof set out in Columns 3 and 4 thereof. Page 749 of 817 By-Law 2021-___ Page 17 of 83 Section 19: Manner of Parking Motorcycles 1. No person shall park a motorcycle at more than an angle of forty-five degrees to the curb. 2. Where parking space is designated by markings, no more than three motorcycles shall be parked in one space. Section 20: Prohibited Turns (Schedule 7) 1. Within 30 metres of an official sign designating "No-U-Turn" posted in accordance with Schedule 7 of this by-law, no driver or operator of a vehicle upon a highway shall make a U-turn. 2. Where an official sign forbidding a left or right tum or both has been posted in accordance with Schedule 7 of this by-law, every driver or operator of a vehicle shall obey such sign. Section 21: Designated Lane Movements (Schedule 8) 1. With respect to the highways set out in Column I of Schedule 8 of this by-law which have been divided into clearly marked lanes for traffic between the limits set out in Column 2 thereof, each of the said lanes indicated in Column 3 thereof is during the times and days set out in Column 5 thereof hereby designated for traffic moving in the particular direction set out in Column 4 thereof. 2. Each designation made by subsection (I) of this by-law shall be effective upon the erection of official signs approved by the Ministry of Transportation indicating such designation. Section 22: Obstructing Traffic 1. No owner or operator of a motor vehicle shall obstruct a street with a motor vehic le, which becomes stalled or for any reason cannot be moved by its ordinary motive power. 2. Any vehicle stopped on any street shall be moved away by the owner or operator thereof at the direction of a police officer when traffic congestion, proximity to a fi re or any other condition renders the removal of such vehicle expedient. 3. All costs and charges for removing, care and storage thereof, if any as may be incurred by the removal of a vehicle pursuant to Section 2 are lien upon the vehicle, which may be enforced in the manner provided by the Repair and Storage Liens Act R.S.0. 1980, C, 198 S. 147 (13) and amendments thereto. Section 23: Entering Highway (Schedule 9 and 10) 1. In addition to the provisions of the Highway Traffic Act requiring stop signs at intersections on through streets, stop signs shall also be installed facing the traffic proceeding in the directions indicated in Column 2 of Schedule 9 of this by- law, at the intersecting streets set out in Column I thereof. Page 750 of 817 By-Law 2021-___ Page 18 of 83 2. Yield signs are authorized and shall be installed facing the traffic proceeding in the directions indicated in Column 2 of Schedule 10 of this by-law, at the intersecting streets set out in Column I thereof. Section 24: Funeral & Other Processions 1. No person shall drive a vehicle so that it intersects a funeral or other authorized procession in motion except under the direction of a police officer. 2. All persons driving vehicles in a funeral or other procession shall drive such vehicles as near to the right-hand edge of the roadway as is practical and safe. 3. No parade of vehicles or persons or both shall be held on any highway within the Town of Tillsonburg without prior approval of Council or Director of Operations. Section 25: One-Way Streets (Schedule 11) The highways set out in Column 1 of Schedule 11 of this by-law between the limits set out in Columns 2 and 3 are hereby designated for one-way traffic only in the directions set out in Column 4. Section 26: Through Highways (Schedule 12) The street or parts of streets set out in Schedule 12 of this By-law, are designated and declared to be through highways but shall not include any intersecting highways where traffic signals are installed. (Figure 2 Attached) Section 27: Heavy Truck Restrictions (Schedule 13) 1. In this section "prohibited street" means any street or part thereof within the Town of Tillsonburg not set forth in Schedule 13 of this by-law and upon which there are erected signs prohibiting heavy trucks. (See Figure 3 Attached.) 2. No person shall operate or park a heavy truck on a prohibited street. 3. Subsection (2) does not apply where a heavy truck is being necessarily operated in the usual conduct of business and proceeds by way of the shortest route to or from any street or part thereof set forth in Schedule 13 of this by-law. 4. The Town of Tillsonburg shall keep and maintain accurate maps illustrating those streets or parts thereof in Schedule 13, which maps shall be available to the public. 5. The Town Council is hereby authorized to cause the streets not listed in Schedule 13 to be marked with signs to prohibit their use by heavy trucks as more specifically identified in Schedule 23. 6. This section does not apply to heavy trucks being used for deliveries to or removals from properties being used for agricultural purposes. 7. No person shall on any highway park a commercial truck with a gross weight of over 4,000 kgs in a residentially zoned area of the Town of Tillsonburg as set out in the "'Zoning By-law", as amended time to time, of the Town of Tillsonburg except for the purpose of delivery or receiving goods in such an area. Page 751 of 817 By-Law 2021-___ Page 19 of 83 Section 28: Reduced Load Limit (Schedule 14) 1. The highways set out in Column I of Schedule 14 of this by-law between the limits set out in Columns 2 and 3 are restricted to a reduced load limit of a maximum weight of five (5) tones per axel for any vehicle traveling on the said highways during the period March 1 to April30 inclusive many year. (See Figure 4 Attached.) 2. The Town of Tillsonburg is authorized to erect such signage as is required to properly designate and identify the highways listed in Schedule 14 of this by-law as having reduced load limits during the period of time mentioned in paragraph (1) of this section. 3. No person shall operate a vehicle that does not comply with the reduced load limit regulations mentioned in subsection (1) of this section, on any of the highways listed in Schedule 14 of this by-law during the period of time mentioned in subsection (1) of this section. Section 29: School Bus Loading Zones (Schedule 15) 1. Highways or portions thereof as set out in Column I of Schedule 15 of this by- law, on the side of the street set out in Column 2, thereof, between the parts of the streets set out in Columns 3 and the times set out in column 4 which are hereby designated as School Bus Loading Zones. (Figure 11 attached). 2. No person shall park a school bus or a school vehicle or any part of a school bus or a school vehicle except entirely in a School Bus Zone that has been established under subsection 29 (1) of this by-law. 3. No person shall stop a vehicle other than a school bus or school vehicle in a designated school bus loading zone as set out in Schedule 15. Section 30: Use of Sidewalks & Bridges 1. No person shall use any sidewalk, path or boulevard for any purpose other than pedestrian traffic except as specifically permitted by this by-law or for the purpose of crossing such sidewalk, path or boulevard to enter or leave a driveway; provided that this section shall not apply to vehicles used for the carriage of small children or invalids and vehicles approved by the Detachment Commander of the Ontario Provincial Police. 2. No person shall jump, dive or fish from any bridge, either vehicular or pedestrian, in the Town of Tillsonburg. Section 31: Coasting or Sliding No person shall coast or slide by the use of any hand-sleigh or toboggan on any street. Section 32: Motor Vehicles to be Locked 1. No person driving or in charge of a motor vehicle, other than a commercial motor vehicle, shall allow the same to stand unattended unless: Page 752 of 817 By-Law 2021-___ Page 20 of 83 a) the doors of the vehicle are locked and its windows are closed; or b) the key is not in the ignition or in a readily accessible location in the vehicle, so as to prevent the operation of the vehicle by any person not authorized by the owner, driver or person in charge. Section 33: Pedestrian Crossovers (Schedule 16) The highways set out in Column 1 of Schedule 16 of this by-law, at the locations set out in Column 2, are hereby designated as pedestrian Crossovers. Section 34: Higher & Lower Speed Limits (Schedule 17 (a) and 17 (b)) 1. The highways set out in Column 1 of Schedule 17(a) of this by-law, between the limits set out in Columns 2 and 3, are hereby restricted to maximum rates of speed as set out in Column 4. 2. The highways set out in Column 1 of Schedule 17(b) of this bylaw, between the limits set out in Column 2 and 3, are hereby restricted to maximum rates of speed as set out in Column 4. Section 35: One Vehicle in Parking Space 1. No person shall park more than one vehicle in any one parking space at any one time. 2. No person shall park a vehicle in a parking space that is partly or completely occupied by another vehicle. Section 36: No Long Vehicle Parking No person shall park any motor vehicle in excess of 6.1 meters in length in a manner that shall obstruct the movement of other vehicles. Section 37: Community Safety Zone (Figure 16) 1. Community Safety Zone signs inform drivers that they are entering a zone that the community has designated as an area where the safety of its children/citizens is paramount. Traffic related offences committed within the zone are subject to increased fines (many set fines are doubled such as speeding and traffic signal related offences). 2. All zones require a sign with a BEGINS tab indicating the start of the designated area and a sign with an ENDS tab indicating where the zone concludes. Additional signs may be located within the zone and are a legal requirement for zones greater than 1000 metres in length. 3. For zones greater than 1000 metres in length, additional Community Safety Zone signs are required within the limits of the zone. The spacing of additional signs is dependent on the designated maximum speed limit of the roadway. When the speed limit is 60 km/h or less, signs are required every 300 metres, or less. Where the speed limit is greater than 60 km/h, additional signs are required) Page 753 of 817 By-Law 2021-___ Page 21 of 83 Part 2: Fire Routes Section 38: Official Sign (Figure 5) 1. In this part "official sign" means a fire route sign in the form set out in Figure 5 of this by-law. 2. All fire route signs legally in place on the 26th of February 2002 in the Town of Tillsonburg shall be deemed to be official signs pursuant to this by-law. Section 39: Establishment of Fire Routes A private roadway along which approval has been given by the Corporation for the erection of official signs is a fire route. Section 40: Fire Chiefs Order If after inspection of any building, the Fire Chief of the Corporation is satisfied that, in in order to suppress and prevent the spread of fires, a fire route is warranted in respect of any building, he may serve or cause to be serviced by personal service or by prepaid registered mail to the owner of the building shown on the records of the Land Registry office, an order requiring the owner to comply with the provisions of Fire Code and I or building Code Act Regulations, and every owner shall comply with such order within sixty (60) days of the date of its service upon him or its mailing to him. Section 41: Agreement with Owner of Roadway (Schedule 18) The Corporation and the owner of a private roadway may enter into an agreement in the form set out in Schedule 18 of this by-law or in a development agreement pursuant to the site plan approval process providing for the designation of the roadway as a fire route. Section 42: Tampering with Signs No person shall move, remove or interfere with an official sign along a fire route or obstruct a view of an official sign along a fire route. Section 43: Conflicting Signs on Fire Route No person shall erect or maintain along