220127 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg
Council Meeting
AGENDA
Thursday, January 27, 2022
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 the 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 January 27, 2022, with item 14.6.1
Staff Report OPD 22-02 being dealt following item 7.1, be approved.
4.Moment of Silence
5.Disclosures of Pecuniary Interest and the General Nature Thereof
6.Adoption of Council Minutes of Previous Meeting
Proposed Resolution #3
Moved By: ________________
Seconded By: ________________
THAT the minutes of the Regular Council meeting held on January 10, 2022, and the
minutes of the Council Budget meeting held on January 17, 2022, be approved.
7.Presentations
7.1.AET Group Inc.- Tillsonburg Solid Waste Management Service Delivery Review
Shaun Spalding, C.E.T., EP (waste), Senior Consultant, AET Group Inc.
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT Council receives the presentation from Shaun Spalding of AET Group Inc.
regarding the Tillsonburg Solid Waste Management Service Delivery Review;
AND THAT this information be referred to item 14.6.1 staff report OPD 22-02, for
consideration.
8.Public Meetings
9.Planning Reports
10.Delegations
11.Deputation(s) on Committee Reports
12.COVID-19
13.Information Items
13.1.Ministry of Municipal Affairs and Housing Re: Bill 276 and Bill 13
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
THAT Council receives the correspondence from the Ministry of Municipal Affairs
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and Housing dated January 6, 2022 as information.
14.Staff Reports
14.1.Chief Administrative Officer
14.2.Corporate Services
14.3.Economic Development
14.3.1.EDM 22-02 Land Swap with Thames Valley District School Board
Proposed Resolution #6
Moved By: ________________
Seconded By: ________________
THAT Council receives report EDM 22-02 Land Swap with Thames Valley
District School Board;
AND THAT Council approves the transfer of the constructed Grandview
Drive public Right-of-Way “as-is” to the Thames Valley District School
Board in exchange for the constructed Dereham Drive Right-of-Way “as-is”
in order to satisfactorily complete the Site Plan conditions for the
development of the Westfield Public School and allow for the future
extension of services to the rear development lands through the Dereham
Drive Right-of-Way;
AND THAT the public road, Grandview Drive, described as Parts 1 and 2,
Plan 41R-9064, be closed.
14.4.Finance
14.4.1.FIN 22-06 2022 Final Budget and Departmental Business Plans
Proposed Resolution #7
Moved By: ________________
Seconded By: ________________
THAT the 2022 Operating Budget of $27,734,900 with a levy of
$15,842,400, and the 2022 Capital Budget of $8,619,900 with a levy of
$1,749,000, being a combined budget amount of $36,354,800 with
$17,591,400 from taxation, be adopted;
AND THAT a future By-Law be brought forward setting the 2022 Property
Tax Rates.
14.5.Fire and Emergency Services
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14.6.Operations and Development
14.6.1.OPD 22-02 Tillsonburg Solid Waste Management Service Delivery Review
Proposed Resolution #8
Moved By: ________________
Seconded By: ________________
THAT report OPD 22-02 Tillsonburg Solid Waste Management Service
Delivery Review Results be received as information;
AND THAT Council directs Staff to proceed with the procurement and
implementation of the projects included in Table 1. Strategic
Recommendations if the Province approves the funding application
submitted under the Municipal Modernization Program – Intake 3
implementation Stream;
AND THAT Council direct staff to implement option:
Option 1 – Maintain the Status Quo for the annual Curbside Loose
Leaf Collection Program.
Option 2 – Eliminate the annual Curbside Loose Leaf Collection
Program given that residents have free year-round access to the
transfer station.
14.6.2.OPD 22-03 Airport Fence and Powered Cantilever Gate
Proposed Resolution #9
Moved By: ________________
Seconded By: ________________
THAT report OPD 22-03 Airport Fence and Powered Cantilever Gate be
received as information.
14.7.Recreation, Culture and Parks
14.7.1.RCP 22-01 Outdoor Rink Vandalism and Damage
Proposed Resolution #10
Moved By: ________________
Seconded By: ________________
THAT Staff Report RCP 22-01, Outdoor Rink Vandalism and Damage be
received as information; and
THAT Council direct staff to implement Recommendations #3, 7, 8, 9 and
11 as identified within the report; and
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THAT all associated financial impacts or variances for the
recommendations approved by Council, be covered within existing means
including the Recreation, Culture & Parks annual operating budget and
partnerships.
15.New Business
16.Consideration of Committee Minutes
16.1.Committee Minutes
Proposed Resolution #11
Moved By: ________________
Seconded By: ________________
THAT Council receives the Tillsonburg 150 Ad Hoc Committee minutes dated
January 4, 2022, the Cultural Heritage and Special Awards Committee minutes
dated January 5, 2022, and the Economic Development Advisory Committee
Minutes dated January 11, 2022, as information.
16.2.Conservation Authority Minutes
Proposed Resolution #12
Moved By: ________________
Seconded By: ________________
THAT Council receives the Long Point Conservation Authority minutes dates
December 1, 2021, as information.
17.Motions/Notice of Motions
Proposed Resolution #13
Moved By: Councillor Gilvesy
Seconded By: ________________
THAT staff provide Council with a quarterly report which provides a financial update
pertaining to expenses and losses in revenue due to COVID with a breakdown for each
department
18.Resolutions/Resolutions Resulting from Closed Session
19.By-Laws
19.1.A By-Law to appoint an Interim Deputy Clerk - Ann Wright
Proposed Resolution #14
Moved By: ________________
Page 5 of 230
Seconded By: ________________
THAT a by-law to appoint an interim Deputy Clerk for the Town of Tillsonburg (Ann
Wright) 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 #15
Moved By: ________________
Seconded By: ________________
THAT By-Law 2022-007, to Confirm the Proceedings of the Council meeting held on January
27, 2022, 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
Regular Council Meeting - February 14, 2022 at 6:00 p.m.•
Council Planning Meeting - February 22, 2022 at 4:30 p.m.•
22.Adjournment
Proposed Resolution #16
Moved By: ________________
Seconded By: ________________
THAT the Council meeting of January 27, 2022 be adjourned at ____ p.m.
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1
The Corporation of the Town of Tillsonburg
Council Meeting
MINUTES
Monday, January 10, 2022
5:00 PM
Electronic Meeting
ATTENDANCE: Mayor Molnar
Deputy Mayor Beres
Councillor Esseltine
Councillor Gilvesy
Councillor Luciani
Councillor Parker
Councillor Rosehart
Staff: Kyle Pratt, Chief Administrative Officer
Michelle Smibert, Director of Corporate Services/Clerk
Renato Pullia, Interim Director of Finance/Treasurer
Chris Baird, Director of Recreation, Culture and Parks
Carlos Reyes, Director of Operations and Development
Cephas Panschow, Development Commissioner
David Drobitch, Parks & Facilities Manager
Ashely Taylor, Transit Coordinator
Ann Wright, Deputy Clerk
Regrets: Shane Caskanette, Fire Chief
_____________________________________________________________________
1. Call to Order
Mayor Molnar called the meeting to order at 5:00 p.m.
2. Closed Session (5:00 p.m.)
Resolution # 2022-001
Moved By: Councillor Parker
Seconded By: Councillor Luciani
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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.
Carried
2.1 Adoption of Agenda
2.2 Disclosures of Pecuniary Interest and the General Nature Thereof
2.3 Adoption of Closed Session Council Minutes
2.4 Reports
2.4.1 239 (2) (c) a proposed or pending acquisition or disposition of
land by the municipality or local board
2.5 Back to Open Session
3. Adoption of Agenda (6:00 p.m.)
Resolution # 2022-002
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT the Agenda as prepared for the Council meeting of January 10, 2022, 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
Resolution # 2022-003
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the minutes of the Council meeting held on December 13, 2021, be
approved.
Carried
7. Presentations
8. Public Meetings
9. Planning Reports
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10. Delegations
11. Deputation(s) on Committee Reports
12. COVID-19
Mayor Molnar provided an update.
13. Information Items
14. Staff Reports
14.1 Chief Administrative Officer
14.2 Corporate Services
14.2.1 CS 22-01 Committee Appointment
Resolution # 2022-004
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT Dane Willson be appointed as an Economic Development
Advisory Committee representative on the Affordable and
Attainable Housing Advisory Committee.
Carried
14.3 Economic Development
14.3.1 EDM 22-01 Request for Proposal for Real Estate Services
Resolution # 2022-005
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receive report EDM 22-01 Request for Proposal for
Real Estate Services;
AND THAT staff be authorized to release a Request for Proposal
for Real Estate Services.
Carried
14.4 Finance
14.4.1 FIN 22-01 Interim Tax Levy By-Law
Resolution # 2022-006
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Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT the 2022 Interim Tax Levy By-Law be brought forward for
Council adoption.
Carried
14.4.2 FIN 22-02 2022 Borrowing By-law
Resolution # 2022-007
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT Council receives report FIN 22-02 2022 Borrowing By-Law;
AND THAT a By-Law to authorize the borrowing of money to meet
current expenditures of the Town of Tillsonburg for the 2022 fiscal
year be brought forward for Council's consideration
Carried
14.5 Fire and Emergency Services
14.6 Operations and Development
14.6.1 OPD 22-01 TGO New In-Town Bus Route
Resolution # 2022-008
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT report OPD 22-01 T:GO New In-Town Bus Route be
received as information;
AND THAT Council authorizes the T:GO In-Town bus to operate
the new In-Town bus route to add a stop in the north section of
Town, run from 5:55am to 5:55pm, Monday to Friday, and to
improve access for Glendale High School, operate the Red Line
from 7:55AM to 1:55PM and 3:55PM to 5:55PM and the Blue Line
from 5:55AM to 7:55AM and 1:55PM to 3:55PM;
AND THAT the cost to provide this service be paid through the
Transit Services operating budget.
Carried
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14.7 Recreation, Culture and Parks
15. New Business
16. Consideration of Committee Minutes
16.1 Committee Minutes
Resolution # 2022-009
Moved By: Councillor Parker
Seconded By: Deputy Mayor Beres
THAT Council receives the Tillsonburg Airport Advisory Committee
minutes dated November 18, 2021, the Tillsonburg 150 Advisory
Committee minutes dated December 7, 2021, the Cultural, Heritage and
Special Awards Advisory Committee minutes dated December 8, 2021,
the Economic Development Advisory Committee minutes dated December
14, 2021 and the Accessibility Advisory Committee minutes dated
December 14, 2021, as information.
Carried
17. Motions/Notice of Motions
The motion to waive the notice requirements carried with a majority of the
members voting in favour.
Resolution # 2022-010
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council waive the notice requirements contained in section 6.10 of
Procedural By-law 4173 to allow for the following information to be introduced
and dealt with at tonight’s Council meeting:
THAT staff provide immediate options to alleviate ongoing safety and vandalism
concerns regarding the outdoor rink.
Carried
Resolution # 2022-011
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT staff provide a report back at the next meeting to provide for immediate
options to alleviate ongoing safety and vandalism concerns regarding the outdoor
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rink and that staff include any existing communications and options already
identified.
Carried
18. Resolutions/Resolutions Resulting from Closed Session
19. By-Laws
19.1 By-Law 2022-002 to provide for an Interim Tax Levy for the year 2022
19.2 By-Law 2022-003 to authorize the borrowing of money during the
fiscal year ending December 31, 2022
Resolution # 2022-012
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT By-Law 2022-002 to provide for an Interim Tax Levy for the year
2022; and
By-Law 2022-003 to authorize the borrowing of money during the fiscal
year ending December 31, 2022, be read for a first, second, third and final
reading and that the Mayor and the Clerk be and are hereby authorized to
sign the same, and place the corporate seal thereunto.
Carried
20. Confirm Proceedings By-law
Resolution # 2022-013
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT By-Law 2022-001, to Confirm the Proceedings of the Council meeting held
on January 10, 2022, be read for a first, second, third and final reading and that
the Mayor and the Clerk be and are hereby authorized to sign the same, and
place the corporate seal thereunto.
Carried
21. Items of Public Interest
Upcoming Council meetings include:
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Monday, January 17, 2022 at 6:00 p.m. budget meeting (2022 budget
deliberations).
Tuesday, January 18, 2022 at 4:30 p.m. for the purpose of holding public
meetings for planning applications.
Thursday, January 27, 2022 at 6:00 p.m. regular meeting.
22. Adjournment
Resolution # 2022-014
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Council meeting of January 10, 2022 be adjourned at 7:02 p.m.
Carried
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1
The Corporation of the Town of Tillsonburg
Council Budget Meeting
MINUTES
Monday, January 17, 2022
6:00 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
Shane Caskanette, Fire Chief
Chris Baird, Director of Recreation, Culture and Parks
Carlos Reyes, Director of Operations and Development
Cephas Panschow, Development Commissioner
Cheyne Sarafinchin, Financial and Budget Analyst
Ann Wright, Interim Deputy Clerk
Renato Pullia, Interim Director of Finance/Treasurer
_____________________________________________________________________
1. Call to Order
Mayor Molnar called the meeting to order at 6:00 p.m.
2. Adoption of Agenda
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The grant request from Youth Unlimited YFC - Upper Deck Youth Centre was not
included on the initial agenda and so the agenda was amended to include this
item as 6.11.
Resolution # 2022-015
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT the Agenda as prepared for the Council Budget meeting of January 17,
2022, be approved, as amended.
Carried
3. Moment of Silence
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest were declared.
5. Adoption of Council Minutes of Previous Meeting
Resolution # 2022-016
Moved By: Councillor Rosehart
Seconded By: Councillor Parker
THAT the minutes of the Council Budget meeting of December 16, 2021, be
approved.
Carried
6. Finance
6.1 Big Brother Big Sisters of Oxford County
6.2 Hickory Hills Residents Association
6.3 Junior Achievement SW Ontario Inc.
6.4 Lake Lisgar Revitalization Committee
6.5 Tillsonburg and District Multi-Service Centre
6.6 Tillsonburg Curling Club
6.7 Tillsonburg Free Family Fishing Derby
6.8 Tillsonburg Horticultural Society
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6.9 Tillsonburg Tri-County Agricultural Society
6.10 Tillsonburg Turtlefest
6.11 Youth Unlimited YFC- Upper Deck Youth Centre
Resolution # 2022-017
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT Council has received applications for grant funding from various
community groups during the 2022 budget sessions;
AND THAT the following groups are awarded the following dollar amounts:
1. Big Brother Big Sisters of Oxford County $4,000;
2. Junior Achievement SW Ontario Inc. $1,300;
3. Lake Lisgar Revitalization Committee $5,000;
4. Tillsonburg and District Multi-Service Centre $10,000;
5. Tillsonburg Curling Club $2,500;
6. Tillsonburg Free Family Fishing Derby $2,500;
7. Tillsonburg Horticultural Society $3000;
8. Tillsonburg Tri-County Agricultural Society $5000;
9. Tillsonburg Turtlefest $10,000;
That the money allotted for the Tri-County Agricultural Society and
Tillsonburg Turtlefest only be released once confirmed that the events are
taking place. If these events do not take place this money should be
placed in the tax rate stabilization fund.
Carried
6.12 Budget Deliberations
Resolution # 2022-018
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
(Motion deferred from December 16, 2021 Council Budget meeting.)
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THAT the $715,759.00 to be collected and identified as “Six Months of
COVID Impact” be held in the Tax Rate Stabilization Fund and be
released in increments upon staff request, if required to mitigate losses
incurred due COVID-19. Unused money can be allocated and used upon
Council’s discretion.
Defeated
Resolution # 2022-019
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT the $26,000 approved by Council to fund the Tillsonburg 150
celebrations be funded 50% from taxation and 50% from reserves;
AND THAT the committee and staff explore upper tier funding and
additional sponsorship.
Carried
6.13 FIN 22-03 2020-2021 COVID Impact
Resolution # 2022-020
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT report FIN 22-03 2020-2021 Covid-19 Impact Report be received as
information.
AND THAT staff prepare a report with suggestions on cost savings with
regards to service levels and programming in the RCP department which
could help mitigate and alleviate loss of income due to COVID;
AND THAT this report be prepared for the next regular meeting of Council
on February 14th, 2022.
Carried
6.14 FIN 22-04 2021 Year-End Financial Forecast
Resolution # 2022-021
Moved By: Deputy Mayor Beres
Seconded By: Councillor Esseltine
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THAT report FIN 22-04 2021 Year-End Financial Position Forecast be
received as information.
Carried
6.15 FIN 22-05 2022 Draft Budget Summary and Recommendations
Resolution # 2022-022
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT Report FIN 22-05 2022 Draft Budget Summary and
Recommendations Report be received as information;
AND THAT the full OCIF amount of $458,678 be applied to capital project
X74 Frances St. Reconstruction;
AND THAT capital project X70 Salt Storage Construction be removed
from the 2022 budget to be considered in the 2023 Budget;
AND THAT capital project X67 Connecting Link Hwy #3 Town portion of
$72,300 be funded from the Asset Management Reserve;
AND BE IT RESOLVED that Council support, in principle, the opportunity
to facilitate an Air Show featuring the Snowbird Aerobatics Team in
September 2022 that will not impact taxation in the 2022 budget; staff are
to include this event in 2022 Business Plan for consideration, and
forwarded Council’s resolution to the Tillsonburg Airport Advisory
Committee for review and comment;
AND THAT an amount from the Tax Rate Stabilization Reserve be used to
bring the final tax rate increase to 1.99% for the 2022 budget.
Carried
7. Motions/Notice of Motions
Councillor Gilvesy provided the following notice of motion to be considered at the
Council meeting on January 27, 2022:
THAT staff provide Council with a quarterly report which provides a financial
update pertaining to expenses and losses in revenue due to COVID with a
breakdown for each department
8. Confirm Proceedings By-law
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Resolution # 2022-023
Moved By: Deputy Mayor Beres
Seconded By: Councillor Rosehart
THAT By-Law 2022-005, to Confirm the Proceedings of the Council meeting held
on January 17, 2022, 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
9. Adjournment
Resolution # 2022-024
Moved By: Councillor Luciani
Seconded By: Councillor Parker
THAT the Council Budget meeting of January 17, 2022 be adjourned at 8:46 p.m.
Carried
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Town of Tillsonburg
Solid Waste Management Service Delivery Review
Town Council Presentation
January 27, 2022
Page 20 of 230
Agenda
•Project Scope, Objective and Efforts Overview
•Municipal Act (2001) Review
•Town-County Waste Management Agreement
•Transfer Station versus Curbside Collection
•Strategic Recommendations
Solid Waste Management Service Delivery Review
Page 21 of 230
Project Scope
•To review Solid Waste Management services offered, curbside and Transfer Station
•To assess “what is working well” and “what could be better”
•To provide specific and actionable recommendations for an efficient, and cost effective, solid waste management operation
Project Objectives
•Legislative review on “Sphere of Jurisdiction” related to solid waste management
•Independent review of the Town and County Waste Management Agreement
•Town Transfer Station operational overview
•Consider current & future issues and trends affecting operational resources
Solid Waste Management Service Delivery Review
Page 22 of 230
Project Efforts
Addressing the Project’s Scope and Objectives, AET Group Inc. proactively engaged with Town
staff, between September and December 2021, to:
•Provide opinion regarding the Town’s jurisdiction and powers under the Municipal Act (2001)
related to solid waste management service delivery
•Appraise the Town’s Transfer Station Operations
•Assess the Town-County Waste Management Agreement (bylaw 2021-002) related to its
operational, administrative and financial components
•Evaluate options for future curbside leaf collection in the Town
•Develop recommendations for capital and operational improvements at the Town’s Transfer
Station
Solid Waste Management Service Delivery Review
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Municipal Act -Review
•Context:
•The County provides most curbside collection services (e.g., garbage and recycling) and pays for those per their responsibility under the Act
•The Town provides its residents with loose leaf curbside service, and transfer station services, under Agreement with the County
•The Town’s Perspective:
•Under the Act, the County is responsible to finance 100% of Waste Management services, regardless of the terms of the Agreement
•At Issue:
•Does the Town have power (e.g., a sphere of jurisdiction) under the Act to pass by-laws related to Waste Management?
This Review is from a waste management
perspective; this is not a legal opinion
Solid Waste Management Service Delivery Review
Page 24 of 230
Municipal Act -Summary
•A municipality (e.g., Town of Tillsonburg, Oxford County) has broad authority to govern its affairs as it considers appropriate to respond to municipal issues
•Both upper-and lower-tier municipalities, may pass by-laws, subject to the rules set out in the Act
•The rules outline “Spheres of Jurisdiction” a.k.a. Roles & Responsibilities (R&R):
1. If R&R are not assigned to an upper-tier municipality, the upper-tier municipality does not have the power to pass by-laws
2. If R&R are assigned to an upper-tier municipality exclusively, its lower-tier municipalities does not have the power to pass by-laws
3. If R&R are assigned to an upper-tier municipality non-exclusively, both the upper-and lower-tier municipalities have the power to pass by-laws under that sphere or part thereof
This Review is from a waste management
perspective; this is not a legal opinion
Solid Waste Management Service Delivery Review
Page 25 of 230
Municipal Act -Conclusion
•The Sphere of Jurisdiction for Waste Collection is assigned to the County (e.g., the upper-tier municipality) per the Act
•The Act defines a process by which the upper-tier can transfer responsibility to the lower-tier municipality (e.g., Town of Tillsonburg)
•The Town accepted the responsibility transfer and passed a by-law according to the Act
•The by-law -Waste Management Agreement 2021-002 -outlines the services the Town will provide and compensation to be provided to the Town by the County
This Review was from a waste management
perspective; this is not a legal opinion
Solid Waste Management Service Delivery Review
Page 26 of 230
Waste Management Agreement Review
•Context:
•The current agreement came into effect 2020 and replaced a previous service agreement between the Town and County
•Review Purpose: assess the effectiveness of transfer station versus curbside collection for various material types, the Transfer Station’s various operational aspects, and the ‘value for money’ of the customer service charge
•Agreement Overview: County will
•Provide funding to the Town for services rendered not to exceed the cost per household the County pays its external waste management service provider
•Reimburse the Town, on a per household basis, a dollar amount for “large articles”, adjusted annually
•Reimburse the Town, on a per tonne basis, yard waste dropped off, adjusted annually
•Reimburse the Town tipping fees for materials delivered to the Waste Management Facility for disposal, adjusted annually
Solid Waste Management Service Delivery Review
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Waste Management Agreement Review
Current State (2020):
•Drop-off only; no curbside collection
•No tip fee charged at Town Transfer Station
•Only Town residents permitted
•896 tonnes received
•Town expense = $184,171
•County reimbursement (estimate) $68,672
•Net Town cost = $115,499
Solid Waste Management Service Delivery Review
Recommendations:
•Continue drop-off only as curbside collection would require County Agreement
•Impose tip fee at Transfer Station sufficient to recover net Town costs
•Tip Fee Options: structured on vehicle type (like Woodstock and for all material types destined for disposal) or install weigh scales assigning tip fee based on net weight
•Install more onsite lighting to permit the Transfer Station to operate with the same hours year-round (e.g., 9am to 8pm)
Large Article: Transfer Station v. Depot Collection
Page 28 of 230
Waste Management Agreement Review
Solid Waste Management Service Delivery Review
Recommendations:
•Discontinue curbside loose leaf collection as Town residents have year-round access to the Transfer Station
•Install more onsite lighting to permit the Transfer Station to operate with the same hours year-round (e.g., 9am to 8pm)
Current State (2020):
•Once annual curbside loose leaf collection (not County reimbursed)
•Year-round drop-off at Transfer Station for Town and County residents (County reimbursed)
•2,310 tonnes received
•Town Transfer Station expense = $36,958
•Town Curbside expense = $89,310
•County reimbursement = $42,273
•Net Town cost = $89,310
Yard Waste: Transfer Station v. Depot Collection
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Waste Management Agreement Review
Solid Waste Management Service Delivery Review
Recommendations:
•Update the Customer Service Charge to reflect then-current Town administrative costs when the current Agreement term expires (in 2024) to ensure all Town costs related to waste management service delivery are covered
Current State (2021):
•$2.50 per household payable by the County based on the Municipal Property Assessment Corporation (MPAC) annual roll number
•Fee to cover Town administrative costs Estimated 7,500 household count
•Estimated fee payable = $18,750
•Estimated administrative cost = $28,296
•Net Town cost = $9,546
Customer Service Charge
Page 30 of 230
Waste Management Agreement Review
Solid Waste Management Service Delivery Review
Recommendations:
•Reimpose the tip fee as soon as possible
•Evaluate if current tip fee ($25 for loads assessed greater than 136kg) is appropriate; and if not, amend
•Evaluate Tip Fee Options: structured on vehicle type (like Woodstock, and as recommended for all disposal items at the Town’s Transfer Station) or install weigh scales assigning a tip fee based on net weight
Current State (2021):
•Tip fee suspended due to COVID-19 and the Transfer Station is (was) cash-only
•Tip fee, when imposed, only applied to loads visually assessed to contain greater than 136kg
•Unknown quantity (tonnes) received
•Unknown cost for this material type as grouped within the Town’s annual report
•Zero revenue received
Construction and Demolition Operation
Page 31 of 230
Strategic Recommendations
•Financial:
•Re-impose tipping fees for Construction and Demolition materials
•Impose tipping fees for all disposal items based on vehicle type or net weight
•Engage with the County to amend the terms of the Agreement
•Policy:
•Discontinue loose leaf curbside collection
•Maintain large article drop-off at the Transfer Station
•Maintain large article drop-off at the Transfer Station
•When deemed safe, fully utilize the tipping area allowing all tip bays to be used concurrently
•Capital:
•Install additional onsite lighting and security cameras
•Migrate bins for divertible materials to a location for all site users to access
•Install weigh scales (if desired)
Solid Waste Management Service Delivery Review
Page 32 of 230
AET Group Inc.
Shaun Spalding, C.E.T., EP(waste)
Senior Consultant
Page 33 of 230
234-2022-61
Dear Head of Council:
The supply of housing in Ontario has not kept up with demand over the past decade and
everyone has a role to play in fixing Ontario’s housing crisis. More than ever, we need
municipalities, non-profits and private industry to work with us to encourage the building of
different kinds of housing – so that Ontario families have more affordable options.
To help support this important priority, I am pleased to provide you with an update on recent
changes our government has made to help streamline and simplify Ontario’s planning
system.
Bill 13, the Supporting People and Businesses Act, 2021
Schedule 19 of Bill 13, the Supporting People and Businesses Act, 2021 came into force
December 2, 2021 upon royal assent.
Changes have been made to help streamline the planning system and, in some cases, help
shorten approval timelines by providing municipal councils broader authority to allow more
planning decisions to be made by committees of council or staff. Municipalities can now,
subject to having appropriate official plan policies, delegate decisions dealing with minor
amendments to zoning by-laws, such as temporary use by-laws and the lifting of holding
symbols, should they choose to.
You can find more information about these changes on the Environmental Registry of
Ontario (019-4419) and the Regulatory Registry (21-MMAH025)and some frequently asked
questions are provided below.
At this time, I encourage you to review and update your existing delegation policies and
consider exercising this new authority to help streamline your decision-making processes,
and free up council’s valuable time to focus on other more strategic matters.
Bill 276, the Supporting Recovery and Competitiveness Act, 2021
As you know, we also recently made Planning Act changes related to control of the division
of land, including subdivision control, plans of subdivision, consents and validations through
Bill 276, the Supporting Recovery and Competitiveness Act, 2021, which received Royal
Assent on June 3, 2021. I am writing to confirm that Schedule 24 of Bill 276 and associated
regulations came into force on January 1, 2022.
We are proud to make these changes, which will help save time and money for those
involved in the land division approval process, including municipalities, landowners,
purchasers and some lease holders. Our changes will continue to protect Ontarians when
they buy and sell property, while making the rules of subdivision control clearer and simpler.
…/2
Ministry of
Municipal Affairs
and Housing
Office of the Minister
777 Bay Street, 17th Floor
Toronto ON M7A 2J3
Tel.: 416 585-7000
Ministère des
Affaires municipales
et du Logement
Bureau du ministre
777, rue Bay, 17e étage
Toronto ON M7A 2J3
Tél. : 416 585-7000
Page 34 of 230
-2-
Your municipality may wish to consider whether adjustments to your land division
application and review processes to align with the changes would be beneficial.
More information about these changes and the feedback we received during our
consultation can be found on the Environmental Registry of Ontario (019-3495 and 019-
3958) and Regulatory Registry (Proposal 21-MMAH008 and Proposal 21-MMAH015). Some
frequently asked questions are provided below. Any further questions about the changes to
the Planning Act and related regulations can be directed to ProvincialPlanning@ontario.ca.
Sincerely,
Steve Clark
Minister
c: Chief Administrative Officer
Page 35 of 230
FAQs
Schedule 19 (Planning Act) to Bill 13, the Supporting
People and Businesses Act, 2021
What changes have been made to the Planning Act?
• Changes to the Planning Act, Municipal Act, 2001 and City of Toronto Act, 2006
provide municipalities with discretionary authority to delegate additional decisions
to committees of council or municipal staff for minor amendments to zoning by-
laws like:
o Temporary use by-laws
o Lifting of holding provisions
• Before matters may be delegated, official plan policies will need to be developed
to establish the type of minor zoning by-law amendments that may be delegated,
such as authorization of temporary uses, the lifting of a holding symbol, and other
minor zoning by-law amendments.
What types of “minor” amendments to a zoning by-law may be delegated?
• If a municipality would like to use this authority, official plan policies will need to
be established to scope and define the types of “minor” zoning amendments that
may be delegated. This could include matters like temporary use by-laws and by-
laws lifting holding provisions.
• This approach is intended to allow for a locally tailored approach that reflects
input from the public.
What types of conditions could council apply when delegating its authority?
• Council will have the ability to apply conditions on the delegation of its
decision(s). These conditions would be determined locally when the official plan
policies and implementing by-law for the delegation are being developed.
Will this new delegation authority alter the public meeting or appeal rights of the
matters delegated?
• The delegation of additional planning matters would not alter any notice or public
meeting requirements or limit appeal rights.
What other planning decisions can be delegated?
• Under the Planning Act, municipal council can delegate the following decisions to
a committee of council, staff, or, in some cases, a committee of adjustment:
o Community planning permit system permits
o Approval of adopted lower-tier official plan amendments
o Plans of subdivision and condominiums
o Consents
o Site plan
o Validations
• Other planning matters, such as administrative functions related to by-laws, may
be delegated by council based on the delegation provisions in the Municipal Act,
2001 (or City of Toronto Act, 2006).
Page 36 of 230
Schedule 24 (Planning Act) to Bill 276, the Supporting
Recovery and Competitiveness Act, 2021
What changes will be made to the Planning Act?
• The changes include technical, administrative and policy changes to provisions in
sections 50, 51, 53, 54, 55 and 57 of the Planning Act related to control of the
division of land, as well as other housekeeping or consequential changes.
• Upon proclamation, the changes will:
o provide new exceptions to subdivision control and part lot control (i.e.,
exceptions from the need for land division approval) – for example, by
preventing parcels from merging with other lands in certain circumstances
o change the plan of subdivision process – for example, by aligning the
requirements for public notice, information, and public meetings with other
instruments under the Act
o change the consent application process – for example, by requiring a
municipality or the Minister, where requested, to issue a certificate for the
retained land in addition to providing a certificate for the lands that are
subject to the consent application, and
o make other changes regarding subdivision control and its related
processes – for example, by requiring that a decision on a validation
conform with the same criteria which are applicable to consents.
What changes will be made with respect to “lot mergers”?
• Changes will be made to the subdivision control provisions to prevent lots from
merging where lands were previously owned by, or abutted land previously
owned by, joint tenants and where the ownership would have otherwise merged
as a result of the death of one of the joint tenants.
• Outside of a “death of a joint tenant” scenario, lot mergers will continue to occur.
What changes will be made to the consent application process?
• Changes will be made to the consent application process to, for example:
o permit a purchaser of land or the purchaser’s agent to apply for a consent
o establish a new certificate of cancellation
o provide for certificates to be issued in respect of retained land in addition
to the lands that are subject to the consent application
o provide for a standard two-year period during which the conditions of a
consent must be satisfied, and
o permit a consent application to be amended by an applicant prior to a
decision about the consent being made by the consent-granting authority.
• Municipalities may need to modify or update certain administrative processes as
a result of some of these changes.
What is a certificate for retained land?
• Changes to the Planning Act will provide for a consent-granting authority to issue
a certificate for the retained land (the other part of the parcel approved through
the land division process) resulting from certain consents.
• This certificate will show that the retained land has “consent” status.
• An applicant will need to specify in their application whether they are requesting
a retained land certificate, and if so, require that a statement from a solicitor
Page 37 of 230
confirming the extend of the owner’s retained land be included as part of that
application.
What is a certificate of cancellation?
• In some situations, the original consent granted for a parcel of land may no
longer be wanted or needed. This could occur, for example, where a parcel
created by consent may need to be widened to accommodate a driveway. In
these cases, the original consent may need to be cancelled to ensure the revised
parcel will function as a single unit.
• Changes to the Planning Act will allow owners to apply to the consent-granting
authority for a certificate of cancellation for a parcel that was previously severed
with a consent. The consent-granting authority may also require the owner to
apply as a condition of approval.
• Once a certificate of cancellation is issued, the parcel would be treated as though
the previous consent had not been given. This could mean that the parcel would
merge with neighbouring lands that are owned by the same person.
What considerations need to be applied to validation requests?
• A validation can be used in place of obtaining a consent to the contravening
transaction (transfer or other transaction that was made in breach of the Planning
Act requirements) in certain situations; for example, where the landowners at the
time of the contravention are not available to sign the new transfer documents.
• The validation allows the validation authority to consider each situation on its
merits and decide whether a request to validate title should be supported. The
validation authority may, as a condition to issuing the validation, impose
conditions as it considers appropriate.
• Bill 276 will make changes to require that a decision regarding a validation must
conform with the same criteria which are applicable to consents, for example:
o having regard to provincial interests and the land division criteria set out in
the Planning Act
o ensuring the validation is consistent with the Provincial Policy Statement
and conforms, or does not conflict, with provincial plans, and
o ensuring the validation conforms with all applicable official plans.
Page 38 of 230
Page 1 of 7
Subject: Land Swap with Thames Valley District School Board
Report Number: EDM 22-02
Department: Economic Development Department
Submitted by: Cephas Panschow
Meeting Type: Council Meeting
Meeting Date: Thursday, January 27, 2022
RECOMMENDATION
THAT Council receives report EDM 22-02 Land Swap with Thames Valley District School
Board;
AND THAT Council approve the transfer of the constructed Grandview Drive public Right-
of-Way “as-is” to the Thames Valley District School Board in exchange for the constructed
Dereham Drive Right-of-Way “as-is” in order to satisfactorily complete the Site Plan
conditions for the development of the Westfield Public School and allow for the future
extension of services to the rear development lands through the Dereham Drive Right-of-
Way;
AND THAT the public road, Grandview Drive, described as Parts 1 and 2, Plan 41R-9064,
be closed.
BACKGROUND
The Thames Valley District School Board and the Town of Tillsonburg entered into a
Site Plan Agreement with respect to the Westfield Public School dated June 30, 2014.
The Site Plan conditions stipulated that:
The school board construct an extension of Dereham Drive to the satisfaction of
the Town;
The school board entering into a Winter Maintenance Agreement with the Town
for the maintenance of Dereham Drive;
The school board entering into a hydro easement agreement with the Town
(THI);
Page 39 of 230
EDM 22-02
Page 2 of 7
The Town agreeing to transfer Grandview Drive to the school board and the
school board agreeing to transfer Dereham Drive to the Town.
While these stipulations were included in the Site Plan Agreement, they were not made
the responsibility of any department in terms of ensuring that the conditions were met
and the properties were traded. In 2019, the request was made to Economic
Development & Marketing to facilitate the transfer of the two properties while ensuring
that the other conditions were met. The Economic Development & Marketing
Department has been working since then to have the maintenance and easement
provisions met and to enable the transfer of the properties.
DISCUSSION
According to land registry data available in the County of Oxford’s GIS mapping system,
it appears that the Town has owned the Grandview Drive and Dereham Drive parcels
since 2005. Presumably, these lands were acquired by the Town in order to ensure
access into the development blocks of land to the West, including the Westfield Public
School site.
Figure 1 - Westfield Public School
As part of the development of the Westfield Public School site, both of these access
roads were constructed. The Grandview Drive access road appears to solely serve the
Westfield Public School property and acts as an egress or exit from the property. The
Dereham Drive roadway serves as the ingress or property entrance. It currently dead
ends just past the school’s internal driveway.
Page 40 of 230
EDM 22-02
Page 3 of 7
The development has resulted in the current situation where half of the Dereham Drive
extension was constructed on Town property (the parcel closest to Quarter Town Line)
and the other half was constructed on school board property. With respect to
Grandview Drive, it essentially functions as a private driveway. These reasons are
likely why the Site Plan Agreement stipulated that the transfer should take place.
Figure 2 – Proposed Land Swap
Dereham Drive is a designated collector road and has been designed with a right-of-way
width of 26 metres. The existing road stub contains services which were intended to
serve lands beyond the limits of the Thames Valley District School Board property.
In terms of moving forward, it makes sense to swap the Grandview Drive roadway for the
Dereham Drive extension roadway as this would allow the Grandview Drive roadway to
become a fully private access for the school and the Dereham Drive roadway would be
acquired in order to enable access to the future development lands to the West.
Page 41 of 230
EDM 22-02
Page 4 of 7
CONSULTATION
The proposed land swap has been developed in conjunction with the Thames Valley
District School Board and reviewed internally with the Director of Development and
Operations, the Senior Planner, and the General Manager for Tillsonburg Hydro Inc
(regarding the hydro easement). The Director of Development and Operations and
Manager of Public Works also met with the Operations staff for the Thames Valley District
School Board and they have agreed to proceed with the Town continuing to maintain
Dereham Drive to the Town’s standards instead of entering into a Winter Maintenance
Agreement. The Town will invoice the school board for these costs until such time as
Dereham Drive is fully constructed and assumed by the Town.
The Director of Operations and Development had also raised the concern about whether
the Town would be responsible for the costs to construct the future extension of Dereham
Dr if the Town agrees to take possession of the future roadway lands. However, this was
reviewed with the Town’s solicitor, Duncan, Linton LLP, who advised that they do not see
how the Town could be forced to construct the roadway to support private development
although a 1-foot reserve could be taken if there were still any concerns in that regard.
However, the Senior Planner has further reviewed this and advised that they do not
believe a 1 foot reserve is needed as the development of the block north of the road lands
would require further planning approvals – severance, zone change, site plan, or
subdivision plan, etc - where appropriate conditions of approval can be imposed. The
actual “roadway” would also need to be included in a future plan of subdivision to have it
dedicated as a public highway to avoid the requirement to go through an Environmental
Assessment process.
In terms of engagement with the private developer, Town staff also met with the Victoria
Woods developer, who has provided a letter requesting that the Town ensure that that
the right-of-way is protected so as to not compromise the development plans for their
lands (see Appendix B).
The developer, Victoria Wood (Tillsonburg-West) GP Inc, has requested that the Town of
Tillsonburg purchase the Dereham Drive extension lands when given an opportunity as
Page 42 of 230
EDM 22-02
Page 5 of 7
they are concerned that, if the Town does not acquire these lands, the servicing of their
property, which is the largest remaining parcel of residential development lands in the
Town, could be delayed for many years.
In reviewing this with the Planning Department, it is believed that the Town does not need
to purchase the additional right-of-way lands, but rather, this can be handled by placing
conditions on the property in response to future Planning Approval applications.
It is anticipated that the Thames Valley District School Board will be considering the same
matter at their January 25, 2022 meeting.
FINANCIAL IMPACT/FUNDING SOURCE
The Thames Valley District School Board is willing to transfer the existing and future
Dereham Drive lands to the Town in exchange for the Grandview Drive lands; however,
there will be legal and related costs necessary to effect the land swap. Staff is
recommended that these costs be funded through the 2022 Economic Development &
Marketing 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.
Goal – The Town of Tillsonburg will accommodate and support sustainable
growth.
Page 43 of 230
EDM 22-02
Page 6 of 7
Strategic Direction – Work with Oxford County and the development community
to proactively plan for a variety of housing options that are affordable and
attainable for current and prospective residents.
Priority Project – Immediate Term - Enhanced development standards that
benefit the community (including tree planting, affordable housing, walkability,
livability, connectivity)
ATTACHMENTS
Appendix A – Plan 41R-9064
Appendix B – Correspondence from Victoria Woods Regarding Dereham Dr ROW
Page 44 of 230
EDM 22-02
Page 7 of 7
Appendix A – Plan 41R-9064
Page 45 of 230
Victoria Wood (Tillsonburg-West) GP Inc.
November 17, 2021
Cephas Panschow
Development Commissioner
204-200 Broadway
Tillsonburg, ON N4G 5A7
Dear Mr. Panschow:
RE: SURPLUS LANDS ASSOCIATED WITH WESTFIELD PUBLIC SCHOOL AND
EXTENSION OF DEREHAM DRIVE SERVICES
Victoria Wood (Tillsonburg-West) GP Inc. (“Victoria Wood”) is currently in the last phase of
development in The Oaks subdivision in Tillsonburg. The next master planned community is
located on the west side of Quarter Town Line and extends from Hawkins Road at the north limit
to Baldwin Street at the south. The Victoria Wood vacant land holdings are shown on the below
map and are (with the exception of the western most portion) designated for residential
development. This letter is to address the surplus lands adjacent to the Westfield Public School.
Victoria
Wood
Lands
Page 46 of 230
Through recent discussions with yourself and the Thames Valley District School Board (TVDSB),
we understand that Town staff are recommending a land swap with the Thames Valley District
School Board for lands associated with Grandview Drive (owned by the Town but used as a
private driveway to the school) and Dereham Drive (owned by TVDSB but intended to be a public
street). We further understand that TVDSB intends to deem lands north of the existing parking
lot (including lands required to extend Dereham Drive and related services to the west) as surplus.
The extent of the lands to be deemed surplus are generally shown in yellow below.
Dereham Drive is a designated collector road and has been designed with a right-of-way width of 26 metres. The existing road stub contains services which were intended to serve lands beyond the limits of the TVDSB, and specifically the lands owned by Victoria Wood.
This includes:
• A storm sewer outlet designed to receive flows from 29.3 ha of the Victoria Wood property; and
• A sanitary sewer outlet designed to receive sanitary drainage from 29 ha of the Victoria Wood property. It is our understanding that Dereham Drive would be extended west to the limits of the TVDSB property in order to provide services and a road connection to the vacant residential lands (the Victoria Wood lands) west of the school. The extension of the road, and more importantly the related services are critical in the development of the residential lands to the west.
Victoria Wood Lands
Victoria
Wood
Lands
Page 47 of 230
We understand that the Town of Tillsonburg will be offered a First Right of Refusal (after other school boards) on the purchase of the surplus lands before the sale goes to the open market. TVDSB have confirmed that sale to the open market would be without condition and there would be nothing obligating a future owner to extend services, or the road, to the limits of the property. This is of serious concern to Victoria Wood and could jeopardise the Town and
County in achieving the planned function of these residential designated lands. Essentially the surplus lands could sit vacant for an unlimited period of time which would compromise the servicing of the future development lands, which are the largest vacant residential land holdings within the Town of Tillsonburg. At the appropriate time as such lands are disposed by TVDSB, we suggest the Town of Tillsonburg purchase the extension of the Dereham Drive right of way (ROW) through the TVDSB lands or at a minimum obtain an easement along Dereham Drive right of way (ROW) to ensure municipal services can be extended and not restrict any development. This would ensure a future agreement could be entered into which would allow Victoria Wood to build the road extension (including a 9.0 metre servicing corridor to allow for storm
drainage from the north) of Dereham Drive. The actual cost of extending the services and the road would be a cost shared by any benefitting land owners. It is not our intention to ask the Town to pay for the extension of the road and/or the services. The purchase of the lands by the Town would ensure control over the development of this area in the manner in which it was intended. Victoria Wood is committed to the development of the vacant residential lands and is planning on submitting planning applications in early 2022 in support of these plans. We respectfully request that this correspondence be added to your December 13, 2021 report and shared with Mayor Molnar and members of Municipal Council for their consideration. Thank you,
Ori Belavin Senior Director of Development
Cc: Mayor Stephen Molnar
Deputy Mayor Dave Beres Councillor Penny Esseltine Councillor Deb Gilvesy Councillor Pete Luciani Councillor Christopher Parker Councillor Chris Rosehart Andrea Sinclair, MHBC Andrew Gilvesy, CJDL Eric Gilbert, County of Oxford Ben Puzanov, Thames Valley District School Board
Page 48 of 230
Page 1 of 5
Subject: 2022 Final Budget and Departmental Business Plans
Report Number: FIN 22-06
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Thursday, January 27, 2022
RECOMMENDATION
THAT the 2022 Operating Budget of $27,734,900 with a levy of $15,842,400, and the
2022 Capital Budget of $8,619,900 with a levy of $1,749,000, being a combined budget
amount of $36,354,800 with $17,591,400 from taxation, be adopted;
AND THAT a future By-Law be brought forward setting the 2022 Property Tax Rates.