a fire route an y sign which may conflict or be confused with an official sign. Section 44: Unauthorized use of Signs No person shall erect or maintain a facsimile of an official sign along any private roadway whether a fire route or not. Section 45: No Parking on Fire Route No person shall park a vehicle along a fire route or so that any part of a vehicle is located within the fire route. Page 754 of 817 By-Law 2021-___ Page 22 of 83 Part 3: On-Street Parking for the Accessible Persons Section 46: Parking Space for Accessible Persons (Schedule 19) 1. Notwithstanding the provisions of this or any other by-law, no person shall park, stand, stop or leave a motor vehicle in any designated parking space set out in Schedule 19 of this by-law except a motor vehicle: a) that is operated by or carries an accessible person; and b) that is identified by a current original identifying marker; and c) that is parked entirely within a designated parking space. Section 47: Display of Permit 1. An identifying marker shall be displayed on: a) the inner surface of the windshield, as close as practicable to the lower left -hand corner and as close as practicable to the left-hand side of the motor vehicle, or b) the outer surface of the sun visor on the left-hand side of the motor vehicle so as to be visible through the windshield from the exterior of the car when the sun visor is in a lowered position. Section 48: Prohibitions Regarding Permits 1. No person shall: a) deface or alter any current original identifying marker furnished by the Ministry of Transportation; b) use or permit the use of a defaced or altered current original identifying marker furnished by the Minister of Transportation; c) use or permit the use of a current original identifying marker furnished by the Ministry of Transportation except the accessible person to whom the current original identifying marker is furnished; or a person transporting such accessible person; d) without the authority of the person to whom a current original identifying marker has been issued, remove a current original identifying marker furnished by the Ministry of Transportation from a motor vehicle. Section 49: Official Sign (Figure 6) In this Part, "official sign" means a sign in the form set out in Figure 6 of this by-law. Part 4: Off-Street Parking for the Accessible Section 50: Designation of Parking Spaces 1. Where in a public parking lot or facility one or more parkin g spaces are intended for the sole use of a vehicle of an accessible person, The Town of Tillsonburg shall identify each such parking space by erecting one or more official signs in such a Page 755 of 817 By-Law 2021-___ Page 23 of 83 manner that the official sign or signs shall be clearly visible to the operator of any vehicle approaching or entering such parking space. 2. Where the requirements of subsection (1) of this section are complied with, each such parking space is for the purposes of this by-law a designated parking space for the sole use of vehicles of accessible persons. 3. Notwithstanding any provision in this Part to the contrary, no designated parking space shall be located in a fire route designated under Part 2 of this by-law. Section 51: Parking Space for Accessible Persons No person shall park, stand, stop or leave a motor vehicle in any designated parking space except a motor vehicle that is identified by a current original identifying marker. Part 5: Municipal Parking Lots Section 52: Municipal Parking Lots 1. Parking is permitted in the municipal parking lots set out in Figure 7, 8 with the exception of: a) Figure 8 will be used to indicate a "2 Hour Limit"; b) No Person shall park an unlicensed vehicle on a municipal parking lot; c) No Person shall park an inoperable motor vehicle on a municipal parking lot; d) Where there are pavement markings or designated parking spaces, no person shall park a vehicle where it is not wholly within the designated parking space; e) No person shall park a vehicle so as to obstruct the passage of vehicles in a parking lot Laneway or any parking lot. f) No person shall park a vehicle exceeding 2 hours where posted by sign. Part 6: Privately-Owned Lots Section 53: Privately Owned Off-Street Parking Lots (Schedule 20) No person shall permit a vehicle to be parked in the same parking space in a privately- owned parking lot or other parking facility for a longer period at any one time than the maximum period allowable if any for such vehicle as prescribed by signs posted upon such lot or facility. Part 7: Parking Permits Section 54: Parking Permit Fee 1. Parking Permits maybe applied for in situations where adequate parking is not available on the property. Issuance of permits will be granted at the discretion of the Town and will be valid for up to six (6) months. Permit fees are set out in Schedule 21 Page 756 of 817 By-Law 2021-___ Page 24 of 83 for any permits issued six (6) months after the passing of this bylaw. Permits are valid only for the vehicle and location for which they are registered and must be clearly displayed in the windshield while occupying the restricted parking site. a) The monthly fee per vehicle is set out in Schedule 21. Section 55: Temporary Permits (Figure 1) 1. Temporary Permits are available for driveway repairs and overnight guests. a) In order to obtain an exemption a Temporary Parking Permit application prescribed by the Town will be completed and submitted two (2) business days prior to the required request for review. b) A maximum of (5) Temporary Parking Permits are available in one calendar year per location/property. c) Exemptions are conditional during the winter months beginning November 15th to March 31, and become void if snow removal and or winter road maintenance operations become necessary. Section 56: Designated Permits Designated On-Street Parking Permits are identified in Schedule 22. Part 8: On Street Parking Section 57: On Street Parking 1. No Person shall permit any vehicle to be parked, stand, stopped or leave a vehicle on any streets longer than 48 hours except: a) Where it has been designated set out in Schedule 22. 2. No person shall park an inoperable motor vehicle on any street. 3. No person shall park an unlicensed vehicle on any street. 4. No person shall park a vehicle without a permit in a designated on street parking permit space as designated by Schedule 22. Part 9: General Provisions Section 58: General Penalty 1. Except where otherwise expressly provided by this by-law or the Highway Traffic Act, every person who: a) contravenes any provision of this by-law; or b) is the owner of a vehicle that is parked or stopped in contravention of any provision of this by-law, is guilty of an offence and on conviction is liable to any penalty as provided in the Provincial Offences Act; Page 757 of 817 By-Law 2021-___ Page 25 of 83 Section 59: Illegally Parking Vehicles 1. Where a vehicle has been left parked, stopped or left standing in contravention of this by-law as passed, the owner of the vehicle, notwithstanding that he was not the driver of the vehicle at the time of the contravention of the by-law, is guilty of an offence and is liable to the fine prescribed for the offence unless, at the time of the offence, the vehicle was in the possession of some person other than the owner without the owner's consent. 2. No person shall permit any vehicle to be parked or left on municipal owned property longer than 48 hours without the authorization of the Town of Tillsonburg. Section 60: Impoundment & Removal A Municipal Law Enforcement Officer or Police Officer upon discovery of any motor vehicle parked or standing in contravention of the provisions of this By-Law shall cause it to be moved or taken to and placed or stored in a suitable location and all costs associated with its removal, and impoundment will be the responsibility of the registered owner of the vehicle. Section 61: Executive Acts Authorized The Mayor and the Administration are hereby authorized to do all things and the Mayor and the CAO are hereby authorized to execute on behalf and under the seal of the Corporation any document necessary to give effect to this by-law. Section 62: Headings not part of By-Law The headings in the body of this by-law form no part of the by-law but are inserted for convenience of reference only. Section 63: Deviation from Form Where a form or words or expressions are prescribed in any Schedule to this by-law, deviations therefrom not affecting the substance or calculated to mislead d o not vitiate them. Section 64: Conflict with the Highway Traffic Act In the event of conflict between the provisions of this by-law and the Highway Traffic Act, the provisions of the said Act prevail. Section 65: Repeal That By-law 3701 and its amendments are hereby repealed upon the effective date noted in Section 66. Section 66: Effective Date This By-Law shall become effective upon the passing thereof and upon the approval of the set fines by the Regional Senior Justice of the Ontario Court of Justice. Page 758 of 817 By-Law 2021-___ Page 26 of 83 READ A FIRST AND SECOND TIME THIS 13th day of DECEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of DECEMBER, 2021. _____________________________________ MAYOR – Stephen Molnar _____________________________________ CLERK – Michelle Smibert Page 759 of 817 By-Law 2021-___ Page 27 of 83 Schedule 1: No Stopping HIGHWAY SIDE FROM TO TIME OR DAY Cat Alley Alley Pl 500 BTN Ridout St. & Brock St. & adjacent to Lot 1112 to 1118 Plan 500 Both 41 meters South of Ridout St. Brock St. Anytime Baldwin St. North Rolph St. Wilson Avenue Anytime Bidwell St. West North side of Brock St. W. 28.5 m North of Brock St. W. Anytime Broadway East/West John Street Northern Town Limits Anytime Broadway East 143 meters North of Ridout St E 158 meters North of Ridout St E Anytime Brock St. E. North/South Harvey St. 23m west of Harvey St. Anytime Demeyere Ave. Both Concession St. East 10 m South of Concession St Anytime Dereham Drive North Quarter Town Line 17m West of Quarter Town Line Anytime Dereham Drive South Quarter Town Line 20m West of Quarter Town Line Anytime Fox Alley East and West Venison St W 40 meters South of Venison St W Anytime Harvey St. East Bridge St. 109m South of Bridge St. Anytime Harvey St. East 15 m North of Ridout St. 86 m North of Ridout St. Anytime Harvey St. West, South of Bridge St. 39.5m South of Bridge St. 41.8m South of Bridge St. Anytime Harvey St. West, South of Bridge St. 67.7m South of Bridge St. 79.3m South of Bridge St. Anytime Harvey St. West Ridout St. 41 m North of Ridout Anytime Harvey St. West 86 m South of Bridge St. 127 m South of Bridge St. Anytime Harvey St. West Oxford St 38 m North of Oxford St Anytime John Pound Road Both London St. 5 John Pound Road Anytime Page 760 of 817 By-Law 2021-___ Page 28 of 83 HIGHWAY SIDE FROM TO TIME OR DAY Maple Court West Maple Lane Concession St. East Anytime Maple Lane Both Concession St. Maple Court Anytime Oxford St. North/South Harvey St. Tillson Ave. Anytime Park Ave. Both Gowrie St. Concession St. Anytime Queen St. East Concession St. East 49. m North of Concession St. East Anytime Quarter Town Line West Southridge Rd. 50 meters north of Southridge Rd. Anytime Quarter Town Line East Southridge Rd. North Town Limits Anytime Quarter Town Line West Esseltine Drive 17 m North of Dereham Drive Sept 1-Jun 30 Mon-Fri 8am-9am 3pm-4pm Quarter Town Line East Sanders Crescent 19m North of Dereham drive Sept 1-Jun 30 8am-9am 3pm-4pm Ridout St. E. North Harvey St. Broadway Anytime *Simcoe St. Both Tillson Ave. West Town Line Anytime Southridge Rd. South Quarter Town Line 13A Southridge Road Sept. 1 – June 30 Mon – Fri 8 am – 9 am 3 pm – 4 pm Southridge Rd. North Quarter Town Line 29m West of Quarter Town Line Anytime Southridge Rd. North 100m West of Quarter Town Line 115m West of Quarter Town Line Anytime Spruce St. Both Vienna Rd 300 m