BACKGROUND
This report is to present the final 2022 Consolidated Operating & Capital Budgets and
Departmental Business Plans for approval. Council met and deliberated the proposed
2022 Budget over a series of Special Budget Meetings throughout November and
December 2021, and January 2022.
DISCUSSION
The 2022 Budget process commenced with various options ranging from a levy increase
of 13.51% to 4.92%. Through those options, plus additional alternatives discussed
throughout the budget deliberation meetings, a number of changes were made to arrive
at the final budget and levy amounts. Below is a summary of those changes, starting with
the reductions identified as Option 3, followed by resolutions of Council at the December
16, 2021 and January 17, 2022 budget meeting, along with additional external
notifications affecting the budget.
Page 49 of 230
FIN 22-06 Page 2 of 5
Option 3 impact adjustments:
Option 3
Potential Savings Same as Option 2, but fund Loader from Fleet reserve instead of taxation
Reduces levy by $250K, and not fund priority B items
Operating Budget Reductions Comment
Council (158,200)$ one-time items funded from tax rate stabilization reserve
Financial Services (33,300)$ one-time items funded from tax rate stabilization reserve
Fleet Services (45,000)$ reduce annual contribution to reserve from $100k to $55k
Police Services (51,000)$ Police Reserve - not recommended
Public Works (24,000)$ one-time items funded from tax rate stabilization reserve
Waste Management
(37,000)$
Additional revenue added to garbage bag tag sales $2k; one-
time items funded from tax rate stabilization reserve $35k
Development & Communication
Services (18,000)$
Reduce BIA Façade request from $35K to $31K; one-time
items funded from tax rate stablization reserve $14k
Economic Development (10,000)$ Cut PT labour for summer student shared with CAO
Total- savings/reductions (376,500)$
Additonal Operating Savings
Supplies (19,500)$ Reduce consolidated expense amount to 2021 amount
Buidling Repairs & Maintenance (18,900)$ Reduce consolidated expense amount to 2021 amount
FT overtime (21,600)$ Reduce consolidated expense amount to 2021 amount
Materials/Inventory (11,500)$ Reduce consolidated expense amount to 2021 amount
Total- savings/reductions (71,500)$
Capital Budget
A – Must do this year 2,720,400$ only fund the 'must do' this year projects in 2022
X88- Replace Roads Unit #80 - Loader (250,000)$ Funded from Fleet Reserve instead of taxation
Removal of X64 Van Street project (25,000)$ Connected to removal of X72 2022 Sidewalk Connectivy Prg
2,445,400$
Option 3 original staff adjusted with Van Street Removed (-$25K), Other Savings at $71,500 (+$20K)
2021 Tax Rate 0.00788678
2021 2022 Variance Variance
Revised with Savings Budget Budget $%
Consolidated Budget Requirement 16,950,400$ 18,252,100$ 1,301,700$ 7.68%Levy Change
Total Operating Budget 14,898,500$ 15,806,700$ 908,200$ 6.10%
Total Asset Management 2,051,900$ 2,445,400$ 393,500$ 19.18%
Levy Change 1,301,700$ 52.82$ Impact to Avg RT
RT Tax Rate 0.00834597 5.82%Tax Rate Change
Page 50 of 230
FIN 22-06 Page 3 of 5
Changes at December 16th Budget Meeting:
Changes at January 17th Budget Meeting and additional external changes:
Option 3, as adjusted above, plus Dec 16th Changes
Dec 16th Changes Impact
Tillsonburg 150 Committee 26,000$
Removal of x46 bus shelter (68,000)$ in Option 3
BIA 2022 MOU increase 3.0%934$
Station Arts 2022 MOU inc 3.0%1,224$ In Base budget
Addition of X50 - TCC Dressing Rooms 15,000$
Removal of empl engagement survey (10,000)$ in Option 3
Total (36,066)$ From base Sum of all items not in base
Total 41,934$ From Option 3 Sum of items not already in base and Option 3
2021 2022 Variance Variance
Revised with Savings Budget Budget $%
Consolidated Budget Requirement 16,950,400$ 18,294,034$ 1,343,634$ 7.93%
Total Operating Budget 14,898,500$ 15,833,634$ 935,134$ 6.28%
Total Asset Management 2,051,900$ 2,460,400$ 408,500$ 19.91%
Levy Change 1,343,634$ 57.49$ Impact to Avg RT
RT Tax Rate 0.00836515 6.07%Tax Rate Change
Jan 17, 2022 Changes
Impact to Budget
1 Tillsonburg 150 be 50% reserve funded (13,000)$ Operating
2 Community Grants 2022 allocations 300$ Operating
3 Full OCIF 2022 allocation to X74 (238,678)$ Capital
4 Removal of X70, Salt Storage (400,400)$ Capital
5 X67 Hwy #3, Town portion from reserve (72,300)$ Capital
(724,078)$
Additional Changes
5 No County grant for Airport 50,000$ Operating Per County budget summary
6 Provincial Gas Tax (28,507)$ Operating Per allocation Notice, Jan 19, 2022
(702,585)$
Option 3 original staff adjusted, plus Dec 16th and Jan 17th Changes and Additional Changes
2021 2022 Variance Variance
Revised with Savings Budget Budget $%
Consolidated Budget Requirement 16,950,400$ 17,591,449$ 641,049$ 3.78%
Total Operating Budget 14,898,500$ 15,842,427$ 943,927$ 6.34%
Total Asset Management 2,051,900$ 1,749,022$ (302,878)$ -14.76%
Levy Change 641,049$ (18.78)$ Impact to Avg RT
RT Tax Rate 0.00804388 1.99%Tax Rate Change
Page 51 of 230
FIN 22-06 Page 4 of 5
Following the January 17, 2022 meeting, the Provincial Gas Tax allocation notice was
received, indicating a revenue increase of $28,507 to the Transit budget. As well, the
non-application based community grants of $6,000 for the Cultural Advisory Committee
and $2,500 for the Santa Clause Parade brought the grants budget to $51,800, an
increase of $300. Further, the reduction of the County’s $50,000 grant to the airport
had a corresponding increase to the airport budget.
All of the changes noted above brought the tax levy for 2022 to $17,591,400 (rounded).
CONSULTATION
The draft 2022 Budget and Business Plans were posted on the Town’s website, and
provided to Council throughout the budget meetings, which were published in the
newspaper and on the Town website. The results of Council’s decision will be issued in
a news release, in addition to one of the Town’s weekly community pages.
FINANCIAL IMPACT
The 2022 Operating Budget totals $27,734,900 (2021 - $26,506,900) of which
$15,842,400 (2021 - $14,898,500) is funded from taxation.
The 2022 Capital Budget totals $8,619,900 (2021- $8,027,100) of which $1,749,000
(2021 - $2,051,900) is funded from taxation.
The 2022 Consolidated Budget totals $36,354,800 (2021 - $34,534,000) of which
$17,591,400 (2021 – $16,950,400) is funded from taxation. This results in a 2022 tax
levy increase of 3.78%, with a tax rate increase for the Town taxes of 1.99%.
Council’s approval of the 2022 Operating and Capital Budgets will allow staff to carry
out the actions contained in the 2022 Departmental Business Plans.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
Page 52 of 230
FIN 22-06 Page 5 of 5
☐ 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 – N/A
Priority Project – N/A
Attachments:
Appendix 1 – 2022 Budget Summary
Appendix 2 – 2022 Capital Budget Summary
Appendix A - 2022 Corporate Services Business Plan
Appendix B - 2022 Financial Services Business Plan
Appendix C - 2022 Operations Services Business Plan
Appendix D - 2022 Recreation, Culture, and Parks Business Plan
Appendix E - 2022 Fire & Rescue Services Business Plan
Appendix F - 2022 Economic Development Business Plan
Page 53 of 230
Budget Requirements
Council100 380,300 333,600 (46,700)(12.28%)
Financial Services105 (183,900)(39,300)144,600 (78.63%)
Corporate Services110 1,760,600 1,688,500 (72,100)(4.10%)
Customer Service Centre120 (119,600)(121,000)(1,400)1.17%
Fleet130 (26,600)59,100 85,700 (322.18%)
Enterprise Services145 (340,000)(340,000)
Fire150 1,432,600 1,453,700 21,100 1.47%
Police160 3,167,500 3,188,200 20,700 0.65%
Protection180 240,500 265,300 24,800 10.31%
Building190
OPS Admin200 244,300 261,500 17,200 7.04%
Engineering210 381,500 596,600 215,100 56.38%
Public Works220 3,837,300 3,350,600 (486,700)(12.68%)
Parking230
Airport240 (4,000)40,000 44,000 (1,100.00%)
Storm Sewers260 555,600 592,500 36,900 6.64%
Waste Management280 169,200 203,500 34,300 20.27%
Cem300 211,300 178,500 (32,800)(15.52%)
Parks450 914,700 903,400 (11,300)(1.24%)
Community Events455 92,200 106,800 14,600 15.84%
Rec - Programs460 1,096,200 1,150,800 54,600 4.98%
Rec - Bldg Mtce465 3,001,300 3,043,600 42,300 1.41%
Elliott Faifbairn Centre467 (54,600)(47,900)6,700 (12.27%)
Museum475 348,200 444,400 96,200 27.63%
Transit Services480 172,800 148,500 (24,300)(14.06%)
DCS500 (30,300)(41,300)(11,000)36.30%
Economic Dev505 343,300 426,800 83,500 24.32%
Municipal - Taxes600 (640,000)(255,000)385,000 (60.16%)
Total Budget Requirements 16,950,400 17,591,400 641,000 3.78%
Operating
Council100 380,300 333,600 (46,700)(12.28%)
Financial Services105 (183,900)(39,300)144,600 (78.63%)
Corporate Services110 1,701,000 1,688,500 (12,500)(0.73%)
Customer Service Centre120 (119,600)(121,000)(1,400)1.17%
Fleet130 (26,600)(28,900)(2,300)8.65%
Enterprise Services145 (340,000)(340,000)
Fire150 1,422,600 1,422,600
Police160 3,110,500 3,188,200 77,700 2.50%
Protection180 240,500 265,300 24,800 10.31%
Building190
2021
Budget
2022
Budget
Variance
$
Variance
%
2022 Financial Plan
Budget Summary - Taxation Requirement
Run Date: 20/01/22 4:04 PM Page No: 1
Page 54 of 230
OPS Admin200 244,300 261,500 17,200 7.04%
Engineering210 282,500 355,600 73,100 25.88%
Public Works220 2,961,600 2,965,700 4,100 0.14%
Parking230
Airport240 (4,000)40,000 44,000 (1,100.00%)
Waste Management280 169,200 203,500 34,300 20.27%
Cem300 151,300 178,500 27,200 17.98%
Parks450 804,700 838,400 33,700 4.19%
Community Events455 92,200 106,800 14,600 15.84%
Rec - Programs460 1,086,200 1,150,800 64,600 5.95%
Rec - Bldg Mtce465 2,796,300 2,843,600 47,300 1.69%
Elliott Faifbairn Centre467 (54,600)(47,900)6,700 (12.27%)
Museum475 338,200 351,500 13,300 3.93%
Transit Services480 172,800 148,500 (24,300)(14.06%)
DCS500 (30,300)(41,300)(11,000)36.30%
Economic Dev505 343,300 373,200 29,900 8.71%
Municipal - Taxes600 (640,000)(255,000)385,000 (60.16%)
Total Operating 14,898,500 15,842,400 943,900 6.34%
Asset Management
Corporate Services110 59,600 (59,600)(100.00%)
Fleet130 88,000 88,000
Fire150 10,000 31,100 21,100 211.00%
Police160 57,000 (57,000)(100.00%)
Engineering210 99,000 241,000 142,000 143.43%
Public Works220 875,700 384,900 (490,800)(56.05%)
Airport240
Storm Sewers260 555,600 592,500 36,900 6.64%
Cem300 60,000 (60,000)(100.00%)
Parks450 110,000 65,000 (45,000)(40.91%)
Rec - Programs460 10,000 (10,000)(100.00%)
Rec - Bldg Mtce465 205,000 200,000 (5,000)(2.44%)
Elliott Faifbairn Centre467
Museum475 10,000 92,900 82,900 829.00%
DCS500
Economic Dev505 53,600 53,600
Total Asset Management 2,051,900 1,749,000 (302,900)(14.76%)
2021
Budget
2022
Budget
Variance
$
Variance
%
2022 Financial Plan
Budget Summary - Taxation Requirement
Run Date: 20/01/22 4:04 PM Page No: 2
Page 55 of 230
Project ListingCorporate Services110$250,300$74,000($254,000)($70,300)Fleet130$745,000($280,000)($250,000)($127,000)$88,000Fire150$33,000($1,900)$31,100Engineering210$425,000($120,000)($64,000)$241,000Public Works220$3,201,600($2,097,600)($646,800)($72,300)$384,900Sanitary Sewers250$961,900($961,900)Storm Sewers260$827,700($235,200)$592,500Water270$1,036,800($1,036,800)Cem300$60,000($60,000)Parks450$225,000($160,000)$65,000Rec - Bldg Mtce465$200,000$200,000Museum475$120,000($27,100)$92,900Economic Dev505$533,600($480,000)$53,600Total Project Listing$8,619,900$74,000($1,998,700)($2,097,600)($1,416,000)($1,079,700)($192,900)($160,000)$1,749,000GrantsOxford CountyExpendituresContributionto ReservesGrantsOxford CountyGrantsFed & ProvDebenturesReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2022 Capital Project Listing - New RequestsFund - CapitalRun Date: 20/01/22 3:33 PMPage 56 of 230
Project ListingCorporate Services110Town HallX44254,000(254,000)Annual Replace IT CapitalX95(74,000)74,000Computer ReplacementsX9662,300(62,300)Cell Phone ReplacementsX978,000(8,000)Total 110 Corporate Services250,30074,000(254,000)(70,300)Fleet130New Sidewalk Plow for RoadsX83165,000(127,000)38,000Rep #135 Trackless Boom Flail RoadsX8425,00025,000Rep #98 Trackless Flail mower RoadsX8515,00015,000Rep #203 Zero turn mower RoadsX8610,00010,000Rep #63 Snowplow/sander RoadsX87280,000(280,000)Rep #80 Komatsu Loader RoadsX88250,000(250,000)Total 130 Fleet745,000(280,000)(250,000)(127,000)88,000Fire150Tech Rescue Equipment Replacment Program R&RX9310,00010,000Tactical Channel Radio RecorderX988,0008,000PPE Bunker GearX9915,000(1,900)13,100Total 150 Fire33,000(1,900)31,100Engineering210Cranberry Rd DesignX79130,000(64,000)66,000Kinsmen Bridge DesignX80120,000(120,000)3D Lidar – Andrews EngineeringX8185,00085,000Woodcock and Pheasant DesignX8290,00090,000Total 210 Engineering425,000(120,000)(64,000)241,000Public Works220Connecting Link -Hwy #3 to Town limitsX67631,200(558,900)(72,300)Sidewalk Inspection ProgramX7125,00025,000Annual Asphalt ProgramX73400,000(400,000)Frances St ReconstructionX74663,400(458,700)204,700Lindsay St ReconstructionX75541,200(386,000)155,200Beech Blvd and Stoney Creek Retaining WallsX76940,800(294,000)(646,800)Total 220 Public Works3,201,600(2,097,600)(646,800)(72,300)384,900Sanitary Sewers250Stoney Creek Sewer RehabilitationX65109,900(109,900)Frances St ReconstructionX74361,800(361,800)Lindsay St ReconstructionX75295,200(295,200)Cranberry Rd DesignX7965,000(65,000)3D Lidar – Andrews EngineeringX8185,000(85,000)Woodcock and Pheasant DesignX8245,000(45,000)Total 250 Sanitary Sewers961,900(961,900)Storm Sewers260Frances St ReconstructionX74326,300326,300Lindsay St ReconstructionX75266,200266,200GrantsOxford CountyExpendituresContributionto ReservesGrantsOxford CountyGrantsFed & ProvDebenturesReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2022 Capital Project Listing - New RequestsFund - CapitalRun Date: 20/01/22 3:33 PMPage 57 of 230
Beech Blvd and Stoney Creek Retaining WallsX76235,200(235,200)Total 260 Storm Sewers827,700(235,200)592,500Water270Frances St ReconstructionX74510,400(510,400)Lindsay St ReconstructionX75416,400(416,400)Cranberry Rd DesignX7965,000(65,000)Woodcock and Pheasant DesignX8245,000(45,000)Total 270 Water1,036,800(1,036,800)Cem300New ColumbariumX4360,000(60,000)Total 300 Cem60,000(60,000)Parks450Northcrest Estates Phase 2 -Park Design & ConstructionX57160,000(160,000)Tree Planting ProgramX5920,00020,000Cranberry Park Play StructureX6035,00035,000Library Lane Enhancement - Design PhaseX6210,00010,000Total 450 Parks225,000(160,000)65,000Rec - Bldg Mtce465Dressing Rooms and storage at the Tillsonburg Community CenterX5015,00015,000General Building Repairs & MaintenanceX5380,00080,000OPP Security Replacement Access SystemX5455,00055,000HVAC General Repair/ReplacementsX5550,00050,000Total 465 Rec - Bldg Mtce200,000200,000Museum475Annandale Slate Roof RepairsX4750,00050,000Boiler ReplacementX4855,000(27,100)27,900Security Camera System ReplacementX4915,00015,000Total 475 Museum120,000(27,100)92,900Economic Dev505Wayfinding SignageX8983,600(30,000)53,600Rokeby Road ReconstructionX91400,000(400,000)WIP Phase 2 - Planning & DesignX9250,000(50,000)Total 505 Economic Dev533,600(480,000)53,600Total Project Listing$8,619,900$74,000($1,998,700)($2,097,600)($1,416,000)($1,079,700)($192,900)($160,000)$1,749,000GrantsOxford CountyExpendituresContributionto ReservesGrantsOxford CountyGrantsFed & ProvDebenturesReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2022 Capital Project Listing - New RequestsFund - CapitalRun Date: 20/01/22 3:33 PMPage 58 of 230
January 1, 2022Corporate ServicesTOWN OF TILLSONBURG2022 Business PlanPage 59 of 230
22022 Business Objectives2022 Business Plan | Corporate ServicesProject Community Strategic PlanLeadAccountabilityProject Cost AnticipatedCompletionInvestigate Options for a Volunteer Recognition ProgramGoal –Customer Service, Communication and EngagementStrategic Direction – Engage Community GroupsPriority Project‐Volunteer Recognition ProgramManager of Human Resources$2,500 April of 2022Council Orientation ProgramGoal –Customer Service, Communication and EngagementStrategic Direction –Position Tillsonburg as a leader in the municipal sectorPriority Project‐Provide training to members of Council.Director of CorporateServices$5,000 Ongoing Page 60 of 230
32022 Business Objectives2022 Business Plan | Corporate ServicesProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionYouth Engagement ProgramGoal –Customer Service, Communication and EngagementStrategic Direction – Increase opportunities and promotion for public engagement in shaping municipal initiativesPriority Project‐Youth Engagement StrategyClerk $1,000 OngoingReview of Council CommitteesGoal –Customer Service, Communication and EngagementStrategic Direction –Better engage community groupsPriority Project‐Review of mandate/terms of reference for committeesClerk N/A Summer of 2022Municipal ElectionGoal –Customer Service, Communication and Engagement Strategic Direction –Engage the communityPriority Project‐Preparing and delivering a successful election processClerk $45,000 October of 2022Page 61 of 230
42022 Business Objectives2022 Business Plan | Corporate ServicesProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionNavigation improvements on the Municipal websiteGoal –CustomerService, Communications and EngagementStrategic Direction –continue to develop digital service deliveryPriority Project‐improving the websiteCommunications Officer$60,000 upper end (scalable) End of 2022Mobile Application for reporting and service requestsGoal –Customer Service, Communications and EngagementStrategic Direction –continue to develop digital service deliveryPriority Project‐introduction of a new mobile applicationCommunicationsOfficer$37,500 End of 2022Implement IT planGoal –Customer Service, Communications and EngagementStrategic Direction –explore opportunities for service efficienciesPriority Project‐Once IT plan has concluded, implement the recommendationsDirector of CorporateServicesNot known at this timeMulti-yearPage 62 of 230
52022 Capital Summary2022 Business Plan | Corporate ServicesProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionContribution to IT Reserves from Departmental Charges for future Computer Hardware ReplacementsGoal –Customer Service, Communications and EngagementStrategic Direction –service efficiencies and employee satisfaction by providing them with the right toolsPriority Project‐securing new equipment for team membersIT$74,000(‐$74,000 recovery from Departments)Q4Computer ReplacementsGoal –Customer Service, Communications and EngagementStrategic Direction –service efficiencies and employee satisfaction by providing them with the right toolsPriority Project‐securing new equipment for team membersIT $62,300 Q4Cell Phone ReplacementsGoal –Customer Service, Communications and EngagementStrategic Direction –service efficiencies and employee satisfaction by providing them with the right toolsPriority Project‐securing new equipment for team membersIT $8,000 Q4Page 63 of 230
6•Recruitment•Pay Administration•Human Resource Information System (HRIS)•Benefit Administration•Policy & Procedures•Employee Relations•Health & Safety/Wellness•Labour RelationsHuman Resources Services20212Business Plan | Human ResourcesPage 64 of 230
7Total FTE Count2021 2022(proposed)Total FTE Requirements 140.35 142.35Change from previous year 3.01 2.02022 Business Plan | Human ResourcesPage 65 of 230
8RisksIT•Cyber attacks against municipal government which requires continued constant vigilance and precautions.ChallengesHuman Resources•Competitive recruiting in our sector which may impact our ability to hire the best. There is also a trend of people moving from one organization to another so retention of our good talent may be a challenge.2022 Business Plan | CorporatePage 66 of 230
9OpportunitiesClerks•Increased efficiencies while ensuring record retention best practices by converting all permanent files to electronic format.Human Resources•Building, training an engaged team to see the successful delivery of servicesCustomer Service•With the assistance of the right tools and technology, we can see efficiencies which will result in excellence in customer service.2022 Business Plan | Corporate ServicesPage 67 of 230
10Future Departmental Directions: 3 Year Outlook•2023/2024/2025 – ongoing management of documents and records which continues to increase•Communication practices continue to evolve and we need to understand the ever changing needs of our residents•On-going training and identification of tools is necessary to ensure we see excellence in customer service delivery•The changes we are seeing in our sector (ie increased retirements) requires us to be an employer of choice so we need to position ourselves accordingly.2022 Business Plan | Corporate ServicesPage 68 of 230
January 1, 2022Financial ServicesTOWN OF TILLSONBURG2022 Business PlanPage 69 of 230
2Departmental Highlights• Departmental Accomplishments:• WFH and meet interim audit requirements• Implementation of Virtual City Hall (VCH) • Customer Service, Communication and Engagement Pillar -Continue to develop digital service delivery while maintaining counter and telephone channels• Regional collaboration• Explore opportunities for service efficiencies in partnership with adjacent municipalities• A/P Digitization Review – County, Tillsonburg, Ingersoll• Strengthen procurement processes• New templates to enhance process and reduce risk• Delegation of duties / skills development• Enhance employee engagement and training as the foundation for exceptional customer service2022 Business Plan | Financial ServicesPage 70 of 230
32022 Business Objectives2022 Business Plan | Financial ServicesProject Community Strategic PlanLeadAccountabilityProject Cost AnticipatedCompletionFinancial System (Great Plains) Version UpdateGoal –Customer Service, Communications and EngagementStrategic Direction – Excellence and accountability in governmentPriority Project ‐Short Term ‐Director/ Deputy Treasurer / Revenue Manager$9,000(within Corp Services ‐IT)Q1AP Digitalization, streamlining study with County and Ingersoll (Pending Review)Goal –Customer Service, Communications and EngagementStrategic Direction – Excellence and accountability in governmentPriority Project ‐Short Term ‐Director/ DeputyTreasurer / AP ClerkTBD ($33,300 estimate within Operating budget)TBDPurchase Order (Paramount) / FMW Integration Pilot (Pending outcome of AP Digitalization)Goal –Customer Service, Communications and EngagementStrategic Direction – Excellence and accountability in governmentPriority Project ‐Short Term ‐Director/ Deputy Treasurer / Purchasing CoordinatorTBD Q2Multi‐year Budget Development & Asset Management Plan Integration (FMW and CityWide)Goal –Customer Service, Communications and EngagementStrategic Direction – Excellence and accountability in governmentPriority Project –Short Term –Multi‐year budgeting; Financial sustainability planDirector/ DeputyTreasurer / Operations staff / SLT & Managers$28,000 Q3Page 71 of 230
42022 Business Objectives Cont’d2022 Business Plan | Financial ServicesProject Community Strategic PlanLeadAccountabilityProject Cost AnticipatedCompletionReserves & Trusts Thresholds Policy ReviewGoal –Customer Service, Communications and EngagementStrategic Direction – Excellence and accountability in governmentPriority Project –Short Term –Multi‐year budgeting; Financial sustainability planDirector/ Deputy Treasurer $0 Q4Foundational work on 2023‐2025 GoalsGoal –Customer Service, Communications and EngagementStrategic Direction – Excellence and accountability in governmentPriority Project –Short Term –Multi‐year budgeting; Financial sustainability planDirector/ Deputy Treasurer / Revenue Manager$0 Q4Page 72 of 230
5Risks & Opportunities2022 Business Plan | Financial ServicesRisk OpportunityCyber risk; ransomware attacks Strengthening internal processes;fraud prevention services; insurance Numerous departmental transitions, workload and stretched resourcesSkills training and development; service level reviewsTechnology obsolescence; Innovation and strategic investments in new technology and processesPandemic disruptions uncertaintiesBudget approvalPage 73 of 230
6Future Departmental Directions: 3 Year Outlook•2023-2025•AR Collections & Write-Off Policy•Financial Sustainability Plan/Long-range Financial Plan•Updated Debt Policy•Purchase Order Policy2022 Business Plan | Financial ServicesPage 74 of 230
Town of Tillsonburg2022Business PlanOperations and Development ServicesJanuary 1, 2022Page 75 of 230