East of Vienna Road Anytime *Tillson Ave. West 9 m North of Elgin St. Oxford St. Anytime *Tillson Ave. West Fifth St. Clark St. Anytime *Tillson Ave. West Clark Street North St. Anytime Page 761 of 817 By-Law 2021-___ Page 29 of 83 HIGHWAY SIDE FROM TO TIME OR DAY *Tillson Ave. East Simcoe St. Concession St. Anytime *Tillson Ave. West Bridge St. Train Track Anytime *Vienna Road East/West Simcoe St. Highway #3 Anytime *County Road Schedule 2: Prohibited Parking on Specified Street HIGHWAY SIDE FROM TO TIME OR DAY Ball Alley Both Ball St. First Alley No Parking Anytime Barker St. North Tillson Ave. W ellington St. No Parking Anytime Bear St. North Broadway Rolph St. No Parking Anytime Bell Mill Road Both Hwy #3 Town Limits No Parking Anytime Bidwell St. East Prospect St. Concession St. No Parking Anytime Bidwell St. Both Prospect St. Dead End No Parking Anytime Bloomer St. Both Oxford St. Hydro Station No Parking Anytime 75 Bridge Street South 28 meters East of Queen Street 70 meters East of Queen Street No Parking Anytime Bridge St. East North Tillson Ave. Lisgar Ave. No Parking Anytime Bridge St. East South Queen St. Lisgar Ave. No Parking Anytime Bridge St. East Both Lisgar Ave. Broadway No Parking Anytime Bridge St. W est South Broadway Rolph St. No Parking Anytime Broadway Both Bridge Street John Street No Parking Anytime Broadway East 21 m south of Prospect St South Limit No Parking Anytime Page 762 of 817 By-Law 2021-___ Page 30 of 83 HIGHWAY SIDE FROM TO TIME OR DAY Broadway W est W ashington Grand 37.9m South of W ashington Grand No Parking Anytime Broadway W est 21 m South of Prospect St. South Limit No Parking Anytime Brock St. East North Maple Lane St. Tillson Ave. No Parking Anytime Brock St. East South Harvey St. 16.9m East of Harvey St. No Parking Anytime Brock St. East Both Tillson Ave. Lisgar Ave. No Parking Anytime Brock St. W est South Bidwell St. Dead End No Parking Anytime Cat Alley Both Brock St. Dead End No Parking Anytime Concession St. E. Both Broadway Tillson Ave. No Parking Anytime Concession St. E. North Tillson Avenue 67 m W est of Parkwood Drive No Parking Anytime Concession St. E. South Demeyer Avenue 45 m W est of centre line of Parkwood Drive No Parking Anytime Concession St. W . North Quarter Town Line Charlotte Ave. No Parking Anytime Concession St. W . Both W est Town Limits Quarter Town Line No Parking Anytime Concession St. W . Both Broadway Charlotte Ave. No Parking Anytime Coon Alley Both Concession St. W Venison St. West No Parking Anytime Coon Alley Both Bridge St. Dead End No Parking Anytime Coreless Lane Both Brock St. Hyman St. No Parking Anytime Coyle Lane Both Tillson Ave. Dead End No Parking Anytime Page 763 of 817 By-Law 2021-___ Page 31 of 83 HIGHWAY SIDE FROM TO TIME OR DAY Cranberry Road Both North St. Town Limits No Parking Anytime Denton Avenue Both 55 m North of Gowrie St. 65 m South of John St. No Parking Anytime Devonshire Ave. Both Broadway Lisgar Ave. No Parking Anytime Ebert Alley Both Bridge St. Dead End No Parking Anytime Elgin St. North Tillson Ave. Lisgar Ave. No Parking Anytime Erie Court Both Devonshire Ave. Dead End No Parking Anytime First Street North King St. Tillson Ave. No Parking Anytime First Alley North Tillson St. Ball Alley No Parking Anytime Fourth St. South Lisgar Ave. Tillson Ave. No Parking Anytime Fox Alley Both Concession St. W Bridge St. W No Parking Anytime *Fox Alley Both Lot 1B Dead End No Parking Anytime Frances Street South Tillson Ave. 29 Frances St. No Parking Anytime Frances Street South 60 m West of Kara Lane Kara Lane No Parking Anytime George St. Both John Pound Rd. Top of the Hill No Parking Anytime Glendale Drive Both Broadway Victoria St. No Parking Anytime Glendale Drive North Poplar St. Victoria St. No Parking Anytime Glendale Drive South Hawthorne Crescent Parkside Drive No Parking Sept 1 – Jun 30 7:30 am – 8:30 am 2:30 pm – 3:30 pm Mon – Fri Glendale Drive South Parkside Drive Victoria St. No Parking Anytime Glendale Drive South Poplar St. Hawthorne Crescent No Parking Anytime Page 764 of 817 By-Law 2021-___ Page 32 of 83 HIGHWAY SIDE FROM TO TIME OR DAY Hardy Ave. West Lisgar Ave. 137 m South on Hardy Ave. No Parking Anytime Hale Street North Coon Alley Rolph St. No Parking Anytime Hale Street North Rolph St. Valley View Lane No Parking Anytime Harvey Street W est Brock St. Ridout St. No Parking Anytime Harvey Street West London St. East Oxford St. No Parking Anytime Hickory Lane Both W ilson Ave. Dead End No Parking Anytime Hilliker Alley Both Elgin St. Dead End No Parking Anytime Hillyndale Road North Potters Road Lorriane Avenue No Parking Anytime Hyman St. North Tillson Ave. Maple Lane No Parking Anytime Joseph St. North Tillson Ave. Dead End No Parking Anytime King St. Both Bridge St Fourth St. No Parking Anytime Lamers Court Both Devonshire Ave. Dead End No Parking Anytime Lindsay St. Both Tillson Ave. 18 meters East of Tillson Ave. No Parking Anytime Lisgar Ave. Both Brock St. East Concession St. No Parking Anytime Lisgar Ave. East Fifth St. Van Norman Dr. No Parking Anytime Lisgar Ave. W est/South Concession St. Hardy Ave. No Parking Anytime Lisgar Ave. North 50.7 m W est of Van Norman Dr. 65.1 m W est of Van Norman Dr. No Parking Anytime Lisgar Ave. North 117.4 m W est of Van Norman Dr. 131.7 m W est of Van Norman Dr. No Parking Anytime Page 765 of 817 By-Law 2021-___ Page 33 of 83 HIGHWAY SIDE FROM TO TIME OR DAY Lisgar Ave. North 186.5 m W est of Van Norman Dr. 201 m W est of Van Norman Dr. No Parking Anytime Lisgar Ave. North Devonshire Ave. Broadway No Parking Anytime London St. W est South Broadway Dead End No Parking Anytime Maple Lane Both Hyman Brock St. E. No Parking Anytime McKenzie Street South Harvey St. Dead End No Parking 9 a.m. to 6 p.m. Neff Alley Both Tillson Street Ontario St. No Parking Anytime Niagara St. North Broadway Victoria St. No Parking Anytime North St. East Both Broadway East Town Limits No Parking Anytime Old Vienna Road Both Simcoe St. New Vienna Road No Parking Anytime Ontario St. Both Simcoe St. Dead End No Parking Anytime Oxford St. South Tillson Ave. Broadway No Parking Anytime Parkwood Dr. East Concession St. Demeyere Ave. No Parking Anytime Pine St. South Tillson Ave. Maple Lane No Parking Anytime Potters Road East Simcoe St. Town Limits No Parking Anytime Prospect St. South Broadway Bidwell St. No Parking Anytime PUC Alley Both Elgin St. Durham St. No Parking Anytime Queen Street West 36 m South of Bridge St 52 m South of Bridge Street No Parking Anytime Rogers St. South Alley North & South 1st Alley East of Tillson Avenue East Limit of Rogers Street No Parking Anytime Page 766 of 817 By-Law 2021-___ Page 34 of 83 HIGHWAY SIDE FROM TO TIME OR DAY Rolph St. W est Baldwin Street North Side of Ridout Street No Parking Anytime Rolph St. W est 41.7 m North of Ridout Street Concession St. W est No Parking Anytime Rolph St. East 24.9 m South of W olf Street 66.7 m South of W olf Street No Parking Anytime Rolph St. East North side of W olf Street 61 m North of W olf Street No Parking Anytime Rolph St. East 27 m South of Bear Street 35.3 m South of Bear Street No Parking Anytime Sanders St. South Broadway End No Parking Anytime Southridge Road North 140 m West of Quarter Town Line 224 m West of Quarter Town Line No Parking 8:30 am -9:15 am 3:00 pm-3:45 pm Sept – June Mon – Fri Tulip Drive East Trillium Drive Southridge Road No Parking Anytime Valley View Lane Both Hale Street South Dead End No Parking Anytime Van Street North Old Vienna Rd Dead End No Parking Anytime Van Street South Dead End 13 m East of Dead End No Parking Anytime Venison Street W est South Broadway W est Limit No Parking Anytime Vienna Road W est Old Vienna Road Young St. No Parking Anytime W abash Road Both Bell Mill Side Rd. Dead End No Parking Anytime W ashington Grand Ave. North Bidwell Street 27 m West of Broadway No Parking Anytime W ashington Grand Ave. North Rolph Street Dead End No Parking Anytime W olf St. North Broadway Rolph St. No Parking Anytime Page 767 of 817 By-Law 2021-___ Page 35 of 83 HIGHWAY SIDE FROM TO TIME OR DAY W oodcock Drive W est North Street 113.5 m North of W ren Court No Parking Anytime W ren Court Both W oodcock Drive W oodcock Drive No Parking Anytime Schedule 3: No Parking at Taxi Stands HIGHWAY SIDE LOCATION NO. OF SPACES HOURS Schedule 4: No Parking in Loading Zones HIGHWAY SIDE LOCATION TIME OR DAYS Broadway East 119 m to 143 meters North of Ridout Street East 15 minutes Hardy Avenue East 102 m to 136 m North of Sanders Street 15 minutes Harvey St. W est 127 m South of Bridge Street to 41 m North of Ridout St. Anytime Lot 1A South Adjacent to North Mall Entrance 15 minutes Lot 3A South/East East of Cat Alley 30 minutes Lot 7A East Adjacent to Harvey Street 15 minutes Pearl Street South 13 m from Tillson Avenue Anytime Ridout Street W est South From Bidwell Street to 32 meters W est of Bidwell Street 30 minutes W ashington Grand Avenue North 1st space from Broadway Anytime Page 768 of 817 By-Law 2021-___ Page 36 of 83 Schedule 5: Restricted Parking on Specified Streets HIGHWAY SIDE FROM TO TIME OR DAY Baldwin Street Both Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Bear Street South Rolph Street Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Bidwell Street W est W ashington Grand 28.5 m North of Brock St. W . 2 hrs 9 am - 6pm except Sundays & Holidays Bidwell Street W est 17.7 m South of Brock Street W est Baldwin Street 2 hrs 9 am - 6pm except Sundays & Holidays Bridge Street W est North Broadway Rolph Street 2 hrs 9 am - 6pm except Sundays & Holidays Broadway Both London Street Bridge Street 2 hrs 9 am - 6pm except Sundays & Holidays Brock Street East Both Lisgar Avenue Broadway 2 hrs 9 am - 6pm except Sundays & Holidays Brock Street W est Both Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Brock Street W est North Bidwell Street Rolph Street 2 hrs 9 am - 6pm except Sundays & Holidays Harvey Street W est London Street East Oxford Street 2 hrs 9 am - 6pm except Sundays & Holidays Harvey Street East Oxford Street Ridout Street 2 hrs 9 am - 6pm except Sundays & Holidays Harvey Street W est 28 m North of Oxford St. Brock Street 2 hrs 9 am - 6pm except Sundays & Holidays Harvey Street W est 20 m South of Bridge St. 66 m South of Bridge St. 30 minutes Harvey Street W est 24.6 m South of Bridge St. 83.9 m South of Bridge St. 30 minutes Page 769 of 817 By-Law 2021-___ Page 37 of 83 HIGHWAY SIDE FROM TO TIME OR DAY London Street East Both Oxford Street Broadway 2 hrs 9 am - 6pm except Sundays & Holidays London Street W est North Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays McKenzie Street North Harvey Street Dead End 2 hrs 9 am - 6pm except Sundays & Holidays Ridout Street East South Harvey Street Broadway 2 hrs 9 am - 6pm except Sundays & Holidays Ridout Street W est Both Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Ridout Street West North Bidwell Street Coon Alley 2 hrs 9 am - 6pm except Sundays & Holidays Ridout Street West South 41 m West of Bidwell Street Coon Alley 2 hrs 9am -6pm except Sundays & Holidays Rolph Street East Baldwin Street Brock Street 2 hrs 9 am - 6pm except Sundays & Holidays Rolph Street East W ashington Grand Avenue Venison Street 2 hrs 9 am - 6pm except Sundays & Holidays Rolph Street East W olf Street 24.9 m South of W olf Street 2 hrs 9 am - 6pm except Sundays & Holidays Rolph Street East 35 m North of Bear St. Venison St. W. 2 hrs 9 am - 6pm except Sundays & Holidays Venison St. W . North Rolph St. Bidwell St. 2 hrs 9 am - 6pm except Sundays & Holidays W ashington Grand North Broadway 8 W ashington Grand Ave. 2 hrs 9 am - 6pm except Sundays & Holidays W ashington Grand South Broadway Bidwell Street 2 hrs 9 am - 6pm except Sundays & Holidays Page 770 of 817 By-Law 2021-___ Page 38 of 83 Schedule 6: Angle Parking Permitted on Specified Streets HIGHW AY SIDE FROM TO Bridge Street North Broadway Fox Alley Bridge Street