22022 Business Objectives2022 Business Plan | Operations and Development ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionRenegotiations of Westtown Line Boundary Road Agreement (CFWD)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 partnership with adjacent municipalities.Priority Project –Short Term ‐Municipal service reviewDirector of Operations and Development-Q4Renegotiations of Water Distribution and WastewaterCollection Agreement with Oxford County (CFWD)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 partnership with adjacent municipalities.Priority Project –Short Term ‐Municipal service reviewDirector of Operations and Development-Q3Airport Website Redesign (CFWD)Goal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Leverage the municipal airport more effectively to increase access, visibility and business activity in Tillsonburg.Priority Project – Immediate Term‐Airport Master Plan and implementationManager of Public Works-Q3Renegotiations of the Traffic Signal /Streetlights Maintenance Agreement(CFWD)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 –Position Tillsonburg as a leader in the municipal sector.Priority Project –Short Term ‐Municipal service reviewManager of Public Works-Q3Page 76 of 230
32022 Business Objectives2022 Business Plan | Operations and Development ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionAsset Management Plan Update (CFWD)Goal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering-Q2Facilities Asset Management (FCM Application) (CFWD)Goal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering-Q4Lincoln St, Townline Rd and Goshen Street–DesignGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering-Q4Page 77 of 230
42022 Business Objectives2022 Business Plan | Operations and Development ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionReview and implement CloudPermit customer payment integrationGoal–Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services,information and opportunities to shape municipal initiatives.Strategic Direction–N/APriority Project ‐N/AChief Building Official-Q2Complete Amanda / CloudPermitIntegration (CWFD)Goal–Through community and regional partnerships, Tillsonburg will attract and retain a diverse range of businesses, creating employment opportunities for residents and a balanced tax base.Strategic Direction– Continue to streamline and expedite the building approval process.Priority Project ‐Ongoing ‐Continued roll‐out and resourcing for Cloud based permit application systemChief Building Official-(OxfordCounty Funded)Q1Inspector Training / Consistency & Policy Review ProgramGoal– Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information and opportunities to shape municipal initiatives.Strategic Direction ‐Position Tillsonburg as a leader in the municipal sector.Priority Project ‐N/ADeputy ChiefBuilding Official$2500 Ongoing2022 Building Code Amendments – Notify/educate designers, contractor and general public Goal– Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information and opportunities to shape municipal initiatives.Strategic Direction ‐Position Tillsonburg as a leader in the municipal sector.Priority Project ‐N/ADeputy ChiefBuilding Official$1000 OngoingPage 78 of 230
52022 Business Objectives2022 Business Plan | Operations and Development ServicesProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionBy-Law Reviews –Building By-Law (CFWD), Garbage/Dumping By-Law (CFWD), Pool Enclosure By-lawGoal– Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information and opportunities to shape municipal initiatives.Strategic Direction ‐Position Tillsonburg as a leader in the municipal sector.Priority Project ‐N/AChief Building Official$2500 Q4Central Area Design Study –Façade Improvement ProgramGoal–The Town of Tillsonburg will accommodate and support sustainable growth.Strategic Direction –Promote, preserve and enhance the downtown core as the retail centre and community hub for Tillsonburg.Priority Project ‐N/ADevelopment Technician-Funded from Economic DevelopmentQ4Implement Planning Application Web Portal & Digital Service DeliveryGoal–Through community and regional partnerships, Tillsonburg will attract and retain a diverse range of businesses, creating employment opportunities for residents and a balanced tax base.Strategic Direction– Continue to streamline and expedite the building approval process.Priority Project – Ongoing ‐Continued roll‐out and resourcing for Cloud based permit application systemChief Building Official-(Oxford County Funded)Q4Page 79 of 230
62022 Business Objectives2022 Business Plan | Operations and Development ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionReview of Planning Process & Procedures (CFWD)Goal–Through community and regional partnerships, Tillsonburg will attract and retain a diverse range of businesses, creating employment opportunities for residents and a balanced tax base.Strategic Direction– Continue to streamline and expedite the building approval process.Priority Project ‐N/ACounty Planner - Q3Review and Implement Planning Options related to MMAH More Homes, More Choice: Ontario’s Housing Supply Action Plan -secondary dwelling units, tiny homes, etc. (CFWD)Goal–Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles.Strategic Direction –Work with Oxford County and community partners to ensure an adequate supply of affordable, attainable housing options.Priority Project‐Immediate ‐Affordable housing collaboration with Oxford County.Goal–The Town of Tillsonburg will accommodate and support sustainable growth.Strategic Direction –Work with Oxford County and the development community to proactively plan for a variety of housing options that are affordable and attainable for current and prospective residents.Priority Project ‐Immediate ‐Attainable housing plan.Chief Building Official-Q2Building/By-Law Communications & Compliance Blitz Goal –Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles.Strategic Direction –N/APriority Project ‐Short Term ‐Property standards review and enforcement planFuture Building-By-Law Compliance SupervisorNew FTE split with Building & ProtectionQ4Page 80 of 230
72022 Business Plan | Operations and Development Services2022 Capital Summary Project Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionWoodcockDrive and Pheasant Crt –DesignGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering$180,000 Q3Cranberry Rd -DesignGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering$260,000 Q3Kinsmen Bridge -DesignGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Provide alternatives to automobile travel through active transportation and public transit.Priority Project –N/AManager of Engineering$120,000 Q4Page 81 of 230
82022 Business Plan | Operations and Development Services2022 Capital Summary Project Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletion3D Lidar –Manhole Condition AssessmentGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering$170,000 Q4Connecting Link -Hwy #3 to Town limitsGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering$631,200 Q4Stoney Creek Sanitary Sewer Retaining Walls -DesignGoal –N/AStrategic Direction –N/APriority Project –N/AManager of Engineering$109,901 Q4Page 82 of 230
92022 Business Plan | Operations and Development Services2022 Capital Summary Project Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionBeech Blvd and Stoney Creek -Retaining Walls ReconstructionGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering$1,176,000 Q3Lindsay St ReconstructionGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering$1,518,929 Q3Frances St ReconstructionGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering$1,861,913 Q3Page 83 of 230
102022 Capital Summary Project Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletion2022 AsphaltProgramGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering$400,000 Q32022 Sidewalk Inspection ProgramGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering$25,000 Q42020 CFWD -Young Street Storm Outlet Class Environmental AssessmentGoal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure.Strategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure.Priority Project – Ongoing ‐Asset Management PlanManager of Engineering-Q32022 Business Plan | Operations and Development ServicesPage 84 of 230
112022 Capital Summary Project Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionReplace Roads Unit 80 -LoaderGoal –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 –N/APriority Project –N/AManager of Public Works$280,000 Q4Replace Roads Unit 63 -Snowplow/sanderGoal –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 –N/APriority Project –N/AManager of Public Works$360,000 Q2 2024Replace Roads Unit 203 - Zero turn mowerGoal –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 –N/APriority Project –N/AManager of Public Works$20,000 Q4Replace Roads Unit 98 -Trackless Flail mowerGoal –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 –N/APriority Project –N/AManager of Public Works$15,000 Q2Replace Roads Unit 135 -Trackless Boom FlailGoal –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 –N/APriority Project –N/AManager of Public Works$25,000 Q22022 Business Plan | Operations and Development ServicesPage 85 of 230
122022 Capital Summary Project Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionNew Sidewalk Plow for RoadsGoal –The Town of Tillsonburg will accommodate and support sustainable growth.Strategic Direction –Plan and develop a long‐term financing strategy for new services and infrastructure to support growth.Priority Project –N/AManager of Public Works$165,000 Q12021 CFWD -Replace Water Unit 28 -Pickup TruckGoal –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 –N/APriority Project –N/AManager of Public Works-Q12021 CFWD -Replace Fire Unit 37 -Pickup TruckGoal –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 –N/APriority Project –N/AManager of Public Works-Q32021 CFWD -Replace Fire Unit 38 -Pickup TruckGoal –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 –N/APriority Project –N/AManager of Public Works-Q32021 CFWD -Replace Hydro Unit 65 -Pickup TruckGoal –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 –N/APriority Project –N/AManager of Public Works-Q12022 Business Plan | Operations and Development ServicesPage 86 of 230
132022 Capital Summary Project Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletion2021 CFWD –New Park/FacilitiesUnit – Mini cargo vanGoal –The Town of Tillsonburg will accommodate and support sustainable growth.Strategic Direction –Plan and develop a long‐term financing strategy for new services and infrastructure to support growth.Priority Project –N/AManager of Public Works-Q32021 CFWD -Replace Cemetery Unit 87 - BackhoeGoal –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 –N/APriority Project –N/AManager of Public Works-Q32021 CFWD –New Cemetery Unit – Mower tractor with attachmentGoal –The Town of Tillsonburg will accommodate and support sustainable growth.Strategic Direction –Plan and develop a long‐term financing strategy for new services and infrastructure to support growth.Priority Project –N/AManager of Public Works-Q22022 Business Plan | Operations and Development ServicesPage 87 of 230
14Risks• As development proceeds along West Town Line the need to negotiate anew Boundary Road Agreement is critical in sharing future road capitaland operating costs.• Inclusion of all Corporate assets and improved capital planning based ondetailed AMP analysis is essential to continue eligibility for future grantfunding opportunities, position the Town to meet the legislative deadlinesof O.Reg. 588/17, and transition towards a Level of Service basedComprehensive Asset Management Plan.• Complex development/construction projects along with ongoingincreased volumes require significant amount of staff time resulting inlonger turn around times which can discourage development.• Increase in the number of inspectors can cause inconsistencies.• Ontario Building Code Changes cause frustration for contractors,developers and owners which require additional staff time/resources toeducate.2022 Business Plan | Operations and Development ServicesPage 88 of 230
15Risks• Increase in inquiries/complaint volumes result in longer response timesreducing customer service.• Lack of a planning web portal/digital service causes delays and developerfrustrations.2022 Business Plan | Operations and Development ServicesPage 89 of 230
16Opportunities• Implementation of an annual traffic count program.• Boundary agreements with lower-tier and single-tier municipalities.• Investigation of private woodlot removal options east of main Runway 08-26 is key in order to benefit from the full 5,502’ runway.• Continue discussions on inter-community transit service sustainability.• Review of Planning and Development division.• Continue implementation of records management within Public Works,Engineering and Water/Wastewater.• Continue implementation of Corporate service request and work ordermanagement system.• Implementation of the corporate leased ownership, maintenance, andmanagement program for the light duty fleet.• Continue Implementation of manhole condition assessment program.2022 Business Plan | Operations and Development ServicesPage 90 of 230
17Opportunities• Improvement of departmental communications to community anddevelopment industry creates positive outcomes and transparency.• Strategic organization of personneland ongoing training reduces liability,provides consistency and business continuity.• Implementation of a planning application web portal and digital reviewprocess will provide multiple efficiencies for the development communityand streamline development approvals.• Ongoing review of Central Area Design Study will provide a framework forfuture opportunity and development of the downtown BIA area.• By-Law review provides updates and clarification that are relevant tocurrent public needs.2022 Business Plan | Operations and Development ServicesPage 91 of 230
18Future Departmental Directions: 3 year outlook2023• Continue Inter-Community Transit Service pilot project• Rehabilitate/Replace infrastructure identified as high risk priority in the AssetManagement Plan• Continue annual sidewalk inspection program• Implement Watermain Directional Flushing Program• Implement Sewer flushing and CCTV annual program• Continue annual Traffic Count Program• Pursue available Provincial and Federal capital funding opportunities• Implement Kinsmen Pedestrian Bridge decision• Continue By-annual Bridge and Culvert inspection program2022 Business Plan | Operations and Development ServicesPage 92 of 230
19Future Departmental Directions: 3 year outlook2023• Ontario Building Code Act – re-evaluate service review• Affordable housing collaboration with Oxford County• Central Area Design Study• By-Law & Policy Review2022 Business Plan | Operations and Development ServicesPage 93 of 230
20Future Departmental Directions: 3 year outlook2024• Continue Inter-Community Transit Service pilot project• Rehabilitate/Replace infrastructure identified as high risk priority in the AssetManagement Plan• Continue annual Sidewalk inspection program• Continue Watermain Directional Flushing Program• Continue Sewer flushing and CCTV annual program• Continue Annual Traffic Count Program• Pursue available Provincial and Federal capital funding opportunities• Review Building & Planning digital service delivery• Affordable housing collaboration with Oxford County• Central Area Design Study• By-Law Review2022 Business Plan | Operations and Development ServicesPage 94 of 230
21Future Departmental Directions: 3 year outlook2025• Continue Inter-Community Transit Service pilot project• Rehabilitate/Replace infrastructure identified as high risk priority in the AssetManagement Plan• Continue annual sidewalk inspection program• Continue Watermain Directional Flushing Program• Continue Sewer flushing and CCTV annual program• Continue Annual Traffic Count Program• Continue By-annual Bridge and Culvert inspection program• Pursue available Provincial and Federal capital funding opportunities.• Central Area Design Study• By-Law Review2022 Business Plan | Operations and Development ServicesPage 95 of 230
Town Of Tillsonburg2022 Business PlanRecreation, Culture & ParksJanuary 1, 2022Page 96 of 230
22022 Business ObjectivesRCP Department Project Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionCompletion of New Splash PadGoal – Offer amenities, services & attractionsStrategic Direction – Attractions for young familiesPriority Project‐New Splash PadRCP $400K Q2Initiate Northcrest Estates Phase 2 ParkGoal – Offer amenities, services & attractionsStrategic Direction – Expanded network of ParksPriority Project‐Tree Planting/Trail SystemRCP $160K 2023 Q2Aquatics RehabilitationGoal – Offer amenities, services & attractionsStrategic Direction – Enhance Programs Youth/Senior – Leisure ActivitiesPriority Project‐Community Centre RehabRCP $4.6M 2023 Q2Tree Canopy ProjectGoal –N/AStrategic Direction –N/APriority Project – Enhanced Tree PlantingRCP $88K 2022 Q4Updating of Facilities Asset Management PlanGoal – Offer amenities, services & attractionsStrategic Direction –Long Term Asset PlanPriority Project‐Asset Mgmt PlanRCP N/A 2022 Q42022 Business Plan | Recreation, Culture & ParksPage 97 of 230
32022 Business ObjectivesPrograms & Services DivisionProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionCommunity Recreation Survey Goal –Offer residents the amenities and services they require to enjoy balanced lifestylesStrategic Direction – Maintain and enhance programs to support an active and engaged populationPriority Project‐Recreation Master PlanRecreation N/A Q2Review/Revise Membership Structure (Health Club and Pool)Goal –Offer residents the amenities and services they require to enjoy balanced lifestylesStrategic Direction – Update municipal sports facilities with modern standardsPriority Project‐Community Centre rehabilitationRecreation N/A Q3 –Q42022 Business Plan | Recreation, Culture & ParksPage 98 of 230
42022 Business ObjectivesCulture & Heritage DivisionProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionMunicipal Open House Event in celebration of the 150th Anniversary of Town IncorporationGoal – Offer amenities, services & attractionsStrategic Direction –to enjoy culturePriority Project‐additional community eventsMuseum $2,500 Q1 150thAnniversary of Town Incorporation Special Exhibit in Pratt GalleryGoal – Offer amenities, services & attractionsStrategic Direction –to enjoy culturePriority Project‐additional community eventsMuseum $2,700 Q1 –Q3Hosting of a series of various special events and production of souviner item in honor of town’s 150th Anniversary Goal – Offer amenities, services & attractionsStrategic Direction –to enjoy culturePriority Project‐additional community eventsMuseum $12,800 Q1 –Q42022 Business Plan | Recreation, Culture & ParksPage 99 of 230
52022 Business ObjectivesParks & Facilities DivisionProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionLLWP Building Replacement Goal – Offer amenities, services & attractionsStrategic Direction – Attractions for young familiesPriority Project‐New Splash PadAdmin $1M 2022 Q4Tree Planting Program Goal –N/AStrategic Direction –N/APriority Project – Enhanced Tree PlantingParks $20K 2022 Q3HVAC Replacement Program Goal –N/AStrategic Direction –N/APriority Project‐Facilities $105K 2022 Q3OPP Security & Access System Goal –N/AStrategic Direction –N/APriority Project‐N/AFacilities $55K 2022 Q12022 Business Plan | Recreation, Culture & ParksPage 100 of 230
62022 Capital HighlightsProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionGeneral Facility RepairsGoal – Offer residents the amenities they require to enjoy balanced lifestylesStrategic Direction – Update municipal facilities consistent with modern standardsPriority Project – Community Centre RehabilitationFacilities $120K 2022 Q4Roof Repair/ReplacementGoal – Offer residents the amenities they require to enjoy balanced lifestylesStrategic Direction – Update municipal facilities consistent with modern standardsPriority Project – Community Centre RehabilitationFacilities $100K 2022 Q4New Playground Apparatus –Southridge & CranberryGoal – Offer residents the amenities they require to enjoy balanced lifestylesStrategic Direction – Update municipal facilities consistent with modern standardsPriority Project –New playgrounds constructionParks $70K 2022 Q22022 Business Plan | Recreation, Culture & ParksPage 101 of 230
7Risks•Capacity to meet expectations on proposed capital program is not available without appropriate levels of staffing•Maintaining legislative compliance in all areas of operations.•Grant funding for major infrastructure renewal projects is highly subscribed•Visitor hesitancy to return as 4thwave of pandemic continues into winter of 2022•Aging volunteer/fundraiser base – not able to anticipate the same level as previously experienced.•Employee retention and recruiting challenges – Industry-wide2022 Business Plan | Recreation, Culture & ParksPage 102 of 230
8Opportunities•Improve relationships with local community and user groups.•Continue energy consumption efficiencies through facility assessment & enhancements.•Facility upgrades through asset management programs to maximize life cycles for equipment and building envelopes.•Continue seeking Federal/Provincial Grant opportunities.•Reap benefits from Departmental Service Review.•Increase online registration through new booking software program.2022 Business Plan | Recreation, Culture & ParksPage 103 of 230
9Future Departmental Directions: 3 year outlook2023 Parking Lot Preservation PlanAdoption of RCP 10-Year Capital PlanAdoption of Facility Asset Management Plan Museum Master Plan2024 Waterpark Furnishings UpgradeCemetery Master Plan UpdateSports Fields Upgrade Plan2025 Recreation Master Plan Update Celebration of 200thAnniversary of Town Founding by G.Tillson2022 Business Plan | Recreation, Culture & ParksPage 104 of 230
Town of Tillsonburg2022Business PlanFire & Rescue ServicesJanuary 1, 2022Page 105 of 230
22022 Business Objectives2022 Business Plan | Fire and Rescue ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionFacility Space Needs StudyGoal – Lifestyle & AmenitiesStrategic Direction –Develop a robust, long‐term asset management plan to inform evidence‐based decisions regarding the maintenance,rehabilitation and replacement of community facilities.Priority Project‐N/AFire Chief100% FundedMunicipal Modernization ProgramQ2Implement Objectives from 2021 Operational & Organizational ReviewGoal –The Town of Tillsonburg will strivefor excellence and accountability ingovernment, providing effective andefficient services, information, andopportunities to shape municipalinitiatives.Priority Project‐Municipal service reviewFire Chief $0 Q4Page 106 of 230
32022 Business Objectives2022 Business Plan | Fire and Rescue ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionRevise Establishing and Regulating By-lawGoal –The Town of Tillsonburg will strivefor excellence and accountability ingovernment, providing effective andefficient services, information, andopportunities to shape municipalinitiatives.Priority Project‐Municipal service reviewFire Chief $0 Q2NFPA Based - Officer, Firefighter, Telecommunicator, Instructor, Inspector, Life Safety Educator, Investigator Training & Development ProgramsGoal –Customer Service,Communication and Engagement.Strategic Direction – Enhance employee engagement and training as the foundation for exceptional customer service.Priority Project‐Employee Engagement StrategyFire Chief $0 Ongoing Revise Emergency Management Program & By-law & Complete Annual Compliance RequirementsGoal –The Town of Tillsonburg will strivefor excellence and accountability ingovernment, providing effective andefficient services, information, andopportunities to shape municipalinitiatives.Priority Project‐Municipal service reviewFire Chief $0 OngoingPage 107 of 230
42022 Business Objectives2022 Business Plan | Fire and Rescue ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionIncrease Fire Prevention Inspection Program to Satisfy Council Approved Service Levels, Legislative Compliance & Industry Best PracticesGoal –The Town of Tillsonburg will strivefor excellence and accountability ingovernment, providing effective andefficient services, information, andopportunities to shape municipalinitiatives.Priority Project‐Municipal service reviewFire Chief $0 OngoingIncrease Public Education Program to Satisfy Council Approved Service Levels, Legislative Compliance & Industry Best PracticesGoal –The Town of Tillsonburg will strivefor excellence and accountability ingovernment, providing effective andefficient services, information, andopportunities to shape municipalinitiatives.Priority Project‐Municipal service reviewFire Chief $0 OngoingDevelop PTSD, Cancer, Mental Health Risk Reduction ProgramGoal –Customer Service,Communication and Engagement.Strategic Direction – Enhance employee engagement and training as the foundation for exceptional customer service.Priority Project‐Employee Engagement StrategyFire Chief $0 OngoingPage 108 of 230
52022 Business Objectives2022 Business Plan | Fire and Rescue ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionIncrease Fire Prevention Inspection Program to Satisfy Council Approved Service Levels, Legislative Compliance & Industry Best PracticesGoal –The Town of Tillsonburg will strivefor excellence and accountability ingovernment, providing effective andefficient services, information, andopportunities to shape municipalinitiatives.Priority Project‐Municipal service reviewFire Chief $0 OngoingIncrease Public Education Program to Satisfy Council Approved Service Levels, Legislative Compliance & Industry Best PracticesGoal –The Town of Tillsonburg will strivefor excellence and accountability ingovernment, providing effective andefficient services, information, andopportunities to shape municipalinitiatives.Priority Project‐Municipal service reviewFire Chief $0 OngoingDevelop PTSD, Cancer, Mental Health Risk Reduction ProgramGoal –Customer Service,Communication and Engagement.Strategic Direction – Enhance employee engagement and training as the foundation for exceptional customer service.Priority Project‐Employee Engagement StrategyFire Chief $0 OngoingPage 109 of 230
62022 Capital Summary2022 Business Plan | Fire & Rescue ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionTactical Radio Channel Recorder (H&S Initiative)Goal – Community GrowthStrategic Direction – Develop a long‐term financing strategy for new services and infrastructure to support growth.Priority Project‐N/AFire Chief $8,000 Q1Page 110 of 230
72022 Capital Summary2022 Business Plan | Fire & Rescue ServicesProject Community Strategic Plan LeadAccountabilityProject CostAnticipatedCompletionBunker Gear Capital Replacement Program(Moved from Operating to Capital replacement program. Operating offset, $15,000 Carry forward from 2021 Operating Budget) 4 Additional $6900 DC Funded Goal – Community GrowthStrategic Direction – Develop a long‐term financing strategy for new services and infrastructure to support growth.Priority Project‐N/AFire Chief $15,000 Q2Technical Rescue Equipment Replacement ProgramGoal – Community GrowthStrategic Direction – Develop a long‐term financing strategy for new services and infrastructure to support growth.Priority Project‐N/AFire Chief $10,000 Q3Page 111 of 230
8Risks• Resource capacity challenges were identified in achieving Council approved service levels, legislative compliance or industry standards and best practices related to:• Emergency Response Times and Staffing (Fires)• Fire Ground Supervision / Incident Command• Fire Prevention Inspection Programs • Fire Communications Staffing (2 people 24/7)• Fire Service Training ProgramsAdditional staffing resources are required to maintain service levels, meet legislative compliance and Industry standards and best practices.2022 Business Plan | Fire and Rescue ServicesPage 112 of 230
9Risks• Decreased availability of staffing resources results in increased response times, inadequate staffing levels reduced firefighter safety and increased fire loss• Increased call volume related to growth results in fewer employers allowing firefighters to leave work to respond to emergencies further reducing available staffing resources for fire response• Increased absence due to COVID -19, PTSD & Mental Health increase staffing costs and reduce available staffing.2022 Business Plan | Fire and Rescue ServicesPage 113 of 230
10Opportunities• Facility Space Needs Study will identify current and future space requirements for fire services and help inform decisions regarding future direction of Fire Services facilities. 2022 Business Plan | Fire and Rescue ServicesPage 114 of 230
11Opportunities• Increasing fire prevention and public education staffing resources is required to achieve Council approved service levels, legislative compliance or industry standards and best practices. Increased fire prevention inspection programs are shown to reduce fire incidents and fire loss• Increasing fire training staffing resources to provide NFPA compliant training programs and officer development, incident command programs is required to achieve Council approved service levels, legislative compliance or industry standards and best practices, enhance safety and succession planning 2022 Business Plan | Fire and Rescue ServicesPage 115 of 230
12Opportunities• Exploring alternative fire protection deployment models and partnerships may increase response times, fire ground effectiveness and firefighter safety• Increase Fire Communications staffing to include supervision and 2 people 24/7 to meet NFPA 1221 to help retain current and attract new partners with a more sustainable business model • Increasing firefighter staffing is required to increase the number of firefighters available to respond to fires and increase fire ground effectiveness and firefighter safety2022 Business Plan | Fire and Rescue ServicesPage 116 of 230
13Opportunities• Investment in PTSD, Mental Health and Occupational Cancer risk reduction strategies can result in reduced staffing costs• Increasing Smoke and CO alarm program resources can reduce false alarms and demand on fire suppression resources• Increasing pre-incident planning increases emergency response effectiveness, safety and improves Fire Underwriter insurance grading for residents and businesses 2022 Business Plan | Fire and Rescue ServicesPage 117 of 230
14Future Departmental Directions: 3 year outlook• Continue to expand Fire Communications partnerships• Conduct CRA and Master Fire Plan recommendations• Determine future direction for fire station and conceptual design phase and timeline• Officer Development and succession planning• Training to NFPA professional qualification standards• ATV Response Unit for response to trail system2022 Business Plan | Fire and Rescue Services2023Page 118 of 230
15Future Departmental Directions: 3 year outlook• Completion of 3rdand final phase of NG-911 Project and operationalize NG-911• Procurement of Fire Station build/renovation project• Continue to expand Fire Communications partnerships• Continue to execute Master Fire Plan recommendations• Officer Development and succession planning2022 Business Plan | Fire and Rescue Services2024Page 119 of 230
16Future Departmental Directions: 3 year outlook• Commence Construction phase of Fire Station build/renovation project• Continue to expand Fire Communications partnerships• Continue to execute Master Fire Plan recommendations• Officer Development and succession planning• Replace Pump # 22022 Business Plan | Fire and Rescue Services2025Page 120 of 230
Town Of Tillsonburg2022 Business PlanEconomic Development & MarketingJanuary 1, 2022Page 121 of 230
22022 Business Objectives2022 Business Plan | Economic Development & MarketingProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionCommunity Improvement Plan (Downtown Façade) Goal – Community Growth Strategic Direction – Continue to offer relevant, leading incentives for revitalization and diversification in the downtown and throughout TillsonburgPriority Project‐Not applicableBusiness Improvement Association$31,000 OngoingCommunity Improvement Plan (Applications)Goal – Business Attraction, Retention and ExpansionStrategic Direction – Instill an “open for business” culture across the corporation that prioritizes economic development and business attractionPriority Project‐Continued support for BIA and town‐wide businesses during COVID‐19 recoveryDevelopment Commissioner$20,000 OngoingUpdated Economic Development Strategy ImplementationGoal – Business Attraction, Retention and ExpansionStrategic Direction – MultiplePriority Project‐MultipleEconomic Development &Marketing$5,000 OngoingEnhanced Business Processes (Apps)Goal – Business Attraction, Retention and ExpansionStrategic Direction – Instill an “open for business” culture across the corporation that prioritizes economic development and business attraction.Priority Project‐Marketing and build out of Van Norman Innovation ParkIncrease diversity in manufacturing and other key sectorsEconomic Development &Marketing$5,000 Q1Page 122 of 230
32022 Business Objectives2022 Business Plan | Economic Development & MarketingProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionVan Norman Innovation Park (Ontario Certification)Goal – Business Attraction, Retention and ExpansionStrategic Direction – Continue to streamline and expedite the building approval processPriority Project‐Marketing and build out of Van Norman Innovation ParkEconomicDevelopment & Marketing$2,000 Q2Chamber Awards –Grant Goal –Customer Service, Community & EngagementStrategic Direction – Position Tillsonburg as a leader in the municipal sectorPriority Project‐Not applicableChamber of Commerce$4,000 Q3Chamber Awards –SponsorshipGoal –Customer Service, Community & EngagementStrategic Direction – Engage community groups, including advisory committees and service organizations, in shaping municipal initiativePriority Project‐Not applicableEconomic Development Advisory Committee/ Chamber of Commerce$4,000 Q3Community Video Production Goal – Community Growth Strategic Direction –Not applicablePriority Project‐Not applicableEconomic Development & Marketing$5,000 Q3Bridges to Better Business Goal – Business Attraction, Retention and ExpansionStrategic Direction –Not applicablePriority Project‐Not applicableThe Small Business Centre$1,000 Q3Page 123 of 230
42022 Business Objectives2022 Business Plan | Economic Development & MarketingProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionYouth Robotics Challenge Goal – Business Attraction, Retention and ExpansionStrategic Direction – Develop a “made in Tillsonburg” approach to education, training and development based on the workforce needs of current and prospective employersPriority Project – Not applicable Oxford Youth Invitational Challenge$1,000 Q3Discover Tillsonburg (Magazine) Goal – Lifestyle and AmenitiesStrategic Direction –Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg.Priority Project‐Not applicableEconomic Development & Marketing/ Communications$8,000 offset by revenue of $6,000OngoingPandemic Business Recovery (My Main Street)Goal – Business Attraction, Retention and ExpansionStrategic Direction –Not applicablePriority Project‐Continued support for BIA and town‐wide businesses during COVID‐19 recoveryDevelopment Commissioner/Recreation, Culture & Parks/BIA/Working Group$2,000, but TBD Subject to grant funding approvalQ4Town Hall Project Support Goal –Customer Service, Communication & EngagementStrategic Direction – Position Tillsonburg as a leader in the municipal sectorPriority Project‐Consolidated Town Hall initiativeTown Hall Steering Committee/ CAONot applicable OngoingContinue to facilitate discussions and networking with potential partners to review additional opportunities for Short Line Rail connectivity within the Town of Tillsonburg.Goal – Business Attraction, Retention and ExpansionStrategic Direction –Not Ensure adequate supply of “shovel ready” land for business attraction and expansionPriority Project‐Increase diversity in manufacturing and other key sectorsEconomic Development &MarketingNot applicable Q4Page 124 of 230
52022 Business Objectives (Prior CapEx)2022 Business Plan | Economic Development & MarketingProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionVan Norman Innovation Park – Clearview Dr Extension & SWM Pond ConstructionGoal – Business Attraction, Retention and ExpansionStrategic Direction – Ensure adequate supply of “shovel ready” land for business attraction and expansionPriority Project‐Marketing and build out of Van Norman Innovation ParkDevelopment CommissionerN/A Q4Engineering Design Services for Rokeby Road PropertyGoal – Business Attraction, Retention and ExpansionStrategic Direction – Instill an “open for business” culture across the corporation that prioritizes economic development and business attractionPriority Project‐Increase diversity in manufacturing and other key sectorsOperations Department/ Development Commissioner/Consultant$265,000 with offsets per Report DCS 20‐22Q3Wayfinding Signage Goal – Lifestyle and AmenitiesStrategic Direction –Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg.Priority Project‐Not applicableEconomicDevelopment & Marketing$53,649 perReport EDM 21‐27Q4Consultations for Mall Parking Lot ReconfigurationGoal – Community Growth Strategic Direction –Not applicablePriority Project‐Enhanced development standards that benefit the community (including tree planting, affordable housing, walkability, livability, connectivityEnhanced public engagement in planning policies and placemakingEDM/Building/ Communications$5,000 Q4Page 125 of 230
62022 Business Objectives (New)2022 Business Plan | Economic Development & MarketingProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionVIP Phase 2 Conceptual Plan DevelopmentGoal – Business Attraction, Retention and ExpansionStrategic Direction – Continue to streamline and expedite the building approval processPriority Project‐Marketing and build out of Van Norman Innovation ParkDevelopment Commissioner$250,000(funded by reserves)Q4High Tech Manufacturing Action Plan (Hub Development)Goal – Business Attraction, Retention and ExpansionStrategic Direction – Develop a “made in Tillsonburg” approach to education, training and development based on the workforce needs of current and prospective employersPriority Project‐Increase diversity in manufacturing and other key sectorsDevelopment Commissioner/ Industry/ Associations$5,000 OngoingCF Oxford Partnership (Pop‐up)Goal – Business Attraction, Retention and ExpansionStrategic Direction – Support local businesses in post‐COVID‐19 recoveryPriority Project‐Continued promotion and facilitation of COVID‐19 business support programsDevelopment Commissioner$5,000 Q4Page 126 of 230
72022 Business Objectives (New)2022 Business Plan | Economic Development & MarketingProject Community Strategic Plan LeadAccountabilityProject Cost AnticipatedCompletionProject Big Swing Goal – Lifestyle and AmenitiesStrategic Direction – Update municipal sports facilities consistent with modern standardsTarget new programs, services, amenities and attractions that will be a magnet for young familiesWork with Oxford County and community partners to ensure an adequate supply of affordable, attainable housing options.Priority Project‐New playgrounds construction, Affordable housing collaboration with Oxford CountyDevelopment Commissioner/Recreation, Culture & ParksTBD OngoingCounty Surplus Rail Lands Goal – Lifestyle and AmenitiesStrategic Direction –Provide an expanded, accessible network of parks and trails.Priority Project‐New playgrounds constructionGoal – Business Attraction, Retention and ExpansionStrategic Direction –Increase diversity in manufacturing and other key sectorsPriority Project‐Not applicableDevelopment Commissioner/RCP/IndustryTBD OngoingPage 127 of 230
8Risks• Each of the business plan categories (strategy, investment, support, downtown, Van Norman Innovation Park, partner engagement, promotion, pandemic support, infrastructure, etc) support the ongoing development of the town as a more complete community and not supporting these comprehensive actions will detract from the goals identified for the Town2022 Business Plan | Economic Development & MarketingPage 128 of 230
9Opportunities2022 Business Plan | Economic Development & Marketing• Investment in the Van Norman Innovation Park, the downtown, and business to support the growth and diversification of the Town’s economy• Enhance promotion through ongoing production of magazines and community videos, signage, digital marketing, and chamber awards• Use updated strategy and high tech manufacturing action plan to build resilience into local economy• Maintain partnerships to support visitors, chamber of commerce, youth, and entrepreneurs through key sponsorshipsPage 129 of 230
10Future Departmental Directions: 3 year outlook• 2023• Explore Accredited Economic Development Organization (AEDO) program• Update Industrial Land Strategy• Implementation of updated Economic Development Strategy• 2024• Complete sale of lands in Van Norman Innovation Park• Potential Acquisition of additional Industrial Lands• Implementation of updated Economic Development Strategy• 2025• Implementation of updated Economic Development Strategy2022 Business Plan | Economic Development & MarketingPage 130 of 230
Page 1 of 4
Subject: Tillsonburg Solid Waste Management Service Delivery Review
Report Number: OPD 22-02
Department: Operations and Development Department
Submitted by: Carlos Reyes, Director of Operations and Development
Meeting Type: Council Meeting
Meeting Date: Thursday, January 27, 2022
RECOMMENDATION
THAT report OPD 22-02 Tillsonburg Solid Waste Management Service Delivery Review
Results be received as information;
AND THAT Council directs Staff to proceed with the procurement and implementation of
the projects included in Table 1. Strategic Recommendations if the Province approves
the funding application submitted under the Municipal Modernization Program – Intake 3
implementation Stream;
AND THAT Council direct staff to implement option:
Option 1 – Maintain the Status Quo for the annual Curbside Loose Leaf
Collection Program.
Option 2 – Eliminate the annual Curbside Loose Leaf Collection Program given
that residents have free year-round access to the transfer station.
BACKGROUND
As part of the Municipal Modernization Program Intake 2 – Third-Party Review Stream,
The Town of Tillsonburg contracted with AET Group Inc. (AET) to perform a Solid Waste
Management Service Delivery Review to determine the most appropriate, and cost-
effective way to operate, and maintain, the Town’s waste management services.
This review focused on several core aspects of interest including the regulatory
framework within the Province dealing with service delivery, the Town’s current Transfer
Station operation, the Town’s Agreement with the County for shared service delivery and
the operational improvements that would benefit Town residents.
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DISCUSSION
The Town of Tillsonburg is one (1) of eight (8) lower-tier municipalities that comprise the
County of Oxford (County) for which waste management services are jointly delivered.
The Town owns and operates a Transfer Station and provides an annual curbside
collection of leaves. The County owns and operates a Waste Management Facility and
provides curbside collection for garbage and recyclables.
In January 2021, the Town passed By-law 2021-002, which is a Waste Management
Agreement between the Town and the County, for the Town to provide large article and
yard waste collection at the Town’s transfer station. This Agreement commenced May 1,
2020 and replaced previous Agreements between the Town and County dating back to
June 2008. Included as part of the Agreement, the County will reimburse the Town, for
services provided covering the collection, tipping (at the Waste Management Facility),
and customer service charges.
In performing this work, between September and November 2021, AET performed a
thorough review of the Town’s waste management effort. This work included analyzing
the Town’s provided waste management information, gathered research from similar
communities across the province, assessing the operations at the Transfer Station and
reviewing the Municipal Act.
The attached report from the AET Group includes the background information, field
observations, analysis and recommendations. The following bullet list are key
recommendations to ensure the Town’s waste management system operates as
efficiently as possible and should be implemented as soon as reasonably possible:
Re-impose the tipping fee for Construction & Demolition waste.
Consider imposing a tipping fee for all items requiring disposal to recover costs.
Consider imposing a tipping fee for all vehicles delivering disposal items based on
vehicle type (e.g., similar to Woodstock).
Install a Point-of-Sale system to facilitate non-cash transactions.
For curbside loose leaf collection, maintain the status quo but if politically
acceptable, eliminate the service given that residents have free year-round access
to the transfer station and the County does not reimburse the Town for this service.
Install new cameras for Transfer Station security
Install sufficient onsite lighting at the Transfer Station.
Install weigh scales and weigh scale software program (if internally determined
appropriate).
CONSULTATION
The following staff and resources have been consulted in preparing this report:
Manager of Public Works
AET Group Inc
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FINANCIAL IMPACT/FUNDING SOURCE
The Town of Tillsonburg submitted an application for funding under the Municipal
Modernization Program – Intake 3 implementation Stream for up to $100,000 in costs
related to the implementation of the recommendations included in this report. If approved
by the Province, the cost of implementation projects will be shared between the Province
(65%) and the municipality (35%).
To be eligible under Intake 3, an implementation project proposal must:
1. Be based on demonstrated evidence of savings or efficiencies the municipality
intends to realize through the project;
2. Begin no earlier than August 16, 2021 and be completed by February 28, 2023;
3. Include a high level workplan with project milestones;
4. Include a commitment to providing a final report that forecasts annual savings
and other efficiency and effectiveness outcomes for at least three years as a
result of project completion
5. Include a commitment to reporting back one-year post project completion with
actual savings over the course of the year, and a forecast for the following two
years of annual savings and other efficiency and effectiveness outcomes.
Table 1. Strategic Recommendations
Recommendations Cost
Estimate
Provincial
Funding (If
Approved)
Town
Funding
Install new cameras for Transfer Station
security $2,000 $1,300 $700
Yard Waste drop-off pilot study to assess
Town versus County resident site usage Staff Time - -
When internally determined appropriate,
permit more vehicles to tip per time in the
Large Article area
N/A - -
Financial analysis, internal and relative to the
Agreement, to determine if opening the Large
Item Depot on a second operating day (each
week) is appropriate.
Staff Time - -
Reinstate the tipping fee for C&D Materials N/A - -
Procure, and install, a debit / credit machine
(e.g., Point-Of-Sale system) at the Transfer
Station to facilitate tipping fee transactions
$2,200 $1,430 $770
Implement a tipping fee for all loads
consisting of primarily disposable items N/A - -
Procure the services of a contractor to install
sufficient onsite lighting (and once done,
modify the Transfer Station hours to be
uniform all year and communicate the change
to the public)
$58,520 $38,038 $20,482
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Discuss with the County if the recyclable bins
can be accessed by all County residents and
if so, procure the services of a contractor, to
create an accessible tipping area
$61,000 Oxford County
TOTAL $123,720 $40,768 $21,952
The 2022 waste management budget includes $35,000 to cover the Town costs for this
funding application. If the Province does not approve of the funding, Staff will report to
Council for approval on projects for the budgeted $35,000.
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 – Explore opportunities for service efficiencies in partnership with
adjacent municipalities.
Priority Project – Short Term – Municipal service review
ATTACHMENTS:
Appendix A Tillsonburg Solid Waste Management Service Delivery Review by AET
Group Inc.