North Bidwell Street Rolph Street Broadway East & W est London Street Bridge Street Brock Street W est South Bidwell Street Broadway Maple Lane West 17 m South of Demeyere Avenue 49 m South of Demeyere Avenue Ridout Street East South Harvey Street 19 Ridout Street East Rolph Street West Ridout Street West 48 m North of Ridout Street West Schedule 7: Prohibited Turns INTERSECTION OR PORTION OF HIGHWAY DIRECTION TURNS PROHIBITED TIMES OR DAYS Broadway at John Pound Rd. South “U” Anytime Bloomer Street at John Pound Road W estbound Right Anytime Broadway at Bridge Street. Northbound Left Anytime Broadway at 200 Broadway Street Eastbound Left Anytime Oxford Street @ 73 Oxford Street Westbound Left Anytime Page 771 of 817 By-Law 2021-___ Page 39 of 83 Schedule 8: Designated Lane Movements HIGHWAY BETWEEN L ANE DIRECTION TIME OR DAYS Broadway Concession Street to 70 meters north 1st lane from W est curb South & South to west At all times Broadway Concession Street to 70 meters north 2nd lane from W est curb South to East only At all times Broadway Concession Street to 70 meters South 1st lane from East curb North and North to East At all times Simcoe Street Tillson Avenue to 70 meters East 1st lane from North curb W est to North only At all times Simcoe Street Tillson Avenue to 70 meters East 2nd lane from North curb W est only At all times Oxf ord Street Bloomer Street to 70 meters W est 1st lane from South curb East and East to South At all times Oxf ord Street Bloomer Street to 70 meters W est 2nd lane from South curb East to North only At all times Tillson Avenue Oxford Street 1st lane from W est curb South and South to W est At all times Tillson Avenue Oxford Street and Hyman St. 2nd lane from W est curb South to East only At all times Schedule 9: Designated Stop Signs Page 772 of 817 By-Law 2021-___ Page 40 of 83 INTERSECTION F ACING TR AFFIC Adams Avenue at Allen Street Eastbound on Adams Avenue Adams Avenue at Fernwood Drive Eastbound on Adams Avenue Alba Avenue at Devon Court Northbound & Southbound on Alba Avenue Alexander Avenue at Demeyere Avenue 2-Soundbound and 1-Northbound on Alexander Avenue Allen Street at Glendale Drive 2-W estbound on Allen Street Alley 1 (unnamed) Queen St. Westbound on (unnamed) Alley at Queen Street. Alley (unnamed) at King St Eastbound on Alley (unnamed at King St. Alley (unnamed) at Gowrie St. E Northbound and Southbound on Gowrie St. E Alley (unnamed) at Denton Avenue Northbound on Alley (unnamed) at Denton Avenue Alley (unnamed) at Third Street Southbound on Alley (unnamed) at Third Street Alley (unnamed) at Fourth Street Northbound on Alley (unnamed) at Fourth Street Alley (unnamed) at Rodgers Street (west access) Northbound on Alley (unnamed) at Rodgers Street Alley (unnamed) at Rodgers Street (east access) Northbound on Alley (unnamed) at Rodgers Street Alley (unnamed) at Pearl Street Northbound on Alley (unnamed) at Pearl Street Alley (unnamed) at Pearl Street Northbound on Alley (unnamed) at Pear Street Alley (unnamed) at Pine Street Southbound on Alley (unnamed) at Pine Street Alley (unnamed) at Pine Street Southbound on Alley (unnamed) at Pine Street Alley (unnamed) at Rolph Street Westbound on Alley (unnamed) at Rolph Street Alley (unnamed) at Coon Alley Eastbound on Alley (unnamed) at Coon Alley Alley (unnamed) at McKenzie Street Westbound on Alley (unnamed) at McKenzie Street Andover Avenue at Glendale Drive Northbound on Andover Avenue Andover Avenue at Glenridge Road Southbound on Andover Avenue Ann Street at Concession Street Southbound on Ann Street Ann Street at Victoria Street Westbound on Ann Street Arbor Lane at Parkwood Drive Eastbound on Arbor Lane Arbor Lane at Alexander Avenue Westbound on Arbor Lane Argyle Street at Quarter Town Line W estbound on Argyle Street Argyle Street at Gibson Drive Eastbound on Argyle Street Armstrong Drive at W ilson Avenue Eastbound and Northbound on Armstrong Drive Arnold Street at Denrich Avenue Eastbound on Arnold Street Arnold Street at Sanders Crescent Southbound on Arnold Street Balazs Court at W ilson Avenue W estbound on Balazs Court Baldwin Street at W eston Drive Northbound on Baldwin Street Baldwin Street at Quarter Town Line Eastbound and Westbound on Quarter Town Line Page 773 of 817 By-Law 2021-___ Page 41 of 83 INTERSECTION F ACING TR AFFIC Ball Alley at Ball Street Northbound and Southbound on Ball Alley Ball Alley at Cedar Street Northbound on Ball Alley Ball Alley at Oak Street Southbound on Ball Alley Ball Alley at Ontario Street Northbound and Southbound on Ontario St. Ball Alley at Pine Avenue Northbound & Southbound on Ball Alley Ball Street at Duncan Street Northbound & Southbound on Ball Street Ball Street at Lincoln Street Northbound & Southbound on Ball Street Ball Street at Simcoe Street Northbound on Ball Street Ball Street at Town Line Road Southbound on Ball Street Barker Street at Magnolia Drive Southbound on Barker Street Barker Street at Tillson Avenue W estbound on Barker Street Bear Street at Broadway Eastbound on Bear Street Bear Street at Rolph Street W estbound on Bear Street Beckett Boulevard at North Street Southbound on Beckett Boulevard Beckett Boulevard at Cranberry Road W estbound on Beckett Boulevard Beech Boulevard at Quarter Town Line Eastbound on Beech Boulevard Beech Boulevard at Concession St. W Southbound on Beech Boulevard Belfast Circle at Gibson Drive Southbound on Belfast Circle Belmont Avenue at Allen St. Eastbound on Belmont Avenue Belmont Avenue at Lyndale Road W estbound on Belmont Avenue Beretta Street at Harvest Avenue Westbound on Beretta Street Beth Court at Trottier Drive Westbound on Beth Court Bidwell Street at Baldwin Street Northbound & Southbound on Bidwell St. Bidwell Street at Bear Street Northbound & Southbound on Bidwell St. Bidwell Street at Concession Street Northbound on Bidwell St. Bidwell Street at Ridout St. Northbound & Southbound on Bidwell St. Bidwell Street at Washington Grand Northbound & Southbound on Bidwell St. Birch Drive at Hillyndale Drive Southbound & Westbound on Birch Drive Birdyway Drive at Beech Blvd. Southbound of Birdyway Drive Bloomer Street at John Pound Road Southbound on Bloomer St. Bond Street at Wellington St. Eastbound on Bond St. Bond Street at Tillson Avenue Westbound on Bond St. Borden Crescent at John Pound Road Eastbound on Borden Crescent Brad Avenue at James Avenue Northbound on Brad Avenue Brad Avenue at North Street Southbound on Brad Avenue Brasher Drive at Wilson Avenue Eastbound & Southbound on Brasher Dr. Braun Avenue at North Street East Southbound on Braun Avenue Bridle Path at Baldwin Street Northbound on Bridle Path Bridge Street at Bidwell St. Eastbound & Westbound on Bridge St. Bridge Street East at Lisgar Avenue Westbound on Bridge St. Bridge Street at Rolph Street Westbound on Bridge St. Bridge Street at Tillson Avenue Eastbound on Bridge St. Page 774 of 817 By-Law 2021-___ Page 42 of 83 INTERSECTION F ACING TR AFFIC Broadway at John Pound Road Northbound on Broadway Brock Street at Bidwell Street Eastbound & Westbound on Brock St. Brock Street at Harvey St. Eastbound & Westbound on Brock St. Brookside Lane at Allen St. Southbound on Brookside Lane Brookside Lane at Glendale Drive Southbound on Brookside Lane Burdock Court at Goldenrod Drive Westbound on Burdock Court Camdon Court at Glendale Drive 2-Westbound on Camdon Court Canary Street at Braun Street Eastbound on Canary Street Canary Street at Tanager Drive Westbound on Canary Street Cardinal Court at Owl Drive Southbound on Cardinal Court Carolina Street at Allen Street Westbound on Carolina St. Carolina Street at Broadway Eastbound on Carolina St. Cat Alley at Brock Street Northbound & Southbound on Cat Alley Cat Alley at London Street Southbound & Northbound on Cat Alley Cat Alley at Oxford Street Northbound & Southbound on Cat Alley Cat Alley at Ridout Street East Northbound on Cat Alley Catalpa Court at Beech Blvd. Northbound on Catalpa Court Cedar Street at Spruce Street Southbound on Cedar St. Cedar Street at Town Line Road Northbound & Southbound on Cedar St. Cedar Street at Lincoln Street Northbound & Southbound on Cedar St. Cedar Street at Simcoe Street Northbound on Cedar St. Centennial Avenue at Devonshire Avenue Westbound on Centennial Avenue Centennial Avenue at VanNorman Drive Eastbound on Centennial Avenue Charles Street at Tillson Avenue Westbound on Charles St. Charlotte Avenue at Concession Street Northbound on Charlotte Avenue Charlotte Avenue at Dereham Drive Southbound on Charlotte Avenue Christie Street at Broadway Eastbound on Christie St. Christie Street at Allen Street Westbound on Christie St. Christopher Court at Alexander Avenue Westbound on Christopher Court Clarence Street at Charlotte Avenue Westbound on Clarence St. Clarke Street at Tillson Avenue Eastbound & Westbound on Clarke St. Clear Valley Drive at Wilson Avenue Westbound on Clear Valley Drive Clearview Drive at Bayham Drive Westbound on Clearview Drive Clearview Drive at Highway #3 Southbound on Clearview Drive Colin Avenue at Trottier Drive Eastbound on Colin Avenue Collin Avenue (East Leg) at Collin Avenue Northbound on Collin Avenue Concession Street at Lisgar Avenue Eastbound & Westbound on Concession St. Concession Street at Maple Lane Eastbound & Westbound on Concession St. Concession Street West at Quarter Town Line Eastbound & Westbound on Concession St. West Coon Alley at Baldwin Street Northbound & Southbound on Coon Alley Page 775 of 817 By-Law 2021-___ Page 43 of 83 INTERSECTION F ACING TR AFFIC Coon Alley at Bear Street Northbound & Southbound on Coon Alley Coon Alley at Bridge Street Northbound on Coon Alley Coon Alley at Brock Street West Northbound & Southbound on Coon Alley Coon Alley at Concession Street West Northbound on Coon Alley Coon Alley at Hale Street Northbound on Coon Alley Coon Alley at London Street West Northbound & Southbound on Coon Alley Coon Alley at Ridout Street West Northbound & Southbound on Coon Alley Coon Alley at Venison Street Northbound & Southbound on Coon Alley Coon Alley at Washington Grand Avenue Northbound & Southbound on Coon Alley Coon Alley at Wolf Street Northbound & Southbound on Coon Alley Coreless Lane at Brock Street West Northbound on Coreless Lane Coreless Lane at Hyman Street Southbound on Coreless Lane Coulthard Street at Livingston Drive Southbound on Coulthard Street Coulthard Street at North Street East Northbound on Coulthard Street Coyle Lane at Tillson Avenue Westbound on Coyle Lane Craig Street on Allen Street Northbound on Craig Street Craig Street at Glendale Southbound on Craig Street Cranberry Road at North Street Southbound on Cranberry Road Crocus Avenue at Dogwood Avenue Eastbound on Crocus Avenue Curren Crescent at Livingston Drive Southbound on Curren Crescent (East) Curren Crescent at Livingston Drive Southbound on Curren Crescent (West) Delevan Crescent at Lisgar Avenue Eastbound on Delevan Crescent Demeyere Avenue at Concession Street East Northbound on Demeyere Avenue Demeyere Avenue at Maple Lane Westbound on Demeyere Avenue Denis Court at Lady Avenue Eastbound on Denis Court Denrich Avenue Dereham Drive Northbound & Southbound on Denrich Ave. Denrich Avenue at Sanders Crescent Northbound and Southbound on Denrich Avenue Denrich Avenue at Wilson Avenue Westbound on Denrich Avenue Denrich Avenue at Clarence Street Northbound on Denrich Avenue Denton Avenue at Gowrie Street Northbound & Southbound on Denton Avenue Denton Avenue at John Street Northbound on Denton Denton Avenue at Park Avenue Eastbound on Denton Avenue Dereham Drive at Wilson Avenue Eastbound on Dereham Drive Dereham Drive at Quarter Town Line Westbound on Dereham Drive Devon Court at Devonshire Avenue Northbound on Devon Court Devon Court at Lisgar Avenue Eastbound on Devon Court Devonshire Avenue at Broadway Westbound on Devonshire Avenue Page 776 of 817 By-Law 2021-___ Page 44 of 83 INTERSECTION F ACING TR AFFIC