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Town of Tillsonburg
Solid Waste Management Service Delivery Review
January 2022
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Town of Tillsonburg Solid Waste Management Service Delivery Review January 2022
Table of Contents
Executive Summary ...................................................................................................................... 1
1.0 Project Overview ................................................................................................................ 2
2.0 Transfer Station .................................................................................................................. 3
2.1 Overview ........................................................................................................................................................ 4
2.2 AET Observations ....................................................................................................................................... 8
3.0 Municipal Act Review ...................................................................................................... 11
4.0 Waste Management Agreement Review ....................................................................... 13
4.1 Large Article Collection: Transfer Station versus Curbside ....................................................... 13
4.2 Yard Waste Collection: Transfer Station versus Curbside .......................................................... 17
4.3 Customer Service Charge ...................................................................................................................... 18
4.4 Transfer Station Construction & Demolition Operation ............................................................ 19
4.5 Transfer Station Film Plastic Operation ............................................................................................ 20
5.0 Current & Future Trends ................................................................................................. 21
6.0 Curbside Leaf and Yard Waste Possibilities .................................................................. 23
7.0 Strategic Recommendations ........................................................................................... 25
Appendix A: Municipal Act Summary Table
Appendix B: County Summary of Municipal Waste Collection Authority
Appendix C: Town and County Waste Management Agreement
Appendix D: Town Transfer Station Annual Report and Budget
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AET File No.: TIL_2122_010 1
Executive Summary
The Town of Tillsonburg (Town) contracted with AET Group Inc. (AET) to perform a Solid
Waste Management Service Delivery Review to determine the most appropriate, and cost-effective way to operate, and maintain, the Town’s waste management services.
In performing this Review, a variety of sources of information were used and analyzed.
The Town, with its wealth of internal knowledge and data, was a primary source of data.
Other sources included publicly available data from the Province and municipalities as well as our professional experiences and personal visit to the Town’s Transfer Station.
The Service Delivery Review is to serve as a roadmap of the current, and desired future
waste management system. The project began asking the following questions, “what is
working well” and “what could be better”. From these fundamental questions, AET set out to assess the Town’s current service delivery from the operational and financial perspectives keeping in mind the political, social, and environmental dynamics &
perspectives.
This Review focused on several core aspects of interest to the Town. These included:
The regulatory framework within the Province dealing with service delivery.
The Town’s current Transfer Station operation.
The Town’s Agreement with the County for shared service delivery.
Operational improvements that would benefit Town residents.
Throughout this report, these core aspects are discussed in detail and Section 7 provides our Strategic Recommendations. Of note, the Town has engaged with the Ministry of Municipal Affairs and Housing for potential funding to implement the recommendations
of the Review. As, and where appropriate, this should be explored to off-set Town costs.
Additionally, the Town should actively engage with Oxford County, and other member
municipalities that comprise the County, to determine a mutually agreeable path forward for future service delivery.
Respectfully submitted,
AET Group Inc.
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1.0 Project Overview
The Town of Tillsonburg (Town) is one (1) of eight (8) lower-tier municipalities that
comprise the County of Oxford (County) for which waste management services are jointly delivered. The Town owns and operates a Transfer Station and provides an annual
curbside collection of leaves. The County owns and operates a Waste Management
Facility and provides curbside collection for garbage and recyclables. The Town retained
AET Group Inc. (AET) to perform a review of the current solid waste management service delivery to determine the most appropriate, and cost effective, way to maintain, or improve, service levels.
In January 2021, the Town passed By-law 2021-002, which is a Waste Management
Agreement between the Town and the County, for the Town to provide large article and yard waste collection at the Town’s transfer station. This Agreement commenced May 1, 2020 and replaced previous Agreements between the Town and County dating back to
June 2008. Included as part of the Agreement, the County will reimburse the Town, on a
bi-annual basis, for services provided covering the collection, tipping (at the Waste
Management Facility), and customer service charges. The intent of the Agreement is to provide high quality waste management services in a cost-effective manner to the Town on behalf of the County.
The project scope included:
Provide an overview of the operation of the Town’s Transfer Station.
Review current legislation, including the Municipal Act as it applies to the Town’s jurisdiction and powers to pass by-laws.
Review the Waste Management Agreement to assess the effectiveness of:
Large article collection at the Transfer Station versus curbside
The yard waste drop-off operation at the Transfer Station
The value of the County’s provided customer service charge
The Town’s curbside leaf collection program
The construction and demolition drop-off at the Transfer Station
The film plastic drop-off at the Transfer Station
Consider current and future issues and trends that will affect the Transfer Station’s operational resourcing.
Provide options to deliver curbside leaf collection.
Provide recommendations related to improving the Town’s service delivery.
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Throughout the project, AET engaged with Town staff to ensure that the existing waste management efforts can be built up to drive future successes. AET employed a straight-forward approach to the Service Delivery Review in that our assessment held the
following questions in mind:
What is the current state?
What are the current challenges and opportunities for improvement?
What does the Town envision for its future state?
How will the Town effectively move from the current state to the desired future
(implementation)?
In performing this work, between September and November 2021, AET performed a thorough review of the Town’s waste management effort. This work included analyzing the Town’s provided waste management information, gathered research from similar
communities across the province, assessing the operations at the Transfer Station and
reviewing the Municipal Act.
2.0 Transfer Station
The Town operates a Transfer Station located at 50 Newell Road
and has since the early 2000’s. The
facility is divided into in separate
areas: first, for leaf and yard waste drop-off for which Town and County residents can access and
second, for large articles and
recyclable materials for which only
Town residents can access. The facility (on Saturdays only) operates
with two Town staff; no Town staff
are present Monday through
Friday.
The yard waste portion of the Transfer Station is open year-round, Monday through Saturday; the large article / recycling area is open year-round on Saturdays only.
AET visited the site on Saturday October 23, 2021, to review the operations.
Figure 1 – Tillsonburg Transfer Station Sign
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2.1 Overview
Traffic enters the site from the east-bound by-pass lane on Newell Road which has a queueing length for approximately ten (10) vehicles. The site’s entrance is also the site’s
exit as it is wide enough for two-way traffic. Upon exiting, vehicles can turn either left, or
right, onto Newell Road.
The perimeter of the site is fenced with a mechanical gate at the entrance. The yard waste area is contained within the perimeter fence and the large article / recycling area is contained within a secondary fence. The site does not have a weigh scale; all
outbound loads destined for recycling or disposal are weighed at the respective
receiving locations.
There are two (2) cameras onsite which record vehicle traffic; one camera is pointed at the entrance gate and the other is directed at the yard waste pile. The purpose of the
cameras is to identify, where possible, instances of contamination or illegal dumping.
The camera recordings are fed to the Town’s offices for staff review as required.
Figure 2 – Transfer Station Overview
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Vehicle traffic flow, both inbound and outbound, is counterclockwise as shown below.
Figure 3 – Transfer Station Traffic Flow
Yard Waste Area
The Yard Waste portion of the site is open year-round Monday through Saturday with
hours of 9am to 8pm April to September and 9am to 5pm October to March.
Upon entry to the site, residents with yard waste proceed to the left of the site and deposit their materials. Vehicles are not weighed, nor are they inspected for
contamination (upon delivery) and there is no charge for tipping.
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Figure 4 – Yard Waste Drop-off Area
As advised by Transfer Station staff, between Monday and Friday, Town staff
occasionally arrive at the facility to utilize the front-end loader (located onsite) to push the deposited yard waste into a large pile and/or load outbound transfer trucks to deliver the material to the County’s Waste Management Facility in Salford for grinding
and composting. On Saturdays, the Town staff operate the front-end loader to push the
deposited materials into the large pile and remove any obvious contamination.
Large Article / Recycling Area
The Large Article portion of the site, and Recycling drop-off area, is open year-round Saturday’s only with hours of 9am to 5pm.
Residents arriving at the site without yard waste, proceed to the right to the large article
/ recycling area where they are greeted by one (1) of the two (2) Transfer Station staff. As this area is for Town residents only, the attendant asks for proof of residency and if confirmed, the contents of the load being delivered is inspected and instructions for
how to proceed are given. Instances where a non-Town resident arrives, the attendant
advises the person of the site rules and directs the vehicle to depart the site and deliver
the material to a different location (based on what the material(s) is/are). Note: while Town residents can utilize either the Town’s Transfer Station or County’s Waste Management Facility for large article / recycling drop-off, County residents are not
permitted to drop these off at the Town’s Transfer Station.
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For each vehicle arriving in this area, the first site attendant records the vehicle (e.g., a vehicle car count for tracking purposes) and records
the types of materials being delivered. The
Town uses a mobile application “Mesh
Operations Management”1 on their smart phones, and in the office, to track, trend, and
analyze the operational data.
If residents only have recyclables, specifically
film plastic, expanded polystyrene, cardboard and/or textiles, they are instructed to proceed to these bins which are located immediately to
the left of the attendant’s booth. Loads
containing disposal items are directed into the queue towards a second attendant’s booth to receive further instructions prior to tipping.
The tipping area for disposal materials
contains thirteen (13) roll off bins for large articles, construction & demolition waste,
scrap metal, shingles, glass, and porcelain items; there is a separate pile (on the ground) at the end of the tipping area for clean fill / rubble. Once materials have been deposited,
vehicles depart the tipping area in a counterclockwise direction and exit the site onto
Newell Road.
1 Mesh Operation Management https://www.go-evo.com/work-order-asset-management-software/
Figure 5 - Mesh Operations Management application
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2.2 AET Observations
Yard Waste Area
During AET’s visit, the usage of the yard waste drop-
off area was active with residential deliveries, but the
vehicle traffic was (visually) significantly less than the
large article / recycling area and queuing was not an observed issue. The pile of yard waste onsite filled the available tipping area yet allowed for acceptable
vehicle access, tipping, and turning movement.
During the day, both AET and Town staff visited the area with the purpose of inspecting the quality and quantity of material; one instance of illegal dumping
was observed where Town staff removed the items
from the pile. Otherwise, the operation appeared
cohesive and without operational concerns.
Additionally, there isn’t any onsite lighting in this area. While this is not necessarily a concern, if there were light poles in the yard waste area,
the hours of operation could be standardized (e.g., 9am to 8pm) all year long. A
planning level budget for installing 6 light poles is $25,080.
Large Article / Recycling Area
This area was extremely busy during AET’s site visit which was anticipated as this area is
only open once per week. Vehicles enter the queue to tip in this area (from Newell
Road) and, constantly throughout the day, the queue exceeded fifty (50) vehicles
including regularly up to ten (10) vehicles in the by-pass lane on Newell Road.
Figure 6 - Illegal Dumping in the Yard Waste Drop-off Area
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Figure 7 – Queue of cars lining up to access the Transfer Station
During the day, AET performed ad hoc time-studies to assess the length of time it took
a vehicle from entering the queue until it was permitted to tip; and the average was thirty (30) minutes. Also, ad hoc time-studies were performed to assess the length of time tipping required; the average time was five (5) minutes.
Figure 8 - Another viewpoint of the queue of cars
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As noted previously in this report, vehicles are met by the first (of two) Town attendants to verify Town residency and for load inspection. Prior to COVID-19, loads deemed appropriate for a tip fee to be charged would be required to pay at this location. AET
was advised (prior to the site visit) that since COVID-19 began, the Town implemented a
policy that no tip fees would be charged; this was observed during AET’s visit.
During vehicle processing (pre-tipping), there were several seen only delivering recyclables (as described previously in this report). As the recyclable bins are located
within the secondary fence, these vehicles were required to remain in the overall queue
until they passed the first site attendant and at which point, they could proceed to the
recycling bins. As recyclables are free of charge, the Town could consider moving these bins to the parcel of land between the entrance gate and secondary fence to minimize the traffic queue length and improve site user experience.
As vehicles progressed through the inbound queue, they reach the second site
attendant. This staff member asks the resident the types of materials they were
delivering and directs the vehicle to the appropriate tip location. In response to COVID-19, the Town has implemented a policy where only four vehicles are permitted to tip at
any one time to allow for sufficient social distancing while in the tipping area.
Figure 9 - Large Article tipping area
While a reasonable and appropriate plan, this directly contributed to the length and the
time each vehicle spent in the inbound queue. That said, provincial guidelines for social
distancing are two (2) meters and to ensure the health and safety of site users, permitting only four (4) vehicles to tip at a time could be considered appropriate. However, the layout of the tipping area and the distance between the roll off bins is
greater than two (2) meters which could allow for more than four vehicles at a time to
tip. Outside of the COVID-19 protocols, the tipping area could be occupied by upwards
of ten vehicles at a time (in AET’s estimation).
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When social distancing requirements are no longer required, or earlier if it can be assessed that two (2) meter social distancing is possible in the tipping area, the Town should amend its tipping policy to allow for more vehicles to tip at the same time.
Furthermore, the Town should re-impose the tipping fee for large loads as soon as
reasonably possible to ensure sufficient financial coverage of the Transfer Station’s
operational cost.
Similar to the Yard Waste area, there isn’t any onsite lighting in the large article /
recycling area. While this is not necessarily a concern, if there were light poles, the hours
of operation could be extended (e.g., 9am to 8pm). If implemented, however, longer
hours would result in greater operational costs to cover the additional site staffing requirements. A planning level budget for installing 8 light poles is $33,440.
3.0 Municipal Act Review
The purpose of this part of the project was to review the sphere of jurisdiction in the
Municipal Act, 20012 (Act) that applies to the Town to identify the jurisdiction and
powers to pass by-laws, specifically related to waste management. AET conducted a
review of the Act related Part II, General Municipal Powers; Part III, Specific Municipal Powers (Waste Management); and Part V, Transfer of Powers Between Tiers. Our findings
from the review are provided in a summarized manner below and a Table from the Act
are included in Appendix A.
The general powers of a municipality, under the Act, are to be interpreted broadly; meaning the municipality has broad authority to govern its affairs as it considers appropriate to respond to municipal issues. In the case of the Town (lower-tier) and
County (upper-tier), there is a clear relationship that is both separate and aligned.
Meaning that a lower-tier municipality, and the upper-tier municipality, may provide any
service considered to be necessary, or desirable for the public, subject to the rules of the Act and contained within the respective Spheres of Jurisdiction. Moreover, a lower-tier
municipality, and the upper-tier municipality, may pass by-laws, subject to the rules set
out in the Act, including as they relate to Waste Management. The following are three
summarized rules:
2 Municipal Act, 2001, S.O. 2001, c. 25 https://www.ontario.ca/laws/statute/01m25
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1. If a Sphere, or part of a Sphere of Jurisdiction, is not assigned to an upper-tier municipality, the upper-tier municipality does not have the power to pass by-laws under that sphere or part thereof.
2. If a Sphere, or part of a Sphere of Jurisdiction, is assigned to an upper-tier
municipality exclusively its lower-tier municipalities does not have the power to
pass by-laws under that sphere or part thereof. 3. If a Sphere, or part of a Sphere of Jurisdiction, is assigned to an upper-tier
municipality non-exclusively both the upper-tier municipality and its lower-tier
municipalities have the power to pass by-laws under that sphere or part.
Therefore, if a Sphere of Jurisdiction is assigned exclusively to the upper-tier municipality (e.g., the County), the lower-tier municipality (e.g., Town) does not have the power to pass by-laws. As indicated in the Table in Appendix A, Waste Collection is a
responsibility exclusive to the County. This is further supported by the service delivery
reviews performed by Watson & Associates and, separately, KPMG in 2000 (refer to Summary Briefing Note in Appendix B) that waste collection services are the responsibility of the County. However, the Act provides that the County may transfer
power to the Town, Section 191(2) of the Act, and the Town may pass a by-law if:
1. Half of the other lower-tier municipalities give consent to the transfer of power.
2. The majority of the municipalities pass resolutions to the same. 3. Council of the upper tier passes a resolution in favor of the same.
Meaning, the responsibility for the provision of Waste Collection in the Town could be
transferred from the County if the three conditions above are satisfied. Unfortunately,
no record of the above conditions is available on the County or other local municipality
websites. As such, even though the Town passed By-law 2021-002 (Waste Management Agreement, refer to Appendix C), according to the Section 191(2) of the Act, the Town’s
By-law should not have come into force. That said, the Agreement was discussed and
approved by both Town and County Councils and thus demonstrates a mutual desire to
provide the services listed.
Based on this review, the Town should consider consulting with its legal council and Oxford to jointly review, prior to passing future by-laws and/or resolutions that may
impact both parties such as if the Town wanted to provide curbside leaf collection.
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4.0 Waste Management Agreement Review
Town By-law 2021-02 is an Agreement between the Town and County whereby the
Town provides certain waste management services, and the County provides reimbursement to the Town for such services. This Agreement updates and replaces
previous Agreements between the parties. In undertaking this review, AET considered
the content of the Agreement, both operational and financial, to assess its ability to
practically deliver sustainable waste management services for both the Town and County. The Agreement notes that Section 75(1) of the Act permits the County to designate waste management services to the Town.
4.1 Large Article Collection: Transfer Station versus Curbside
The Town’s Transfer Station accepts large articles for drop-off by Town residents only.
This is similar to the City of Woodstock (Woodstock) in that they also operate a transfer station that accepts large articles year-round. Unlike the Town however, Woodstock also offers a once annually curbside collection service. In the County (outside of the Town
and Woodstock), residents are permitted to take their large articles to the Waste
Management Facility year-round and they also provide a once annual curbside
collection day for large articles.
In the case of Woodstock, their 2021 preliminary operating budget3 states that their
“bulk item pick up” is $45,600 which includes staff time, equipment, and supplies.
Similarly, the County’s 2021 Approved Budget4 states $71,400 for Woodstock’s large
articles collection plus contracted services and $45,025 for the Town’s large article contracted services. In contrast, the County’s own costs for large articles (e.g., for services outside of Woodstock and the Town) are $126,641 (excluding internal
administration charges).
In 2020, as outlined in the Town’s 2020 Transfer Station Report (Appendix D), 896 tonnes of large articles were shipped from the Town’s Transfer Station for disposal at the County’s Waste Management Facility. According to the Town’s Waste Management
Budget for 2020 (Appendix D), the Town incurred $184,171 in costs for large articles,
representing an average cost per tonne of $205.55. The Agreement between the Town
3 City of Woodstock 2021 Preliminary Operating Budget https://www.cityofwoodstock.ca/en/inc/resources/2021-Preliminary-Operating-Budget.pdf 4 County of Oxford 2021 Approved Budget https://www.oxfordcounty.ca/Portals/15/Documents/Finance/2021/2021%20Oxford%20County%20Budget%20-%20Approved%20Final.pdf
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and County outlines (Section 2.5.1 and Schedule “C”) that the County will reimburse the Town $16,400 for tipping fees of large articles. Additionally, Schedule “A” of the Agreement states that the County will reimburse the Town $6.94 per household (2020
dollars) for large article collection; in 2020, the Town had seven thousand five hundred
thirty-two (7,532) households5 which equates to $52,272 in reimbursable collection fees
from the County. Adding both collection and tipping fees, in 2020, the Town should have recovered from the County $68,672 representing approximately 38% of the Town’s
large article costs.
The Town does not charge a tipping fee for large articles at the Transfer Station. It is
recommended that the Town impose a tipping fee for large articles delivered to the Town’s Transfer Station (as well as a tipping fee for all other items requiring disposal). If the Town were to levy a fee for the disposal of these items, fees could be based on the
same protocol as that of Construction and Demolition (C&D) Material (refer to Section
4.4 of this report below). Other options include:
Installing a weigh scale to record inbound deliveries.
Modifying the inbound procedure to assess tipping fees based on vehicle type,
like that used by Woodstock at its Enviro Depot6.
Weigh scales are typical at all waste management facilities serving to accurately record
inbound, and outbound, tonnages. For the Town’s Transfer Station however, this, while possible to install, would be redundant from the perspective that materials shipped from the Town’s Transfer Station are weighed at the respective receiving facilities and billings
(to the Town) are based on those transactions, including material shipped to the
County’s Waste Management Facility. Further, to accurately record inbound materials, and to only apply the tipping fee to disposal items delivered, multiple weighs would likely be required for residents delivering mixed / unsegregated loads which would likely
exasperate inbound queueing. As such, installing a weight scale is not recommended.
That said, installing a weigh scale, or two (2), at the Town’s Transfer Station is possible
and if done, would require modifications to the onsite traffic flow to accommodate inbound traffic queueing. A concept on how weigh scales could be incorporated into the site is presented in the figure below.
5 Ontario Municipal Partnership Fund https://www.fin.gov.on.ca/en/budget/ompf/2020/pdf/3204.pdf 6 City of Woodstock tipping fees, by vehicle type https://www.cityofwoodstock.ca/en/residential-services/hours-of-operation-and-fees.aspx
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Figure 10 – Large Article Traffic Flow if Weigh Scales installed
In this concept, the traffic flow for large articles is redirected to the south of the site, as compared to Figure 3 which depicts the current traffic flow. In this way, all vehicles
delivering materials for disposal would cross the inbound weigh scale to obtain the
gross weight, proceed to the tipping area, tip their materials then proceed to the
outbound weigh scale to assess the net weight of materials delivered and pay the required tip fee. In addition to the physical weigh scale(s), this concept would also
require the procurement of a weigh scale operating program to replace the currently
used MESH Operating Management system and a repurposing of the site staff attendant
offices.
In this concept, the traffic flow in the tipping area reverses (compared to the current traffic flow) and requires the roll off bins for recyclable materials to be relocated (refer to
Section 5, Current & Future Trends). If desired, however, new site entrances/exits (e.g.,
west side, yard waste area; east side large articles) could be created to minimize /
reduce ‘cross-traffic’ flows; additional capital and operational costs would need to be taken into consideration such as new roads and perimeter gates. A planning level capital
cost for installing two (2) weigh scales, inclusive of the scales, foundational work, and
electrical connection is $250,000. In addition to this, the Town would require a weigh
scale operating program for which a planning level capital cost is $25,000.
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If the Town decides not to install weigh scales but were to consider implementing a tipping fee for large articles based on vehicle type, this would be cost effective (e.g., to cover the Town’s costs) and operationally efficient (e.g., from a traffic queuing
perspective). Residents delivering loads containing material for disposal would be
assessed a fee based on their vehicle type; more specifically, based on the volume that
they are pursuing to dispose of. It is recommended that the Town consider implementing a tipping fee for Large Articles (and other disposal material types) and
that the implementation of the tipping fee be communicated effectively by Town staff
with sufficient advance notice to residents prior to coming into force. For example, a
promotion and communication campaign via numerous methods (e.g., online, print, at the Transfer Station) should be developed and delivered no less than three (3) months prior becoming effective.
According to the Town’s Transfer Station Annual Report for 2020 (Appendix D), if a
disposal fee for large articles were imposed, and if it was assumed that all the eight hundred ninety-six (896) tonnes (896,000kg) shipped from the Transfer Station in 2020 came exclusively from large loads, this equates to 6,588 inbound loads. Applying the
$25 fee to every inbound delivery would have resulted in $164,700 in revenue for the
Town. If recovered, this in addition to the County’s reimbursement cost ($68,672), would
have equated to $233,372 in revenue which is $47,201 more than the Town’s reported 2020 costs for the management of large articles. To ensure that the Town’s waste management system operates in a fiscally responsibility manner, it is recommended to
impose a tipping fee for Large Articles and the tipping fee be based on vehicle type.