Devonshire Avenue at Lisgar Avenue Southbound on Devonshire Avenue Dogwood Drive at Trillium Drive Southbound on Dogwood Drive Duncan Street at Goshen Street Eastbound on Duncan Street Duncan Street at Tillson Street Westbound on Duncan Street Durham Street at Lisgar Avenue Westbound on Durham Street Durham Street at Tillson Avenue Eastbound on Durham Street Earle Street at Cedar Street Westbound on Earle Street Earle Street at Tillson Avenue Eastbound on Earle Street Ebert Alley at Bridge Street Northbound on Ebert Alley Ebert Alley at Brock Street East Northbound & Southbound on Ebert Alley Ebert Alley at Durham Street Northbound & Southbound on Ebert Alley Ebert Alley at Elgin Street Northbound & Southbound on Ebert Alley Eden Place at Andover Avenue Eastbound on Eden Avenue Edgewood Drive at Brock Street Northbound on Edgewood Drive Edwin Crescent at Wilson Avenue Eastbound on Edwin Crescent Edwin Crescent at Edwin Crescent Southbound on Edwin Crescent Eleanor Court at Potters Road Eastbound on Eleanor Court Elgin Street at Lisgar Avenue Westbound on Elgin Street Elgin Street at Tillson Avenue Eastbound on Elgin Street Elm Street at Cedar Street Eastbound & Westbound on Elm Street Elm Street at Lincoln Street Southbound on Elm Street Erie Court at Devonshire Avenue Southbound on Erie Court Esseltine Drive at Quarter Town Line Eastbound on Esseltine Drive Evergreen Court at Victoria Way Northbound on Evergreen Court Fairfield Crescent at Parkwood Drive Southbound & Westbound on Fairfield Crescent Fairs Crescent at Baldwin Street Westbound on Fairs Crescent Fairs Crescent at Fairs Crescent Northbound on Fairs Crescent Fairview Street at Quarter Town Line Westbound on Fairview Street Fairway Hills Boulevard at Quarter Town Line Road Eastbound on Fairway Hills Boulevard Falcon Road at North Street Southbound on Falcon Road Falcon Road at Tanager Drive Northbound on Falcon Fernwood Drive at Allen Street Northbound & Southbound on Fernwood Drive First Alley at Tillson Street Westbound on First Alley Fifth Street at Lisgar Avenue Westbound on Fifth Street Fifth Street at Tillson Avenue Eastbound on Fifth Street First Street at Tillson Avenue Eastbound on First Street First Street at King Street Westbound on First Street First Street at Queen Street Westbound & Eastbound on First Street First Street at Lisgar Avenue Westbound on First Street Page 777 of 817 By-Law 2021-___ Page 45 of 83 INTERSECTION F ACING TR AFFIC Forest Glenn Court at Trottier Drive Westbound on Forest Glenn Court Fourth Street at Lisgar Avenue Eastbound & Westbound on Fourth Street Fourth Street at Tillson Avenue Eastbound on Fourth Street Fox Alley at Baldwin Street Northbound & Southbound on Fox Alley Fox Alley at Bear Street Northbound & Southbound on Fox Alley Fox Alley at Brock Street West Northbound & Southbound on Fox Alley Fox Alley at Concession Street West Northbound on Fox Alley Fox Alley at London Street West Northbound & Southbound on Fox Alley Fox Alley at Prospect Street Northbound & Southbound on Fox Alley Fox Alley at Ridout Street West Northbound & Southbound on Fox Alley Fox Alley at Venison Street West Southbound on Fox Alley Fox Alley at Washington Grand Avenue Southbound on Fox Alley Fox Alley at Wolf Street Northbound & Southbound on Fox Alley Francis Street at Kara Lane Eastbound on Francis Street Francis Street at Tillson Avenue Westbound on Francis Street Frank Street at Concession Street Northbound on Frank Street Frank Street at Delevan Crescent Southbound on Frank Street Frank Street at Fourth Street Northbound on Frank Street Frank Street at Lisgar Avenue Eastbound on Frank Street Frank Street at Second Street Northbound & Southbound on Frank St Frank Street at Third Street Northbound & Southbound on Frank St George Street at John Pound Road Eastbound on George Street Gibson Drive at Quarter Town Line Westbound on Gibson Drive Glendale Drive at Broadway Eastbound on Glendale Drive Glendale Drive at Quarter Town Line Westbound on Glendale Drive Glendale Drive at Quarter Town Line Eastbound on Glendale Drive Glendale Drive at McGuire Crescent (West Lag) Westbound on Glendale Drive Glenridge Road at Glendale Drive Eastbound on Glenridge Road Glenridge Road at Andover Avenue Eastbound on Andover Avenue Goldenrod Drive at Baldwin Street Northbound on Goldenrod Drive Goldenrod Drive at Ridge Boulevard Southbound on Goldenrod Drive Goshen Street at Simcoe Street Northbound on Goshen Street Gowrie Street at Ann Street Westbound on Gowrie Street Gowrie Street at Broadway Eastbound & Westbound on Gowrie Street Gowrie Street at Park Avenue Eastbound on Gowrie Street Greeneagle Drive at Birdyway Drive Westbound on Greeneagle Drive Greeneagle Drive at Fairway Hills Blvd. Northbound on Greeneagle Drive Gyulveszi Park at Barker Street Southbound on Gyulveszi Park Gyulveszi Park at Wellington Street Westbound on Gyulveszi Park Hale Street at Coon Alley Eastbound on Hale Street Hale Street at Rolph Street Eastbound & Westbound on Hale Street Page 778 of 817 By-Law 2021-___ Page 46 of 83 INTERSECTION F ACING TR AFFIC Hampton Court at Gibson Drive Court Southbound on Hampton Hardy Avenue at Hardy Avenue Eastbound & Westbound & Southbound on Hardy Avenue Hardy Avenue at John Street Southbound on Hardy Avenue Hardy Avenue at Lisgar Avenue Northbound on Hardy Avenue Hardy Avenue at Sanders Street Northbound & Southbound on Hardy Avenue Harris Street at King Street Eastbound on Harris Street Harris Street at Lisgar Avenue Westbound on Harris Street Harvest Avenue at West Town Line Eastbound on Harvest Avenue Harvest Avenue at Potters Road Northbound on Harvest Avenue Harvey Street at Bridge Street Northbound on Harvey Street Harvey Street at Brock Street Northbound & Southbound on Harvey Street Harvey Street at London Street Southbound on Harvey Street Harvey Street at Oxford Street Northbound & Southbound on Harvey Street Harvey Street at Lot 7A Northbound & Southbound on Harvey Street Harwood Street at Harvest Avenue Westbound on Harwood Street Harwood Street at Seaton Crescent Eastbound on Harwood Street Hawkins Crescent at Wilson Avenue Eastbound on Hawkins Crescent Hawkins Crescent at Hawkins Crescent Southbound on Hawkins Crescent Hawthorne Crescent at Glendale Drive Northbound on Hawthorne Crescent Hawthorne Crescent at Parkside Drive Eastbound on Hawthorne Crescent Herford Street at North Street Northbound on Herford Street Herford Street at Wellington Street Westbound on Herford Street Hickory Lane at Holland Gate Eastbound & Westbound on Hickory Lane Hickory Lane at Wilson Avenue Westbound on Hickory Lane Highland Drive at Hillyndale Road Northbound on Highland Drive Hilldrop Crescent at James Avenue Southbound on Hilldrop Crescent Hilldrop Crescent at Woodland Crescent Northbound on Hilldrop Crescent Hilliker Alley at Durham Street Northbound & Southbound on Hilliker Alley Hilliker Alley at Elgin Street Southbound on Hilliker Alley Hillside Drive at Birch Drive Eastbound on Hillside Drive Hillside Drive at Hillyndale Road Westbound on Hillside Drive Hillyndale Road at Potters Road Eastbound on Hillyndale Road Hogarth Drive at Esseltine Drive Northbound on Hogarth Drive Hogarth Drive at Weston Drive 2-Westbound on Hogarth Drive Hogarth Drive at Weston Drive Eastbound on Hogarth Drive Holland Gate at Baldwin Street Southbound on Holland Gate Holland Gate at Clear Valley Drive Northbound on Holland Gate Hollier Drive at Hogarth Drive Northbound on Hollier Drive Hollier Drive at Weston Drive Eastbound on Hollier Drive Howe Avenue at Denrich Avenue Northbound on Howe Avenue Page 779 of 817 By-Law 2021-___ Page 47 of 83 INTERSECTION F ACING TR AFFIC Howe Avenue at Segal Drive Southbound on Howe Avenue Howe Avenue at Trottier Drive Northbound on Howe Avenue Hurley Avenue at Wilson Avenue Northbound on Hurley Avenue Hunter Crescent at Windemere Avenue Northbound & Southbound on Hunter Crescent Huntley Avenue at Livingston Drive Southbound on Huntley Avenue Huntley Avenue at North Street East Northbound on Huntley Avenue Hurley Avenue at Clarence Street Southbound on Hurley Avenue Hyman Street at Tillson Avenue Westbound on Hyman Street Jackson Court at Wilson Avenue 2-Westboound on Jackson Court James Avenue at North Street Southbound on James Avenue James Avenue at Quarter Town Line Eastbound & Westbound on James Street James Avenue at Woodland Crescent Westbound on James Avenue Jane Street at Lowrie Crescent Westbound on Jane Street Jane Street at Parkdale Drive Eastbound on Jane Street Jean Ferrie Court Westbound on Jean Ferrie Court John Pound Road at Highway #3 Southbound on John Pound Road John Street at Broadway Westbound on John Street John Street at Reynolds Drive Eastbound on John Street Jones Crescent at Jones Crescent Westbound on Jones Crescent Jones Crescent at Weston Drive Southbound on Jones Crescent Joseph Street at Maple Lane Westbound & Eastbound on Joseph St. Joseph Street at Tillson Avenue Westbound on Joseph Street Judy Avenue at Trottier Drive Northbound on Judy Avenue Judy Avenue at Segal Drive Southbound on Judy Avenue Kara Lane at Kara Lane Southbound on Kara Lane Kamps Crescent at Denrich Avenue Westbound and Southbound on Kamps Crescent Keba Crescent at Keba Crescent Southbound on Keba Crescent Keba Crescent at Braun Avenue Eastbound on Braun Avenue King Street at Bridge Street Northbound & Southbound on King Street King Street at Brock Street Southbound on King Street King Street at Concession Street Northbound & Southbound on King Street King Street at Durham Street Northbound & Southbound on King Street King Street at Elgin Street North & Southbound on King Street King Street at Fourth Street North & Southbound on King Street Lady Avenue at Baldwin Street Northbound on Lady Avenue Lady Avenue at Ridge Boulevard Southbound on Lady Avenue Lamers Court at Devonshire Avenue Southbound on Lamers Court Langrell Avenue at Quarter Town Line Westbound on Langrell Avenue Lark Street at Canary Street Northbound on Lark Street Page 780 of 817 By-Law 2021-___ Page 48 of 83 INTERSECTION F ACING TR AFFIC Lark Street at Keba Crescent Eastbound on Lark Street Lincoln Street at Goshen Road Eastbound on Lincoln Street Lincoln Street at Tillson Street West & Eastbound on Lincoln Street Lincoln Street at Vienna Road Westbound on Lincoln Street Lindsay Street at Magnolia Drive Eastbound on Lindsay Street Lindsay Street at Tillson Avenue Westbound on Lindsay Street Lisgar Avenue at Broadway Westbound on Lisgar Avenue Lisgar Avenue at Bridge Street Northbound & Southbound on Lisgar Avenue Lisgar Avenue at Brock Street Southbound on Lisgar Avenue Lisgar Avenue at Concession Street Northbound & Southbound on Lisgar Avenue Lisgar Court at Concession Street 2-Southbound on Lisgar Court Livingston Drive at Coulthard Street Westbound on Livingston Drive Livingston Drive at Huntley Avenue Eastbound on Livingston Drive London Street at Bidwell Street Eastbound & Westbound on London Street London Street at Broadway Eastbound & Westbound on London Street London Street at Oxford Street Eastbound on London Street Lorriane Avenue at Potters Road Eastbound on Lorriane Avenue Lot 7A at Harvey Street 2-Westbound on Lot 7A Lowrie Crescent at Dereham Drive Southbound on Lowrie Crescent Lowrie Crescent at Wilson Avenue Northbound on Lowrie Crescent Lyndale Road at Glendale Drive Southbound on Lyndale Road Magnolia Drive at Barker Street Northbound on Magnolia Drive Magnolia Drive at Peach Street Eastbound & Westbound on Magnolia Drive Mallard Street at Braun Avenue Eastbound on Mallard Street Maple Court at Concession Street Northbound on Maple Court Maple Court at Maple Lane Southbound on Maple Court Maple Lane at Brock Street East Northbound & Southbound on Maple Lane Maple Lane at Concession Street North & Southbound on Maple Lane Maple Lane at Joseph Street Northbound on Maple Lane Maple Villa Court at Concession St East Southbound on Maple Villa Court Martin Street at Canary Street Northbound & Southbound on Martin Street Martin Street at Lark Street Southbound on Martin Street Mary Street at Joseph Street Southbound on Mary Street Mary Street at Kara Lane Northbound on Mary Street McDonald Court at Wilson Avenue Westbound on McDonald McGuire Crescent (West Lag) at Glendale Drive Northbound on McGuire Crescent McGuire Crescent (East Lag) at Glendale Drive Northbound on McGuire Crescent McKenzie Street at Harvey Street Westbound on McKenzie Street Monice Street at Barker Street Westbound on Monice Street Page 781 of 817 By-Law 2021-___ Page 49 of 83 INTERSECTION F ACING TR AFFIC Moose Street at Broadway Street Eastbound on Moose Street Morning Glory Drive at Crocus Avenue Northbound on Morning Glory Drive Morning Glory Drive at Trillium Drive Southbound on Morning Glory Drive Myrtle Street at William Street Northbound on Myrtle Street Nancy Court at Glendale Drive Southbound on Nancy Court Neff Alley at Ball Street Eastbound and Westbound on Ball St. Neff Alley at Goshen Street Eastbound on Goshen Street Neff Alley at Ontario Street Eastbound and Westbound on Neff Alley Neff Alley at Tillson Street Westbound on Neff Alley Nelson Street at Tillson Avenue Westbound on Nelson Street Nelson Street at Wellington Street Eastbound on Nelson Street Niagara Street at Broadway Eastbound on Niagara Street Niagara Street at Victoria Street Westbound on Niagara Street Northern Lane at North Street East Southbound on Northern Lane North Street at Tillson Avenue Eastbound & Westbound on North Street North Street West at Quarter Town Line Eastbound & Westbound on North Street West Northview Drive at Quarter Town Line Westbound on Northview Drive Oak Street at Earle Street Southbound on Oak Street Oak Street at Tillson Street Eastbound on Oak Street Old Vienna Road at Simcoe Street Northbound on Old Vienna Road Old Vienna Road at Vienna Road Southbound on Old Vienna Road Ontario Street at Duncan Street Northbound & Southbound on Ontario Street Ontario Street at Lincoln Street Northbound & Southbound on Ontario Street Ontario Street at Simcoe Street Northbound on Ontario Street Otter Court at Demeyere Avenue Westbound on Otter Court Owl Drive at Tanager Drive Eastbound on Owl Drive Owl Drive at Woodcock Drive Westbound on Owl Drive Palmer Alley at Sanders Street Southbound on Palmer Alley Palmer Alley at Hardy Avenue Southbound on Palmer Alley Park Avenue at Concession Street Southbound on Park Avenue Park Avenue at Gowrie Street Northbound on Park Avenue Parkdale Avenue at Charlotte Avenue 2-Eastbound on Parkdale Park Drive at North Street West Northbound on Park Drive Park Drive at Park Place Southbound on Park Drive Park Place at Quarter Town Line Westbound on Park Place Parkdale Avenue at Charlotte Avenue 2-Eastbound on Parkdale Avenue Parkside Drive at Glendale Drive Northbound on Parkside Drive Parkwood Drive at Concession Street Northbound & Southbound on Parkwood Drive Parkwood Drive at Demeyere Avenue North & Southbound on Parkwood Drive Page 782 of 817 By-Law 2021-___ Page 50 of 83 INTERSECTION F ACING TR AFFIC Parkwood Court at Parkwood Drive Westbound on Parkwood Court Peach Street at Barker Street Northbound & Southbound on Peach Street Peach Street at Kara Lane Southbound on Peach Street Peach Street at Magnolia Drive Northbound & Southbound on Peach Street Pearl Street at Maple Lane Eastbound & Westbound on Pearl Street Pearl Street at Tillson Avenue Westbound on Pearl Street Pheasant Court at Woodcock Drive Southbound on Pheasant Court Pine Avenue at Earle Street Northbound & Southbound on Pine Avenue Pine Avenue at Simcoe Street Northbound on Pine Avenue Pine Street at Maple Lane Eastbound & Westbound on Pine Street Pine Street at Pearl Street Northbound on Pine Street Pine Street at Tillson Avenue Westbound on Pine Street Poplar Street at Allen Street Northbound on Poplar Street Poplar Street at Glendale Drive Southbound on Poplar Street Primrose Drive at Crocus Avenue Northbound on Primrose Drive Primrose Drive at Trillium Drive Southbound on Primrose Drive Prospect Street at Broadway Eastbound on Prospect Street Prospect Street at Bidwell Street Westbound on Prospect Street PUC Alley at Elgin Street Southbound on PUC Alley PUC Alley at Durham Street Northbound on PUC Alley Quarter Town Line at Baldwin Street Northbound and Southbound on Quarter Town Line Quarter Town Line at Concession Street North & Southbound on Quarter Town Line Quarter Town Line Road at North Street Northbound & Southbound on Quarter Town Line Queen Street at Bridge Street Northbound & Southbound on Queen St. Queen Street at Concession Street Northbound & Southbound on Queen St. Queen Street at Durham Street North & Southbound on Queen St. Queen Street at Elgin Street Northbound & Southbound on Queen St. Queen Street at Fourth Street Northbound & Southbound on Queen St. Queen Street at Lisgar Avenue Southbound on Queen Street Railway Alley at Denton Avenue Westbound on Railway Alley Railway Alley at Gowrie Street Southbound on Railway Alley Reid Street at Concession Street West Northbound on Reid Street Reid Street at Wilson Avenue Southbound on Reid Street Ridge Boulevard at Woodhaven Drive Westbound on Ridge Boulevard Ridgeview Avenue at Vienna Road (Hwy #19) Eastbound on Ridgeview Avenue Ridout Street at Bidwell Street Eastbound & Westbound on Ridout Street Ridout Street at Harvey Street Eastbound on Ridout Street Ridout Street at Rolph Street Westbound on Ridout Street Page 783 of 817 By-Law 2021-___ Page 51 of 83 INTERSECTION F ACING TR AFFIC Richard Court at Lady Avenue Westbound on Richard Court Robin Road at Bobolink Drive Northbound on Robin Road Robin Road at Owl Drive Southbound on Robin Road Rodgers Street at Tillson Avenue Westbound on Rodgers Street Rokeby Side Road at Bell Mill Side Road Eastbound on Rokeby Side Road Rolph Street at Baldwin Southbound on Rolph Street Rolph Street at Bear Street North & Southbound on Rolph Street Rolph Street at Concession Street Northbound on Rolph Street Rosalynn Circle at Allen Street Eastbound on Rosalynn Circle Ross Street at Gowrie Street Southbound on Ross Street Rouse Street at Young Street Westbound on Rouse Street Rouse Street at Vienna Road Eastbound & Westbound on Rouse Street Sanders Street at Broadway Westbound on Sanders Street Sanders Street at Reynolds Drive Eastbound on Sanders Streets Sanders Crescent at Dereham Drive Northbound on Sanders Crescent Sanders Crescent at Quarter Town Line Westbound on Sanders Crescent Sandy Court at Tillson Avenue Eastbound on Sandy Court Seaton Crescent at Beretta Street Southbound on Seaton Crescent Seaton Crescent at Harvest Avenue Westbound on Seaton Crescent Second Street at Delevan Crescent Westbound on Second Street Second Street at Lisgar Avenue Eastbound on Second Street Segal Drive at Trottier Drive Westbound on Segal Drive Seres Drive at Wilson Avenue 2-Eastbound on Seres Drive Sierra Street at Trailview Drive Westbound on Sierra Street Sierra Street at Victoria Way Eastbound on Sierra Street Sinclair Drive at Wilson Avenue 2-Eastbound on Sinclair Drive Southridge Road at Quarter Town Line Eastbound on Southridge Road Southridge Road at Dogwood Drive Westbound on Southridge Road Spruce Street at Vienna Road Westbound on Spruce Street Spruce Street at Bell Mill Side Road Eastbound on Spruce Street Stoney Court at Van Norman Drive Eastbound on Stoney Court Stubbs Court at Cedar Street Eastbound on Stubbs Court Sycamore Drive at Beech Street Westbound on Sycamore Drive Sycamore Drive at William Street Eastbound on Sycamore Drive Tanager Drive at Falcon Drive Eastbound on Tanager Drive Tanager Drive at Falcon Drive Southbound on Tanager Drive Tanager Drive at Owl Drive Northbound on Tanager Drive Third Street at Delevan Crescent Westbound on Third Street Third Street at King Street Westbound on Third Street Third Street at Lisgar Avenue Eastbound & Westbound on Third Street Third Street at Queen Street Eastbound on Third Street Third Street at Tillson Avenue Eastbound on Third Street Page 784 of 817 By-Law 2021-___ Page 52 of 83 INTERSECTION F ACING TR AFFIC Thistle Court at Goldenrod Drive Westbound on Thistle Court Thomas Avenue at Demeyere Avenue 2-Southbound on Thomas Avenue Thorncliffe Circle at Allen Street Southbound on Thorncliffe Circle Tillson Avenue at North Street Northbound on Tillson Avenue Tillson Street at Town Line Road Southbound on Tillson Street Town Line Road at Goshen Road Eastbound & Westbound on Town Line Road Town Line Road at Vienna Road Westbound on Town Line Road Trailview Drive at Victoria Way Eastbound on Trailview Drive Trillium Drive at Quarter Town Line Eastbound on Trillium Drive Trottier Drive at Baldwin Street Southbound on Trottier Drive Trottier Drive at Segal Drive Southbound on Trottier Drive Tulip Drive at Southridge Road Northbound on Tulip Drive Tulip Drive at Trillium Drive Southbound on Tulip Drive Valley Road at Glenridge Road Northbound on Valley Road Valleyview Lane at Washington Grand Avenue Northbound & Southbound on Valleyview Lane Van Street at Old Vienna Road Eastbound on Van Street Van Norman Drive at Centennial Avenue Southbound on Van Norman Drive Van Norman Drive at Lisgar Avenue Southbound on Van Norman Drive Vance Drive at North Street Northbound on Vance Drive Venison Street at Rolph Street Eastbound & Westbound on Venison Street Venison Street at Bidwell Street Eastbound & Westbound on Venison Street Venison Street at Broadway Eastbound & Westbound on Venison Street Venison Street at Lisgar Avenue Eastbound on Venison Street Verna Drive at Tillson Street Eastbound on Verna Drive Victoria Street at Concession Street Southbound on Victoria Street Victoria Street at Glendale Drive Northbound on Victoria Street Victoria Way at Sanders Crescent Northbound on Victoria Way Victoria Way at Trailview Drive Westbound on Victoria Way Virginia Street at Adams Avenue Westbound on Virginia Street Wabash Road at Bell Mill Side Road East & Westbound on Wabash Road Washington Grand Avenue at Bidwell Street Eastbound & Westbound on Washington Grand Avenue Washington Grand Avenue at Broadway Eastbound on Washington Grand Avenue Washington Grand Avenue at Rolph Street Eastbound & Westbound on Washington Grand Avenue Welding Road at Sanders Street Southbound on Welding Road Wellington Street at Barker Street Southbound on Wellington Street Wellington Street at Clarke Street Northbound on Wellington Street Wellington Street at North Street Northbound on Wellington Street Westfield Drive at Quarter Town Lin Road Eastbound on Driveway Weston Drive at Baldwin Street Northbound on Weston Drive Weston Drive at Esseltine Drive Northbound on Weston Drive Page 785 of 817 By-Law 2021-___ Page 53 of 83 INTERSECTION F ACING TR AFFIC Whispering Pine Lane at Baldwin Street Northbound on Whispering Pine Lane Wilkins Crescent at Wilson Avenue Westbound on Wilkins Crescent Wilkins Crescent at Wilkins Crescent Northbound on Wilkins Crescent William Street at Quarter Town Line Eastbound on Williams Street William Street at Beech Street Westbound on William Street Wilson Avenue at Baldwin Street Southbound on Wilson Avenue Wilson Avenue at Charlotte Avenue Eastbound & Westbound on Wilson Avenue Wilson Avenue at Denrich Avenue Eastbound on Wilson Avenue Wilson Avenue at Dereham Drive Northbound & Southbound on Wilson Avenue Windemere Avenue at Allen Street Northbound on Windemere Avenue Windemere Avenue at Winona Drive Southbound on Windemere Avenue Winona Drive at Adams Avenue Eastbound on Winona Drive Winona Drive at Glendale Drive Westbound on Winona Drive Wolf Street at Bidwell Street Eastbound & Westbound on Wolf Street Wolf Street at Broadway Eastbound on Wolf Street Wolf Street at Rolph Street Westbound on Wolf Street Woodcock Drive at Bobolink Drive Northbound on Woodcock Drive Woodcock Drive at North Street Southbound on Woodcock Drive Woodhaven Drive