To assess the efficiency of large article collection at the Town’s Transfer Station to that of possible curbside collection, a logical surrogate is Woodstock’s as they offer year-round drop-off and a once annual curbside collection. Based on Woodstock’s 2021
Preliminary budget, curbside collection of large articles is budgeted to cost $45,600 and
their recycling depot’s operational cost is expected at $540,160 for a total of $585,760.
Even though Woodstock does not publish its bulk / large item collected tonnes but assuming they collected the same tonnes as the Town, Woodstock’s cost per tonne would equate to $654; 3-times greater than the Town’s 2020 cost even without tip fee
recovery. Creating a curbside large article collection program in the Town is not
recommended.
Based on the financials above, the Town is offering a cost-effective large article service via its Transfer Station, and it would be even more effective if the tip fee were
reimposed.
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4.2 Yard Waste Collection: Transfer Station versus Curbside
The Town’s Transfer Station accepts leaf and yard waste from the Town, and County, residents year-round (Monday through Saturday) free of charge and the Town offers a
once annually loose-leaf curbside collection service. This is like Woodstock’s depot
operation, although their depot is open seven (7) days per week. Unlike the Town
however, Woodstock offers eight (8) weeks of curbside collection service for leaf and yard waste and another event in January for Holiday tree collection. Woodstock’s 2021 budget for curbside yard waste collection is $91,400.
As outlined in the Town’s By-law 2021-002, the County will reimburse the Town $18.30
per tonne (2020 dollars) for the yard waste collected at the Transfer Station and the
County will pay for the transportation costs from the Transfer Station to their Waste Management Facility.
As the Transfer Station does not track site usage by resident, it is unfortunately
unknown how much leaf and yard waste material were delivered by Town and County
residents. Based on the Town’s 2020 Transfer Station Annual Report (Appendix D), two thousand three hundred ten 2,310 tonnes were transferred to the County’s Waste Management Facility for composting and based on the Town’s 2020 budget (Appendix
D), the Town’s cost for leaf and yard waste management at the Transfer Station was
$36,958. As the County reimburses the Town for yard waste costs from the Transfer
Station, the Town received $42,273 from the County ($18.30 per tonne x 2,310 tonnes). From this perspective, the Town is receiving sufficient financial coverage from the
County for this operation. According to the Town’s 2020 Budget, the loose-leaf curbside
collection service cost $89,310. Adding this to the Town’s Transfer Station costs, this
equates to a total program cost of $126,268.
As the Town - County Agreement only provides for cost recovery for leaf and yard waste
collection at the Transfer Station, and based on AET’s observations during the site visit,
and based on the financial information presented above, the Town’s Transfer Station is
an effective and efficient means to manage leaf and yard waste. While a desirable service from the public’s perspective, although one which could be eliminated (if only considered from a financial perspective), the annual curbside collection event could
continue if so desired. That said, if the collection frequency were to increase (e.g., to
align to that of Woodstock’s program more closely), the Town’s cost differential would
significantly increase based on the current funding model. The Town’s current Transfer Station operation and management appears effective and efficient and should continue.
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As outlined in the Act, Section 188(1), Waste Collection is the responsibility of the County, and the Agreement between the Town and County does not provide for any cost sharing / reimbursement or for curbside loose-leaf collection. As Town offers free
year-round drop-off of leaf and yard waste at its Transfer Station, eliminating the annual
curbside loose leaf collection program would reduce the Town’s operating expenses and
put the Town in a better financial position. However, if the Town desired to expand the current loose leaf curbside collection program, or desires to implement a curbside
collection program similar to that of Woodstock’s (e.g., nine (9) collection days
annually), careful consideration would have to be given to the Town’s operating budget
as these would add significant costs. Similarly, if the Town no longer wanted to provide curbside loose-leaf collection, or wanted to expand the service, but no longer wanted to provide it with its internal forces, the Town could issue a Request for Proposal (RFP) and
contract with a private waste management company to collect yard waste. However, as
described in Section 3.0 of this report, Section 191(1) of the Act describes that the
County is responsible for Waste Collection and any service level expansion would have to be approved.
4.3 Customer Service Charge
The Agreement outlines that the County will provide a $2.50 per household customer
service charge (fee) to the Town to cover Town administrative costs; namely record
keeping, customer service and general overhead, specifically for Large Article items only. The fee is based on the annual returned roll household numbers as determined by the
Municipal Property Assessment Corporation (MPAC) and adjusted annually based on
75% in the Consumer Price Index (CPI) for Ontario as published by Statistics Canada.
Unfortunately, MPAC data for the Town is not publicly available. However, based on the 2016 Census7, there were seven thousand one hundred eighty-eight (7,188) private dwellings in the Town and, according to the Town’s Community Profile8, seven thousand
five hundred (7,500) households are forecasted for the year 2021.
Using the Town’s household count forecast, the customer service charge (fee) equates
to $18,750. Based on the Town’s 2020 Actual Budget (Appendix D), specifically line item
7 Statistics Canada, Census Profile, 2016 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=POPC&Code1=0939&Geo2=PR&Code2=35&SearchText=Tillsonburg&SearchType=Begins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=0939&TABID=1&type=0 8 Tillsonburg Community Profile https://www.tillsonburg.ca/en/do-business/resources/Documents/Economic-Development/A-Tillsonburg_Community_Profile-Quick_Facts17.pdf
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7010 General, the Town budged $28,296 for general administration and overhead which is to covers all material types. As such, the customer service charge (fee) provided within the Agreement covers approximately 61% of the Town’s costs for its overall waste
management service delivery which appears to AET as reasonable. Regarding the “value
for money” of the customer service charge (fee), this is somewhat subjective in that the
Town’s perspective may differ from that of the County’s. Moreover, as outlined in the Act, Section 188 (1), the County, as the upper-tier municipality has the responsibility for
Waste Collection. Even though the Town and County have entered into the Agreement,
it did not have to contain the customer service charge (fee). The fact that it does implies
negotiations were held and that a mutually acceptable decision was reached. The Agreement covers the period May 2020 through April 2024; at the very least, in the final year of the Agreement, the Town and County should discuss the terms of the
Agreement and if so desired, modify the value of the customer service charge.
4.4 Transfer Station Construction & Demolition Operation
Early in the project, AET was advised by Town staff that the tip fee charge for C&D Materials was paused due to COVID-19 as the Transfer Station is a cash only facility. When fees were assessed, they were based on visual inspection, by Town Transfer
Station staff, and only applied to loads judged to be greater than 136kg. While a means
to recover operating costs, visual assessments are subjective and may, or may not,
reflect actual delivery weights which may, or may not, appropriately recover the Town’s reasonable costs. To address this, the Town should implement a policy to assess tipping
fees based on vehicle type, similar to that used by Woodstock.
The Town’s 2020 Transfer Station Annual Report describes two hundred ninety-six (296)
loads (e.g., roll off bins) for C&D, Material, Large Articles, Glass, Porcelain and Asphalt Shingles were shipped from the site to the County’s Waste Management Facility totaling eight hundred ninety six tonnes (896 tonnes). Unfortunately, the Report does not
describe how many bins of each material type nor the respective tonnes for each. Unlike
other material types (such as garbage or recyclable materials), C&D Materials are not
collected curbside, in the County or elsewhere in the province. Meaning, this material type is normally managed at a drop off depot, such as the Town’s Transfer Station.
As described in Section 2 of this report, the traffic queueing (length and time) at the
area of the site was long following the COVID-19 social distancing policy. The layout of
the Transfer Station for tipping (all material types, including C&D Materials) is well designed and very functional and, likely, if the COVID-19 policy were not in place, traffic
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queueing would not be a concern as a greater number of vehicles could tip at the same time. Even still, Transfer Station staff effectively managed the traffic volume and material streams.
However, as advised by the Town, and observed by AET, tip fees for C&D Material were
not collected for any load delivered by residents. According to the Town’s 2021
Approved Budget (Appendix D), $58,200 was projected as revenue from this material stream and was not collected this year, negatively impacting the Town’s budget. When
the Town determines that it is appropriate, the tip fee requirement should be reinstated.
As described in Section 4.1 of this report, it is recommended that the Town modify its
tipping fee policy to more closely align with that of Woodstock’s where vehicles delivering materials for disposal are assessed a tipping fee based on vehicle type. In this way, the subjective determination by Town staff is removed and a consistent tipping
policy is applied to all site users.
Furthermore, the Town, via its Mesh Operations Management system, records details of
inbound traffic to the Transfer Station; this data, however, was not provided to AET, and as such, a financial analysis of revenue projections based on vehicle type could not be
performed. It is reasonable, however, to assume that if all vehicles delivering “disposable
items” were assessed a tip fee, the Transfer Station would operate at revenue neutral.
4.5 Transfer Station Film Plastic Operation
In May of 2020, the County began a new contract with a new Waste Collection provider for garbage and recycling curbside services throughout the County, including the Town.
As part of this contract, plastic film (and expanded polystyrene) was removed from the
acceptable list of materials in the curbside recycling program. To ensure these materials
continue to be diverted from the waste stream, the Town’s Transfer Station - along with the Woodstock’s EnviroDepot, the Beachville Fire Hall, and County’s Waste Management Facility – accept these free of charge via personal drop off.
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Figure 11 – Drop off bin for Film Plastic Pilot Program
This service is a “Pilot Program” to determine how much can be diverted. At this time,
the quantity of material collected, and program costs (from all receiving facilities and municipal entities), has not been reported on or made publicly available. As such, the effectiveness of the film plastic recycling depot at the Transfer Station cannot, at this
time, be comprehensively assessed.
5.0 Current & Future Trends
There are several issues that are affecting the Town’s Transfer Station operations that
need to be considered, and as and when appropriate, addressed. These include:
Provincial and local COVID-19 management protocols.
Fiscal and Operational Management (within and outside of the Agreement).
Provincial and local waste diversion mandates.
Throughout this report, the Town’s Transfer Station operation has been described and, in general, it appears to be well managed, operationally, and financially. The pressing item of note is ensuring the health and safety of the public when accessing the facility
and when provincial and local protocols are lifted, pre-COVID-19 operating procedures
can be put back into place. In doing so, this will likely reduce onsite, and on Newell
Road, traffic queueing and, through the collection of tipping fees, recover the cost of material management.
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Similarly, providing access and services to the public, both Town and County, to divert as much material as possible should be considered a priority. Currently, only Town residents are permitted to drop off plastic film, expanded polystyrene, cardboard, and
textiles at the Transfer Station as these bins are located within the secondary perimeter
fence. Looking forward, the Town could consider relocating these bins on the property
and permit all County resident’s access to them as it is currently permitted for yard waste Monday through Saturday. Based on AET’s observations of the site, there appears
to be available land (currently grass) between the yard waste and large article drop-off
areas that could be paved, and these respective diversion bins relocated. Refer to the
Figure below for the possible location, as well as Figure 2 which depicts the current location for recycling bins.
Figure 12 – New Recycling Bin Drop-off Area
Relocating the recycling bins to this area would require the grass to be removed and
paved with concrete. As well, the traffic flow pattern (blue) would change where
residents delivering only recyclables would not have to be greeted by Site staff nor cross
the weigh scale (if installed). Preliminary budget costs for modifying the land, providing additional onsite signage, and updating promotion and educational materials is $61,000.
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It is noted that the Agreement between the Town and County does not address “free” or divertible items, such as plastic film, expanded polystyrene, cardboard, and textiles either from a financial or operating cost perspective. If these bins were relocated on the
property and admittance permitted for all County residents to access, the Town should
consider engaging with the County to amend the Agreement, either mid-contract or in
2024 prior to its expiry.
6.0 Curbside Leaf and Yard Waste Possibilities
The Town currently provides year-round Transfer Station access to residents for the
drop-off of leaf and yard waste and a once annual loose leaf curbside collection
program. These services effectively serve to divert valuable resources from landfill and
positively contribute to the County’s overall diversion rate.
As described in this report, the Town and County share the cost of yard waste operation at the Town’s Transfer Station and the Town fully funds the curbside service for loose
leaf collection. By eliminating the Town’s service, it could reduce its operating and
capital costs; however, this could possibly be viewed negatively by the public (e.g., as a
service level reduction) and, if Town residents elect not to use the free service at the Transfer Station, it could possibly negatively impact the County’s overall diversion rate.
As the County – having the overall responsibility for Waste Collection, per the Act – does
not have within its current curbside collection program, a provision for curbside yard
waste collection, eliminating the Town’s current service and adding it to a County service, is not an option (at this time). If it were, the Town could reduce its capital and operating costs by reallocating resources (both human and financial) to other issues. To
be clear, the Town’s options related to curbside leaf and yard waste include:
1. Maintain the status quo.
2. Expand the current loose-leaf collection to more days / weeks per year. 3. Expand the service to include leaf and yard waste similar to that of Woodstock’s.
4. Explore with the County if this service could be added to the County’s contract.
Maintaining the status quo neither increases, or decreases, the services provided, or the
costs, for this material type. Unless there is a desire by Town, Town residents, or the County, to expand the current offering, this should be maintained.
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Expanding the current once annual loose leaf collection program to add more collection dates could possibly be well received by residents, if the volume or quantity justified the increase. Further investigation into this option would need to be explored, either via
public surveys or analysis of generation rates and Town budget pressures.
Woodstock offers eight (8) weeks of leaf and yard waste collection and another week for
Holiday tree collection in January; this is in addition to residents having year-round access to their depot (which is free of charge to dispose of material). As the Town
currently does not provide this level of service, and per the Act, if expanded yard waste
collection is desired, and if the Town desires to provide this service with its own internal
resources, the process outlined in Section 3.0 of this report should be followed. Meaning, and if approved, the Town’s budget for leaf and yard waste collection, inclusive of possible vehicle collection, vehicle maintenance, and staff resources would
need to be updated accordingly.
The County is the administrator for curbside garbage and recycling collection for all
County residents, including Town residents; the County’s contract does not include any leaf and yard waste collection. AET was not provided, nor requested by the Town to
review, the County’s curbside collection contract. However, AET has extensive experience
in assisting municipalities with procuring waste management services and it is likely that
the County’s contract contains, or provides provisions for, service level changes mid-contract through a change management process. If the Town wanted to expand
curbside collection (within the Town only) and if the Town wanted to reduce its capital
expenditure and resource allocation to the loose-leaf collection program, discussion
with the County could be held to assess the possibility of amending the County’s contract to add this service. If so done, and if so approved, it would likely come at a cost to the Town. It is unlikely that the County would pay for this service; rather the Town
would be required to, and it is possible that this cost may, or may not, be comparable to
the Town’s current costs for loose leaf collection. AET has not evaluated the potential
cost for adding leaf and yard waste to the County’s curbside collection contract as this was not within the project’s scope.
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It is recommended that the Town:
1. Maintain the status quo. 2. Conduct further analysis as to whether residents desire, and the Town can
allocate sufficient human and financial resources, to offering additional week(s) of
loose-leaf curbside collection.
3. Engage with the County to determine if curbside leaf and yard waste collection can be added to the County’s current, or next, curbside collection contract.
7.0 Strategic Recommendations
The following bullet list are key recommendations to ensure the Town’s waste
management system operates as efficiently as possible and should be implemented as
soon as reasonably possible.
Re-impose the tipping fee for Construction & Demolition waste.
Consider imposing a tipping fee for all items requiring disposal to recover costs.
Consider imposing a tipping fee for all vehicles delivering disposal items based
on vehicle type (e.g., similar to Woodstock).
Install a Point-of-Sale system to facilitate non-cash transactions.
For curbside loose leaf collection, maintain the status quo but if politically
acceptable, eliminate the service given that residents have free year-round access
to the transfer station and the County does not reimburse the Town for this
service.
It is difficult to prepare a preliminary budget for the recommendations as the Town’s operational data (e.g., number of vehicles processed at the Transfer Station, how many
paid tipping fees, etc.) for the past year was not made available to AET. However, based
on the Town’s 2020 Budget, and the scope of work for this project only (e.g., not taking
into account other Town costs), the following financial assessment can be made.
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Table 1: 2020 Program Budget
2020 Budget Item Town Cost County Reimbursement Net Town Expense
Overhead $28,296 $18,750 $9,546
Curbside Loose Leaf $89,310 $89,310
Large Articles $184,171 $68,672 $115,466
Yard Waste Depot $36,958 $42,273 ($5,315)
Tipping Fee Revenue ($0) NA ($0)
Sum $338,735 $129,695 $209,007
Table 2: 2020 Program Budget – If the above key recommendations were implemented
2020 Budget Item Town Cost County Reimbursement Net Town Expense
Overhead $28,296 $18,750 $9,546
Curbside Loose Leaf $0 $0
Weigh Scales & Software $275,000 $275,000
Concrete Pad for new Recycling Area, Signs & Educational Materials $61,000 $61,000
14 Light Poles $58,520 $58,520
Large Articles $184,171 $68,672 $115,499
Yard Waste Depot $36,958 $42,273 ($5,315)
Tipping Fee Revenue - C&D Materials - Large Articles
($58,200) ($22,400)9 NA ($80,600)
Sum $563,345 $129,695 $433,650
9 896 tonnes of Large Articles multiplied by $25 charge
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Based on our review, the following table and text are a listing of specific and actionable recommendations the Town should consider for an efficient and cost-effective solid waste management system. These are not listed in order of priority, as prioritization is at
the Town’s discretion.
Table 3: Proposed Implementation Timeline
Item Recommendations Implementation Budget Cost
1 Install new cameras for Transfer Station security Q2 2022 $2,000
2
Yard Waste drop-off pilot study to assess Town versus County resident site usage to Assess the “value for money”
received by the town per the Agreement’s
Q2 to Q4 2022 Staff time (at current rates) over a few weeks
3 When internally determined appropriate, permit more
vehicles to tip per time in the Large Article area
When
appropriate Not Applicable
4
Financial analysis, internal and relative to the Agreement,
to determine if opening the Large Item Depot on a second operating day (each week) is appropriate 2022 Staff time (at current rates) over a few weeks
5 Reinstate the tipping fee for C&D Materials Q2 2022 Not Applicable
6 Procure, and install, a debit / credit machine (e.g., Point-Of-Sale system) at the Transfer Station to facilitate tipping fee transactions Q2 2022 Year 1: $2,200 Years+: $1,200
7 Implement a tipping fee for all loads consisting of primarily disposable items (e.g., Household material, construction & demolition material) Q2 2022 Not Applicable
8
Procure the services of a contractor to install sufficient onsite lighting (and once done, modify the Transfer Station hours to be uniform all year and communicate the change to the public)
Q2 2022 Public Procurement; planning level budget $58,520
9
Discuss with the County if the recyclable bins can be accessed by all County residents and if so, procure the services of a contractor, to create an accessible tipping area
2023 Public Procurement planning level budget $61,000
10 Procure and install weigh scales and weigh scale software program (if internally determined appropriate) 2022 / 2023 Public Procurement; planning level budget $275,000
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The above budget costs are planning level estimate only. The Town should vet these based on its internal procurement processes and cost structures, and where appropriate, undertake a public procurement process to obtain market cost. Regarding item 9 the
Town should first engage with the County to determine if it is reasonable to permit
County residents to access the recycling bins (Monday to Friday) and if so, discuss the
level of compensation and/or modifications to the Agreement.
Transfer Station: Security
There are two (2) cameras currently on the site mounted on a single pole where one is
directed at the front gate and the other is directed at the yard waste pile. As described
below (Other Recyclable, Tipping), if the Town were to relocate those bins and provide Monday through Saturday access to all site users, an additional camera could be mounted on the pole and directed at this tipping area. The cost for purchase of a new
camera, and any additional network cabling (as applicable), and the procurement
process thereto, should follow Town specific purchasing processes. If the purchase cost,
and installation, can be added to any other future Town procurement, this should be pursued. From a planning perspective, a budget of approximately $2,000 could be
appropriate.
Transfer Station: Yard Waste Area
Conduct a pilot study, with the use of full time, temporary or student staff, to determine how much leaf and yard waste is delivered to the Transfer Station by County and Town residents. This study should be performed regularly throughout 2022 each day the yard
waste area is open (e.g., Monday through Saturday) and could either qualify, or quantify,
the volume of material to assess whether the per tonne fees payable by the County to
the Town align with operational conditions.
Per Schedule “B” of the Agreement, the County will reimburse the Town $15.88 per
tonne (subject to CPI adjustment) for yard waste delivered to the Transfer Station.
Depending on Town resident usage, versus non-Town resident usage, the Agreement’s
Fee Payable to the Town may, or may not, require updating.
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Transfer Station: Large Article / Recycling Area
1. Tipping In response to the province’s, and Town’s, COVID-19 policies, tipping activities
have been restricted to four (4) vehicles at a time to allow for adequate social
distancing. Based on the site’s layout, specifically the distance between roll off
bins, an opportunity exists to amend the Town’s tipping policy to increase the number of vehicles permitted to tip at a time and if implemented, would reduce
onsite traffic queueing distance, on-road (Newell Road) traffic queueing distance,
and overall time residents wait in the queue. Further, once the province, or Town,
lifts the social distancing requirement, the current vehicle tipping limitation should be lifted.
As well, the Town could consider opening the Transfer Station on a second day
during the week to alleviate the traffic congestion on Saturday’s. Consideration
would need to be given to the operating costs required for a second day of
operation and ensuring that the Town has sufficient staff available.
2. Tipping Fees, Construction & Demolition Materials
The Town should reimpose the tipping fee for C&D materials to ensure costs of
the Transfer Station operation, or a portion thereof, are covered. Additionally, the
Town should consider installing a debit / credit machine to facilitate payment of tipping fees. This could be in combination with, or a replacement of, cash payments. In this way, the Town would benefit from a lower security risk (e.g.,
from the possibly of theft) and minimize the manual process required to deposit
funds at the Town’s financial institution. As the Town already has a
communications line installed at the Transfer Station (e.g., for the security cameras video feed back to the Town’s office), tapping into this line to add this
payment processing functionality would be straight forward and could be
performed by a Town contracted service provider.
From a planning level perspective, budget for a Point-Of-Sale (POS) system to facilitate tipping fee transactions could be approximated at $1,000 (capital) and depending on the software required, approximately $100 per month for
operating. These values assume that the Town will not install a weigh scale (or
weigh scale operating program) and that the transactions could interface directly
with the Town’s financial management system and the currently used Mesh Operations Management system.