at Baldwin Street Northbound on Woodhaven Drive Woodhaven Drive at Woodhaven Drive Eastbound on Woodhaven Woodland Crescent at North Street Southbound on Woodland Crescent Woodland Crescent at Quarter Town Line Road Eastbound on Woodland Crescent Woodside Drive at Hilldrop Crescent Eastbound on Woodside Drive Woodside Drive at Woodland Crescent Westbound on Woodside Crescent Wren Court at Woodcock Drive Northbound on Wren Court Young Street at Vienna Road Eastbound on Young Street Schedule 10: Designated Yield Signs INTERSECTION FACING TR AFFIC Merging lane Broadway to North St W Westbound on North St W Merging lane Broadway to North St E Eastbound on North St E Merging lane Tillson Ave to North St E Eastbound on North St E Merging lane North St E to Cranberry Rd Northbound on Cranberry Rd Merging lane North St W to Tillson Ave Southbound on Tillson Ave Merging lane Cranberry Rd to North St E Westbound on North St E Page 786 of 817 By-Law 2021-___ Page 54 of 83 INTERSECTION FACING TR AFFIC Merging lane Simcoe St to Tillson Ave Northbound on Tillson Ave Merging lane Simcoe Street to Vienna Road Southbound on Vienna Road Merging lane Vienna Rd to Highway 3 Westbound on Highway 3 Merging lane Highway 3 to Highway 19 Northbound on Highway 19 Merging lane Highway 19 to Highway 3 Eastbound on Highway 3 Merging lane Highway 3 to Vienna Rd Southbound on Vienna Rd Merging lane John Pound Rd to Highway 3 Westbound on Highway 3 Schedule 11: One Way Streets HIGHW AY FROM TO DIRECTION Hale Street Coon Alley Rolph Street West/East Fox Alley Venison St W 40 meters South of Venison St W North Schedule 12: Through Highways HIGHWAY FROM TO Allen Street Northerly limits of Adams Avenue Easterly limits of Glendale Drive Baldwin Street Easterly limits of Quarter Town Line W esterly limits of Broadway Bear Street W esterly limits of Rolph Street W esterly limits of Broadway Bell Mill Road Southerly limits of Town Line Road Southerly limits of W abash Road Bidwell Street Southerly limits of Prospect Street Southerly limits of Baldwin Street Bidwell Street Northerly limits of Baldwin Street Southerly limits of W ashington Grand Avenue Bidwell Street Northerly limits of W ashington Grand Avenue Southerly limits of Bear Street Bidwell Street Northerly limits of Bear Street Southerly limits of Concession Street Bridge Street East Easterly limits of Broadway W esterly limits of Lisgar Avenue Bridge Street East Easterly limits of Lisgar Avenue W esterly limits of Tillson Avenue Page 787 of 817 Page 55 of 83 HIGHWAY FROM TO Broadway Southerly limits of London Street Northerly Town limits Broadway Easterly limits of Broadway W esterly limits of Harvey Street Brock Street Easterly limits of Tillson Avenue Easterly limits of Maple Lane Brock Street Easterly limits of Broadway W esterly limits of Harvey Street Brock Street Easterly limits of Harvey Street W esterly limits of Tillson Avenue Cedar Street Southerly limits of Simcoe Street Northerly limits of Lincoln Street Charlotte Avenue Southerly limits of Concession Street Northerly limits of Dereham Street Concession Street W est Town limits of Broadway W esterly limits of Lisgar Avenue Concession Street Easterly limits of Lisgar Avenue W esterly limits of Tillson Avenue Concession Street Easterly limits of Tillson Avenue CPR Railway Crossing Concession Street Easterly limits of Tillson Avenue W esterly limits of Maple Lane Concession Street Easterly limits of Maple Lane East Town Limit Dereham Drive Easterly limits of Sanders Crescent Northerly limits of Baldwin Street Devonshire Avenue Easterly limits of Broadway Northerly limits of Lisgar Avenue Duncan Street Easterly limits of Tillson Avenue W esterly limits of Goshen Street Durham Street Easterly limits of Lisgar Avenue W esterly limits of Tillson Avenue Elgin Street W esterly limits of Queen Street W esterly limits of Tillson Avenue Falcon Road Northerly limits of North Street Northerly limits of Owl Drive Fourth Street Easterly limits of Lisgar A venue Westerly limits of Tillsonburg Glendale Drive Northerly limits of Camdon Court Westerly limits of Broadway Goshen Street Southerly limits of Simcoe Street Southerly limits of Town L ine Road Gowrie Street Easterly limits of Broadway Easterly limits of Park Avenue Bridge/Venison Street Easterly limits of Broadway Westerly limi ts of Tillson Avenue Hardy Avenue Northerly limits of Sanders Street Easterly limits of Hardy Avenue Harvey Street Northerly limits of Brock Street Northerly limits of Ridout Street Hillyndale Road Northerly limits of Potter s Road Northerly limits of Birch Drive John Street Easterly limits of Broadway Entrance to Memorial Park John Pound Road Southerly limits of London Street Northerly limits of Kings Hwy #3 King Street Southerly limits of Fourth Street Northerly limits of Concession Street Lincoln Street Westerly limits of Goshen Street Easterly limits of Tillson Street Lincoln Street Westerly limits of Tillson Street Easterly limits of Vienna Road Page 788 of 817 Page 56 of 83 HIGHWAY FROM TO Lisgar Avenue Southerly limits of Bridge Street Northerly limits of Brock Street Lisgar Avenue Northerly limits of Hale Street Southerly limits of Concession Street Lisgar Avenue Northerly limits of Concession Street Easterly limits of Broadway Lorraine Avenue Northerly limits of Birch Drive Northerly limits of Potters Road North Street Westerly limits of Woodland Crescent Westerly limits of Broadway *North Street Easterly limits of Broadway Easterly limits of Angus Street Oxford Street Easterly limits of Broadway Easterly limits of Tillson Avenue Parkwood Drive Easterly limits of Maple Lane Southerly limits of Concession Street Potters Road Northerly limits of Simcoe Street Westerly limits of North Town L ine Road Quarter Town Line Southerly limits of Baldwin Street Southerly limits of Concession Street Quarter Town Line Northerly limits on Concession Street Southerly limits of North Street Quarter Town Line Northerly limits of North Street Northerly limits of Fairview Street Queen Street Northerly limits of Concession Street Southerly limits of Fourth Street Rolph Street Northerly limits of Baldwin Street Southerly limits of Bear Street Rolph Street Northerly limits of Bear Street Southerly limits of Concession Street Sanders Street Easterly limits of Broadway Entrance to Memorial Park Simcoe Street *from Vienna Road East Easterly limits of Tillso n Avenue Westerly limits of Town L ine Road Tanager Drive Northerly limits of Owl Drive Northerly limits of Bobolink Drive *Tillson Avenue Northerly limits of Oxford Street Southerly limits of North Street *Tillson Avenue Northerly limits of Nort h Street CPR Railway Crossing Tillson Street Southerly limits of Simcoe Street Northerly limits of Town Line Road Town Line Road Easterly limits of Vienna Road Westerly limits of Goshen Street Town Line Road Easterly limits of Goshen Street Westerly limits of Nort h Town L ine Trottier Drive Northerly limits of Baldw in Street Northerly limits of Segal Drive Van Norman Drive Northerly limits of Lisgar Avenue Northerly limits of Centennial Avenue Page 789 of 817 Page 57 of 83 HIGHWAY FROM TO Victoria Street Northerly limits of Concession Street Southerly limits of Glendale Drive Vienna Road Southerly limits of Simcoe Street Northerly limits of Kings Hwy #3 Vienna Road Southerly limits of Kings Hwy #3 CNR Wabash Railway Crossing Wilson Avenue Easterly limits of Charlotte Avenue Northerly limits of Denrich Avenue Wilson Avenue Southerly limits of Denrich Avenue Northerly limits of Baldwin Street Woodcock Drive Northerly limits of North Street Southerly limits of Bobolink Drive Note: *denotes County Roads within jurisdiction of Municipality Schedule 13: Heavy Traffic Routes HIGHW AY FROM TO PERMITTED TIME Broadway Northern Limit John Pound Road 24 Hours Concession Street W estern Limit Maple Lane 24 Hours John Pound Road Broadway Highway No. 3 24 Hours North Street W estern Limit Eastern Limit 24 Hours Oxford/Simcoe Street Broadway Eastern Limit 24 Hours Tillson Avenue Simcoe Street North Street 24 Hours Vienna Road Simcoe Street Southern Limit 24 Hours Schedule 14: Reduced Load Limit HIGHWAY FROM TO PERMITTED TIME Rokeby Road Bell Mill Side Road Southern Limit 24 Hours Newell Road Baldwin Street W estern Limit 24 Hours Concession St. W est Broadway W estern Limit 24 Hours Cranberry Road North Street Northern Limit 24 Hours Page 790 of 817 Page 58 of 83 Schedule 15: School Bus Loading Zones HIGHWAY SIDE PLACE TIME OR DAY Frances Street South St. Joseph School Anytime Southridge Road North Southridge School Anytime Schedule 16: Pedestrian Crossovers HIGHW AY LOCATION Broadway 25 m from South Side of W ashington Grant to middle of crosswalk Lisgar Avenue At the intersection with Devonshire Avenue W ilson Avenue 184 m from South Side of Dereham Drive to the centre of crosswalk Broadway Glendale Drive and Broadway intersection Broadway 130 m South of Moose Street Quarter Town Line At the intersection with Glendale Drive Quarter Town Line At the intersection with South Ridge Road Quarter Town Line 106 m South of Dereham Drive Quarter Town Line At the East leg of Veteran’s Walkway Tillson Avenue At the intersection of Fourth Street Schedule 17 (a): Higher Speed Limits HIGHWAY FROM TO MAXIMUM RATE OF SPEED Broadway (Hwy 19) North Street North Town Limit 60 km/hr *Simcoe Street Easterly Town Limit 400 m W est of Easterly Town Limit 60 km/hr Vienna Road Simcoe Street South Town Limit 60 km/hr Page 791 of 817 Page 59 of 83 Schedule 17 (b): Lower Speed Limits HIGHWAY FROM TO LOWER RATE OF SPEED Francis Street 144 m East of Tillson Avenue 45 m W est of Kara Lane 40 km/hr Glendale Drive 22 m South of Allen Street 35 m W est of Victoria Street 40 km/hr Hardy Avenue Sanders Street Lisgar Avenue 40 km/hr Maple Lane 82 m South of Concession Street 150 m North of Brock Street East 40 km/hr Quarter Town Line 6 m North of Fairway Hills Blvd 104 m North of Glendale Drive 40 km/hr Sept 1-June 30- When Flashing 8:00am- 8:45am, 11:30am-12:30pm, 2:45pm-3:30pm Quarter Town Line 110 m North of Langrell Avenue 150 m North of North Town Limits 40 km/hr Sept 1-June 30- When Flashing 8:15am- 9:15am, 1:00-2:00pm, 3:15pm-4:00pm Quarter Town Line 60 m South of Sanders Crescent 150 m North of Dereham Drive 40 km/hr Sept 1-June 30- When Flashing 8:15am-9:15am, 1:00pm-2:00pm, 3:15pm-4:00pm Rolph Street 11 m North of Brock Street W est 17 m South of Bear Street 40 km/hr Southridge Road Quarter Town Line Dogwood Drive 40 km/hr Tillson Avenue 1 m North of Brock Street East Concession Street 40 km/hr Wilson Avenue Baldwin Street Charlotte Avenue 40 km/hr Page 792 of 817 Page 60 of 83 Schedule 18: Agreement with Owner of Roadway Regarding Fire Routes By-law THIS AGREEMENT made in duplicate this Day of ________, 2001 BETW EEN: THE CORPORATION OF THE TOW N OF TILLSONBURG Here in after called ''Town'' of the FIRST PART. AND: hereinafter called the "Owner'' of the SECOND PART. WHEREAS the Owner is the registered owner of the lands and premises in the Town of Tillsonburg known for municipal purposes as upon which have been laid out certain private roadways identified in the schedule hereto which the Owner had requested be designated and administered by the Town as fire routes pursuant to section 210(52) of The Municipal Act. R.S.O. 1990, c.M.45. NOW THEREFORE THIS AGREEMENT WITNESSETH that for good and valuable consideration now paid by the Town to the Owner, the receipt and sufficiency of which is hereby acknowledged by the Owner: 1. The Owner consents during the term of this agreement to the designation by the Town of the private roadways identified in the schedule hereto as fire routes pursuant to section 210 (52) of the Municipal Act, R.S.O. 1990, c. M.45, and to the full and free administration and enforcement with respect to such private roadways of by-laws pertaining to the fire routes including, but without restricting the generality of the foregoing, the right of free and unhindered entry and re-entry at all times upon the Owner's lands and premises by the Town's employees, servants and agents and by municipal by-law enforcement officers. Constables and Officers appointed for the carrying out of the provisions of The Highway Traffic Act for the purposes of erecting, maintaining and removing official signs, prohibiting parking, and ticketing, removing and impounding vehicles parked or left along the fire routes. 2. The Owner covenants and agrees: Page 793 of 817 Page 61 of 83 a) that the Town shall be responsible for initially erecting official signs and standards for which the Owner shall pay to the Town $ at the time of application and the material and labour costs of the Town of erecting official signs and standards in accordance with its Municipal Maintenance Management System; b) that once off icial signs are erected, the Owner shall be responsible for their maintenance at his expense in accordance with the standards of the Town; c) that the Town shall have the right to remove or re- erect official signs; d) that the Town shall have the right to remove any signs which may conflict or may be confused with official signs; e) that the Owner shall not permit anything to be done which obstructs the plain vie w of any official sign by the driver of a vehicle along a fire route; f) the Owner shall at all times keep the fire route in good repair, free and clear of any obstruction, excavation, object or thing likely to hinder, obstruct or interfere with the movement of a fire truck or emergency vehicle along the fire route. 3. The Owner releases the Town from all manner of debts, claims, demands, causes of action or suits which the Owner may now or hereafter have against the Town, its employees, servants or agents in respect of any matter contained in or arising from this agreement. 4. The Owner agrees that this agreement shall continue in full force and effect from the date Hereof until terminated by the Town upon one month's prior written notice delivered personally or sent by First Class Mail to the Owner at his last known address. 5. This agreement shall inure to the benefit of and be binding upon the Town and the Owner, and their respective heirs, executors, administrators, successors, and assigns, as the case maybe. IN W ITNESS W HEREOF the Owner has here unto set his hand and seal or affixed its corporate seal attested to by the hands of its proper officers duly authorized in that behalf , as the case may be. SIGNED, SEALED AND DELIVERED In the presence of Page 794 of 817 Page 62 of 83 Schedule 19: Accessible Parking Spaces HIGHW AY SIDE LOCATION Broadway East Ninth & Tenth space North of Oxford Broadway East Eighth & Ninth space North of Brock Street East Broadway East Twelfth & Thirteenth space North of Ridout East Broadway East Sixth & Seventh space North of Washington Grand Ave Broadway West Seventh & Eighth space North of Baldwin Street Broadway West Seventh & Eighth space North of Brock Street West Street Brock St. W . North First space W est of Broadway Brock St. W . North First space East of Bidwell Street Brock St. W . North W est of Bidwell Street Brock St. E. South First space east of Broadway Harvey Street East 103.3 m North of Brock Street East to 115.6 m North of Brock Street East Ridout St. W . North First space W est of Broadway Ridout St. E. South First space East of Broadway Rolph St. East 50.8 m North of Venison Street W est to 58 m North of Venison St. W . W ashington Grand Avenue South First space W est of Broadway Parking Lots PARKING LOT LOCATION Community Centre First six spaces East of Senior Citizen’s Entrance – North side of One-W ay access Community Centre Three Spaces W est of swimming pool – East of Hardy Avenue Community Centre Three spaces East Entrance off Memorial Arena Parking Lot Community Centre Two spaces West of Hardy Ave – Skate Park parking lot Page 795 of 817 Page 63 of 83 PARKING LOT LOCATION Community Centre Three spaces North of Outdoor Recreational Pad Community Centre Three spaces East of Senior Citizen’s Entrance at the easterly limit of South Side of the One W ay access Fire Hall Parking Lot First space North of Fire Hall OPP Lot First space East of Main Entra nce Lot 1A Four spaces – South/West corner of lot Lot 2A Two spaces on North W est Entrance, 2 spaces North East Entrance, 1 space North East corner, 1 space South East corner, 2 spaces W est side of Parking Lot Lot 3A Two spaces – North East corner of lot Lot 3A Three spaces – North West corner of lot Lot 4A Two spaces – North East corner of lot Lot 5A Two spaces – North side (15 Oxford St) Lot 6A Eight spaces – South of Canadian Tire Store Lot 7A Eight spaces – East of 200 Broadway (Tillsonburg Town Centre) Lot 8A Four spaces – East side of lot Lot 9A Five spaces North West corner of lot Lot 10A Three spaces – South side of lot Lot 11A One space north side 4th space east of 15 Oxford St. Lot 11A One space – North side – 1st space East of sidewalk to Park Entrance Lot 1B First space East end of the North lane Lot 1B First space South East of Bidwell Street (St. Paul’s) Lot 1B One space – North West corner of lot Lot 2B First space North East of Bidwell Street Lot 2B Three spaces North West corner of lot Lot 3B Two spaces South East corner of lot Lot 3B Two spaces North of 40 Baldwin Street Lot 4B First space – South East corner of Lot Lot 4B Two spaces – South of 36 Bidwell Street Lot 5B Two spaces – South East corner of lot Lot 6B Two spaces – North East corner of lot Page 796 of 817 Page 64 of 83 Schedule 20: Agreement with Owner of Private Parking Lot Regarding Prohibited Parking By-law 2 103 THIS AGREEMENT made in duplicate this Day of ___________, 2001 BETWEEN: THE CORPORATION OF THE TOWN OF TILLSONBURG Here in after called "Town" of the FIRST PART. AND: hereinafter called the "'Owner'' of the SECOND PART. WHEREAS the Owner is the registered owner of the lands and premises in the Town of Tillsonburg known for municipal purposes as upon which have been laid out certain private parking lots identified in the schedule hereto which the Owner had requested be designated and administered by the Town as prohibited parking pursuant to section 210(131) of The Municipal Act. R.S.O. 1990, c.M.45. NOW THEREFORE THIS AGREEMENT WITNESSETH that for good and valuable consideration now paid by the Town to the Owner, the receipt and sufficiency of which is hereby acknowledged by the Owner: 1. The Owner consents during the term of this agreement to the designation by the Town of the private parking lots identified in the schedule hereto as prohibited parking pursuant to section 210 (131) of the Municipal Act, R.S.O. 1990, c. M.45. and to the full and free administration and enforcement with respect to such private parking lots of by-la ws pertaining to the parking lot including, but without restricting the generality of the foregoing, the right of free and unhindered entry and re-entry at all times upon the Owner's lands and premises by the Town's employees, servants and agents and by municipal by-law enforcement officers. Constables and Officers appointed for the carrying out of the provisions of t he Highway Traffic Act for the purposes of erecting, maintaining and removing official signs, prohibiting parking, and ticketing, removing and impounding vehicles parked or left along the fire routes. 2. The Owner covenants and agrees: a) that the Town shall be responsible for initially erecting official signs and standards for which the Owner shall pay to the Town $ at the time of Page 797 of 817 Page 65 of 83 application and the material and labour costs of the Town of erecting official signs and standards in accordance with its Municipal Maintenance Management System: b) that once official signs are erected, the Owner shall be responsible for their maintenance at his expense in accordance with the standards of the Town: c) that the Town shall have the right to remove or re-erect official signs; d) that the Town shall have the right to remove any signs which may conflict or may be confused with official signs; e) that the Owner shall not permit anything to be done which obstructs the plain view of any official sign by the driver of a vehicle in the parking lot; 2. The Owner releases the Town from all manner of debts, claims, demands, causes of action or suits which the Owner may now or hereafter have against the Town, its employees, servants or agents in respect of any matter contained in or arising from this agreement. 3. The Owner agrees that this agreement shall continue in full force and effect from the date Hereof until terminated by the Town upon one month's prior written notice delivered personally or sent by First Class Mail to the Owner at his last known address. 4. This agreement shall inure to the benefit of and be binding upon the Town and the Owner and their respective heirs, executors, administrators, successors , and assigns, as the case maybe. IN WITNESS WHEREOF the Owner has here unto set his hand and seal or affixed its corporate seal attested to by the hands of its proper officers duly authorized in that behalf, as the case may be. SIGNED, SEALED AND DELIVERED In the presence of Page 798 of 817 Page 66 of 83 Schedule 21: Parking Permit Fee The monthly fee per vehicle is $50.00 a month. Schedule 22: Designated On-Street Parking HIGHWAY SIDE LOCATION TIME OR DAYS London Street East South 2 Parking spaces adjacent to 29 London Street East Roll No. 020 020 3260 0000 PIN - 000370103 Anytime Washingto n Grand North/West 2 Parking Spaces adjacent to 71 Washington Grand Avenue Roll No. 040 040 44300 0000 PIN - 00033 0045 Anytime Schedule 23: No Heavy Trucks HIGHWAY SIDE FROM TO TIME OF DAY COMMENTS Newell Road Both Directions West Town Limit Baldwin Street All Day Baldwin Street Both Directions Quarter Town Line Broadway All Day Quarter Town Line Both Directions Baldwin Street Broadway/Highway 19 All Day Schedule 24: Community Safety Zone HIGHWAY FROM TO TIME OR DAYS Wilson Avenue Baldwin Street Charlotte Avenue Anytime Page 799 of 817 Page 67 of 83 Figure 1: Parking Permit. Page 800 of 817 Page 68 of 83 Figure 2: Official Map Downtown Area Page 801 of 817 Page 69 of 83 Figure 3: Official Map Heavy Truck Routes Page 802 of 817 Page 70 of 83 Figure 4: Official Map Reduced Load Page 803 of 817 Page 71 of 83 Figure 5: Official Sign Fire Route Page 804 of 817 Page 72 of 83 Figure 6: Official Sign Accessible Person’s Page 805 of 817 Page 73 of 83 Figure 7: Official Map Municipal Parking Lot Page 806 of 817 Page 74 of 83 Figure 8: Official Sign 2 Hour Parking Page 807 of 817 Page 75 of 83 Figure 9: Official Sign No Overnight Parking 2:00 a.m. to 6:00 a.m. Page 808 of 817 Page 76 of 83 Figure 10: Official Sign No Parking – Emergency Vehicle Parking Only Page 809 of 817 Page 77 of 83 Figure 11: Official Sign School Bus Loading Zone Page 810 of 817 Page 78 of 83 Figure 12: Official Sign No Parking – Loading Zone Page 811 of 817 Page 79 of 83 Figure 13: Official Sign No Stopping Page 812 of 817 Page 80 of 83 Figure 14: Official Sign Horse and Buggy Parking Only Page 813 of 817 Page 81 of 83 Figure 15: Official Sign Bus Stop Page 814 of 817 Page 82 of 83 Figure 16: Community Safety Zone Official Sign Figure 17: Community Safety Zone Begins Sign Figure 18: Community Safety Zone Ends Sign Page 815 of 817 Page 83 of 83 Figure 19: Official Sign Electric Vehicle Page 816 of 817 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-122 A BY-LAW to confirm the proceedings of Council at its meeting held on December 13, 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 December 13, 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 13th DAY OF DECEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 13th DAY OF DECEMBER, 2021. ________________________________ MAYOR – Stephen Molnar _______________________________ CLERK – Michelle Smibert Page 817 of 817