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3. Tipping Fees, Large Articles Materials To offset Transfer Station costs, tipping fees for large articles should be considered, either based on vehicle type, or a flat fee, for all site users
comparable to that which is charged by Woodstock; installing a weigh scale at
the Town’s Transfer Station, like which is at the County’s Waste Management
Facility, is not recommended.
Currently, these items are free for Town residents to dispose of and the cost for
site staff, roll off bin rental, and roll off bin shipment to the County’s Waste
Management Facility (plus site capital costs) are not recouped resulting in a
budget deficit that could be recouped.
4. Other Recyclables, Tipping Materials such as plastic film, expanded polystyrene, cardboard, and textiles are
only permitted to be delivered by Town residents and the bins for these items are
contained within the secondary perimeter fence on the property. Consideration
should be given to paving the “grassed” area between the entrance gate and the large article area and these bins moved to this new location allowing all County
residents access.
The Town should engage in discussions with the County to allow all County
residents to tip recyclable materials, this discussion should include all aspects such as funding allocation, approvals, and shared capital costs for the development. If the County were interested, the capital cost to modify the site
conditions would need to be evaluated and procured (which was not part of this
strategic review).
Curbside Collection: Large Articles
Woodstock and the County offer a once annual curbside collection service; the Town
does not provide this service, rather residents deliver these items to the Transfer Station.
The Town could consider offering a curbside collection service but should first consult
with the County and follow the requirements of the Act to determine if a program could be implemented, and if so, what cost sharing model might be available. If a cost sharing Agreement cannot be made, curbside collection of large articles is not recommended.
Moreover, to determine if Town residents desire this curbside service, the Town should
initiate a public survey to gauge interest and from that, determine if the capital and operating costs are justifiable within the Town’s budget.
Page 166 of 230
Town of Tillsonburg Solid Waste Management Service Delivery Review January 2022
AET File No.: TIL_2122_010 31
Curbside Collection: Leaf and Yard Waste
Expanding the Town’s current once annual loose-leaf collection, if provided via Town resources, should be discussed with the County, as Waste Collection is their
responsibility under the Act. If expanding services is desirable by both the Town and
County, either the County could amend its curbside collection contract to include leaf
and yard waste in the Town, or the Town could pursue its own contract (if so, delegated by the County). That said, because Town residents have free year-round access to the
Town’s Transfer Station, eliminating the once annual curbside loose leaf collection
program would provide a significant cost savings to the Town. If the County is not
receptive to expanding its curbside collection service contract to include yard waste collection or is not receptive to amending the Agreement to cover the Town’s cost for providing the annual loose leaf collection, the Town should consider eliminate the
service. That said, and before taking any action, the Town should initiate a survey to
gauge the public’s interest in maintaining, or eliminating, or expanding the curbside yard waste service.
Page 167 of 230
Appendix A
Municipal Act Summary Table
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Town of Tillsonburg
Solid Waste Management Service Delivery Review
November 2021
AET File No.: TIL_2122_010
Appendix A – Municipal Act Summary Table
Item Sphere of Jurisdiction Part of Sphere Assigned Upper-tier Municipality (ies) to which Part of Sphere Assigned
Exclusive or Non-Exclusive Assignment
1. Highways, including parking and traffic on highways
Whole sphere All upper-tier municipalities Non-exclusive
2a. Transportation systems, other than highways
Airports All upper-tier municipalities Non-exclusive
2b. Transportation systems, other than highways
Ferries All upper-tier municipalities Non-exclusive
2c. Transportation systems, other than highways
Disabled passenger transportation systems
Peel, Halton Non-exclusive
2d. Transportation systems, other than highways
Whole sphere, except airports and ferries
Waterloo, York Exclusive
3. Waste management Whole sphere, except waste collection
Durham, Halton, Lambton, Oxford, Peel, Waterloo, York
Exclusive
4a. Public utilities Sewage treatment All counties, Niagara, Waterloo, York Non-exclusive
4b. Public utilities Sewage treatment Durham, Halton, Muskoka, Oxford, Peel Exclusive
4c. Public utilities Collection of sanitary sewage All counties, Niagara, Waterloo, York Non-exclusive
4d. Public utilities Collection of sanitary sewage Durham, Halton, Muskoka, Oxford, Peel Exclusive
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Town of Tillsonburg
Solid Waste Management Service Delivery Review
November 2021
AET File No.: TIL_2122_010
4e. Public utilities Collection of storm water and other drainage from land
All upper-tier municipalities Non-exclusive
4f. Public utilities Water production, treatment and storage
All upper-tier municipalities except counties
Exclusive
4g. Public utilities Water distribution Niagara, Waterloo, York Non-exclusive
4h. Public utilities Water distribution Oxford, Durham, Halton, Muskoka, Peel Exclusive
5. Culture, parks, recreation and heritage
Whole sphere All upper-tier municipalities Non-exclusive
6. Drainage and flood control, except storm sewers
Whole sphere All upper-tier municipalities Non-exclusive
7. Structures, including fences and signs
Whole sphere, except fences and signs
Oxford Non-exclusive
8. Parking, except on highways Municipal parking lots and structures
All upper-tier municipalities Non-exclusive
9. Animals None None Not assigned
10a. Economic development services
Promotion of the municipality for any purpose by the collection and dissemination of information
Durham Exclusive
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Town of Tillsonburg
Solid Waste Management Service Delivery Review
November 2021
AET File No.: TIL_2122_010
10b. Economic development services
Promotion of the municipality for any purpose by the collection and dissemination of information
All counties, Halton, Muskoka, Niagara, Oxford, Peel, Waterloo, York
Non-exclusive
10c. Economic development services
Acquisition, development and disposal of sites for industrial, commercial and institutional uses
Durham Exclusive
10d. Economic development services
Acquisition, development and disposal of sites for industrial, commercial and institutional uses
Halton, Lambton, Oxford, Waterloo Non-exclusive
11a. Business licensing Owners and drivers of taxicabs, tow trucks, buses and vehicles (other than motor vehicles) used for hire Taxicab brokers Salvage business Second-hand goods business
Niagara, Waterloo Exclusive
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Solid Waste Management Service Delivery Review
November 2021
AET File No.: TIL_2122_010
11b. Business licensing Drainage business, plumbing business
York Exclusive
11c. Business licensing Lodging houses, septic tank business
York Non-exclusive
2006, c. 32, Sched. A, s. 8; 2015, c. 27, Sched. 5, s. 4 (1); 2017, c. 20, Sched. 11, s. 26.
Page 172 of 230
Appendix B
County Summary of Municipal Waste
Collection Authority
Page 173 of 230
BRIEFING NOTE
Summary of Municipal Waste Collection Authority
Overview
The matter of jurisdictional authority pertaining municipal waste management within Oxford
County has been historically studied in detail dating back to 1996. Differing opinions continue to
exist pertaining to upper versus lower municipality tier spheres of jurisdiction and authority over
waste collection specifically, based on various interpretations of previous County By-laws and the
Municipal Act, 2001 which formally establishes the legislation framework currently in force.
Key points
Through By-Law No. 3604-96, Oxford County assumed powers in 1996 for the “3 R” programs
(reduction of waste at source; recycling of waste materials; re-use of materials that would
otherwise be wasted) and related activities of a waste management system. However, some legal
opinions challenged the scope of this By-Law and concluded it does not assign jurisdictional
authority to the County for services related to waste collection.
In 2000, service delivery reviews for various services, including waste collection, were undertaken
by Watson & Associates (Phase 1). KPMG was subsequently retained in 2000 to undertake
further service review (Phase II). As documented in the Oxford County Restructuring Study
Report – Phase II (2000), KPMG led Area Municipality and Oxford County Councils through a
triple majority process involving various areas of servicing restructuring, including the
recommended transfer of waste collection powers from the Area Municipalities to Oxford County.
The recommendation to transfer waste collection powers to Oxford County (along with most other
recommendations as noted in the 2000 KPMG Report) successfully achieved “Triple Support” and
was adopted by Oxford County Council on October 25, 2000 (refer to Resolution No. 16). This
County resolution was sent to the Minister of Municipal Affairs and Housing (MMAH) on November
7, 2000 (along with the 2000 KPMG Report) to approve the restructuring plan. MMAH responded
in April 2001 and did not believe any additional legislation was required to implement the County’s
restructuring initiative.
Based on KPMG’s Oxford County Restructuring Study Report – Phase II (2000) and MMAH’s
subsequent review, Oxford County Council authorized that the County will assume responsibility
for the waste management activities presently performed by the local municipalities, via approval
of Report No. D-5 2001-81 (August 8, 2001). An annual confirming By-Law for all County Council
resolutions passed during 2001 ensued, including Resolution No. 28 from the August 8, 2001
meeting “That the recommendations contained in Report No. D-5 2001-81, titled “Waste
Management Transfer from Local Municipalities to County of Oxford” be adopted.
Accordingly, the above noted confirming By-Law was in force prior to the effective date (January
1, 2003) of the Municipal Act, 2001 and serves to afford the County with powers related to waste
collection.
In addition, by successfully achieving a “triple majority” in 2000, the County exercised the
provision under s. 189(2) of the Municipal Act, 2001 to effectively transfer “all powers” of waste
management services, including waste collection, to Oxford County.
1 / 3
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Background
Regional Municipalities Act, 1990
S. 126(7) of the County of Oxford Act, 1990, c. C.42 stipulates that sections 149 to 150 of the
Regional Municipalities Act, 1990 c. R.8 (the said Act) apply to the County. Notably, s. 150 of the
said Act authorized Oxford County to assume powers for the “3 R” programs (reduction of waste
at source; recycling of waste materials; re-use of materials that would otherwise be wasted) and
related activities of a waste management system.
Accordingly, Oxford County passed By-Law No. 3604-96 which permitted the County to undertake
“waste reduction powers” and to provide for agreements with the Area Municipalities for the
continuing operation of waste collection programs.
Since 1990, various legal interpretations (Nesbitt Coulter, 2006; Cohen Highley, 2007) have been
undertaken which suggest that this By-Law does not fully authorize County to undertake all waste
management activities and specifically excluded authority over waste collection. Such legal
interpretations therefore concluded that By-Law No. 3604-96 does not assign jurisdictional
authority to the County for waste collection services.
Municipal Act, 2001
The Municipal Act, 2001 served to repeal the said Act, with an effective date of January 1, 2003.
Under s. 11(2) of the Municipal Act, 2001, the waste management sphere of jurisdiction is
assigned exclusively to Oxford County except for waste collection.
There were a number of transitional provisions setting specific deadlines for Oxford County to deal
with By-Laws (such as By-Law No. 3604-96) as they existed under the former said Act.
While subject to interpretation, jurisdictional authority for waste collection under the Municipal Act,
2001 was seemingly assigned to lower tier municipalities unless a by-law existed prior to
December 31, 2002 and was passed under s. 150 of the said Act which alternatively afforded the
upper tier municipality jurisdictional authority for waste collection.
Following service delivery review in 2000 (noted below), the County exercised the provision under
s. 189(2) of the Municipal Act, 2001 to successfully achieve a “triple majority” in 2000 which
served to transfer “all powers” of waste management services, including waste collection, to
Oxford County.
Oxford County Council subsequently authorized that the County will assume responsibility for the
waste management activities previously performed by the local municipalities, via approval of
Report No. D-5 2001-81 (August 8, 2001). An annual confirming By-Law for all County Council
resolutions passed during 2001 ensued, including Resolution No. 28 from the August 8, 2001
meeting “That the recommendations contained in Report No. D-5 2001-81, titled “Waste
Management Transfer from Local Municipalities to County of Oxford” be adopted.
Accordingly, the above noted confirming By-Law was in force prior to the effective date (January
1, 2003) of the Municipal Act, 2001 and serves to afford the County with powers related to waste
collection.
Service Review and Oxford County Restructuring
A number of municipal governance and restructuring reviews have occurred over the last 25
years, dating back to the Savings and Restructuring Act, 1996.
In 2000, service delivery reviews for various services, including waste collection, were undertaken
by Watson & Associates (Phase 1). KPMG was subsequently retained in 2000 to undertake
further service review (Phase 2). As documented in the Oxford County Restructuring Study
Report – Phase II (2000), KPMG led Area Municipality and Oxford County Councils through a
triple majority process involving various areas of servicing restructuring, including the
recommended transfer of waste collection powers from the Area Municipalities to Oxford County.
2 / 3
Page 175 of 230
Through successful “triple majority” achievement in 2000, the recommended transfer of waste
collection powers to Oxford County (along with other recommendations as noted in the 2000
KPMG Report) was adopted by Oxford County Council on October 25, 2000 and the County
resolution was sent to the Minister of Municipal Affairs and Housing (MMAH) on November 7,
2000 (along with the 2000 KPMG Phase II Report) to approve the restructuring plan. MMAH
responded in April 2001 and did not believe any additional legislation was required to implement
the County’s restructuring initiative.
Based on KPMG’s Oxford County Restructuring Study Report – Phase II (2000) and MMAH’s
subsequent review, Oxford County Council subsequently authorized the County to assume
responsibility for the waste management activities previously performed by the Area Municipalities
effective January 1, 2002. Accordingly, the County then proceeded to take over contract
obligations for waste collection in Area Municipalities, negotiate contracts for curbside collection
(assumption of existing contracts) and to negotiate contracted service agreements with
Woodstock and SWOX to perform curbside collection with their own forces (refer to County By-
Laws No. 4159-2001, 4174-2002, 4199-2002, 4260-2003) on behalf of the County.
Attachments:
Oxford County By-Law No. 3604-96
Oxford County Restructuring Report – Phase 1 (Watson & Associates, 2000)
Oxford County Restructuring Report – Phase 2 (KPMG, 2000) and Oxford County Council Supporting
Resolution No. 16 (October 25, 2000 Council Meeting)
MMAH Response Letter (April 2001)
Oxford County Council Report No. D-5 2001-81 (August, 8, 2001 Council Meeting) and Supporting
Resolution No. 28
Oxford County By-Law No. 4159-2001
Oxford County By-Law No. 4174-2002
Oxford County By-Law No. 4199-2002
Oxford County By-Law No. 4260-2003
Prepared by: David Simpson, P.Eng., PMP
Date: August, 2021
3 / 3
Page 176 of 230
Appendix C
Town and County Waste Management Agreement
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Appendix D
Town Transfer Station Annual Report and Budget
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March 15, 2021
Transfer Station Annual Report 2020
The Transfer Station Annual Report has four identified sections that are required to be reported
annually as outlined in section 5.11 of the amended Environmental Compliance Approval (ECA) number
5638-76BR2S.
1)Waste Summary - 5.11 a
This section provides a detailed monthly summary of the type and quantity of all incoming and outgoing
wastes, and the destination of all outgoing wastes.
The Tillsonburg Transfer Station has two defined sides, the Large Item Depot Side and the Yard Waste
Side. The following two charts show the summarized totals for each side below.
2020 Large Item Depot
Large Item Articles hauled to Oxford
County Salford Landfill at 38406
Salford Road, Salford Ontario
11 bins made up of
Renovation Material(4 bins)
Large Item (4 bins)
Glass(1 bin)
Porcelain (1 bin)
Asphalt Shingle (1 bin)
Scrap Metal -Hauled to
Core Industries at 2009
Gore Road, London
Ontario
Scrap Metal (2 bins)
Concrete/Rubble-Hauled to
Courtland Gardens at 14852
Bayham Drive, Tillsonburg.
Ontario
(1 Bunker)
Month Number of Loads Tons Number of Loads Tons Number of Loads Tons
Jan 16 45.5 2 4.1 8 162
Feb 12 39.3 0 0 Note: 2020 waste hauled in Oct
of 2020 Mar 22 78.3 1 4.3
Apr 3 8.1 0 0
May 26 90.7 4 11.2
Jun 38 120.9 5 11.1
July 33 89.8 3 9.4
Aug 26 78.0 4 12.4
Sept 31 96.4 4 9.6
Oct 35 99.4 4 10.8
Nov 34 93.4 2 6.6
Dec 20 56.6 2 5.4
Totals 296 Loads 896
Metric
Tons
31 Loads 85
Metric
Tons
8 Loads 162
Metric
Tons
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March 15, 2021
Transfer Station 2020 Annual Report
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There is no weigh scale at the Tillsonburg Transfer Station to weigh incoming and/or outgoing waste.
The above table is determined from the weigh tickets provided at the destination of the materials.
The following logic is used to determine the total onsite Waste Limits for the Large Item Article side of
the Transfer Station to determine that it is within limits.
There are 13 bins on the Large Article Side of the Station made up of 11 Large Item Article bins and 2
Scrap Metal bins with the average load weight from the above chart the total onsite maximum weights
would be
Large Article - 11 bins X 896 metric tons/ 296 Loads= 33.3 metric tons
Scrap Metal Bin - 2 bins X 85/31= 5.48 metric tons
Concrete/ rumble accumulation throughout the year the highest is 162 metric tons at the
end of year.
It is to be understood that the established practice is to only haul the bins when they are full or nearly
full.
Total Sum of all bin materials on the Large Article Item Depot side of the Tillsonburg
Transfer Station 33.3 metric tons + 5.48 metric tons = 38.78 metric tons of Materials.
In addition, the Concrete/ Rubble which is stored in a concrete block bunker on this side of the Transfer
station is accumulated throughout the year and hauled as needed. Which for 2020 was in October and
the Concrete/ Rubble had an additional weight of 162 metric tons.
Therefore, the highest potential waste total stored onsite of 200.78 metric tons, which is considerably
below the total maximum site waste limit of 540 metric tons from the ECA.
Concrete and Rumble is the majority of the total weight and accumulates gradually throughout the year.
It is a reasonable assumption that the daily waste limit is considerably below the maximum amount of
waste received daily 320 metric tons.
Please note that the fluctuations in the monthly numbers are as a result of being closed due to Covid 19
for a period of time. A courtesy call to Andrew Woodhouse MECP Officer was made to notify the MECP
of the closure prior to implementing it. This occurred in March of 2020 and lasted about 6 weeks to
support the provincially mandated Covid 19 restrictions and to keep staff and the public safe.
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March 15, 2021
Transfer Station 2020 Annual Report
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2020 Yard Waste Depot
Brush Waste - Processed by Oxford
County and hauled to 384060 Salford
Road, Salford Ontario
Leaf & Yard Waste - Processed by Oxford
County and hauled to 384060 Salford Road,
Salford Ontario
Month Chipping Events Tons Month Number of Loads Tons
- 0 0 Jan 3 31.6
We are now comingle brush and yard
waste together and hauling when bins are
full versus the past practice of
accumulating brush, grinding and then
hauling it away.
Feb 0 0
Mar 7 54.2
Apr 20 173.9
May 17 243
Jun 12 175.5
July 10 132.5
Aug 25 191.2
Sept 30 257.9
Oct 39 317.8
Nov 41 322.3
Dec 47 410.3
Totals 0 Event 0 Metric Tons 251 Loads 2310 Metric Tons
The above chart shows a detailed monthly summary of the Yard Waste Depot side of the Tillsonburg
Transfer Station. The Leaf and Yard Waste summary numbers in the chart are from Residents of Oxford
County dropping off their Leaf and Yard Waste. Staff, load the waste into bins; the bins are hauled to
Oxford County’s Landfill at Salford once they are full where they are weighed. The Town is now
comingling the Brush material with the yard waste materials and hauling it out on a regular basis when
bins are full versus the past practice of collecting the Brush materials and have a contractor come in to
grind them down and haul out the grindings.
2)Environmental and Operational Problems – 5.11 b
Any environmental and operational problems, that could negatively impact the environment,
encountered during the operation of the Site and during the facility inspections and any mitigative
actions taken
There were no environmental or operational problems.
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Transfer Station 2020 Annual Report
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3) Changes to Plans – 5.11 c
Any changes to the Emergency Response Plan or the current Design and Operations Report that have
been made since the last Annual Report
There have been no changes to the Emergency Response Plan.
4) Environmental Recommendations Impacts – 5.11 d
Any recommendations to minimize environmental impacts from the operation of the Site, and to
improve the Site operations and monitoring programs in this regard.
There are no recommendations at this time.
Page 200 of 230
2021 Approved 280 Waste Management 2016 Actuals 2017 Actuals 2018 Actuals 2019 Actuals 2020 Actuals 5‐Yr Average Budget
7010 General
5100 Fleet $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
5700 CorpAd OH $ 24,804.0 $ 25,704.0 $ 25,848.0 $ 26,520.0 $ 19,704.0 $ 24,516.0 $ 20,400.0
5710 OpAd OH $ 7,200.0 $ 7,596.0 $ 7,920.0 $ 8,160.0 $ 8,592.0 $ 7,893.6 $ 10,200.0
Total Expense $ 32,004.0 $ 33,300.0 $ 33,768.0 $ 34,680.0 $ 28,296.0 $ 32,409.6 $ 30,600.0
3210 Grants&s‐Oth $ 18,282.5 $ 18,590.0 $ 18,830.0 $ 19,117.5 $ 19,475.0 $ 18,859.0 $ 19,100.0
3505 Merch Rev $ 2,431.5 $ 3,484.0 $ 2,561.5 $ 2,768.0 $ 2,285.5 $ 2,706.1 $ 2,400.0
Total Revenue $ 20,714.0 $ 22,074.0 $ 21,391.5 $ 21,885.5 $ 21,760.5 $ 21,565.1 $ 21,500.0
Total $ 11,290.0 $ 11,226.0 $ 12,376.5 $ 12,794.5 $ 6,535.5 $ 10,844.5 $ 9,100.0
7425 Bag Tags
5200 Materials/Inventory $ 101,002.0 $ 110,965.0 $ 120,009.2 $ 101,504.7 $ 51,982.2 $ 97,092.6 $ 109,000.0
Total Expense $ 101,002.0 $ 110,965.0 $ 120,009.2 $ 101,504.7 $ 51,982.2 $ 97,092.6 $ 109,000.0
3505 Merch Rev $ 113,246.2 $ 114,408.0 $ 111,067.0 $ 103,450.0 $ 53,522.0 $ 99,138.6 $ 112,000.0
Total Revenue $ 113,246.2 $ 114,408.0 $ 111,067.0 $ 103,450.0 $ 53,522.0 $ 99,138.6 $ 112,000.0
Total $ (12,244.2) $ (3,443.0) $ 8,942.1 $ (1,945.3) $ (1,539.8) $ (2,046.0) $ (3,000.0)
7650 Curbside Leaf
5001 F/T Reg $ 17,083.1 $ 17,798.5 $ 22,271.2 $ 30,364.2 $ 31,202.3 $ 23,743.9 $ 31,000.0
5002 F/T OT $ 2,174.6 $ 280.1 $ 1,051.6 $ 830.5 $ 1,011.5 $ 1,069.6 $ 2,000.0
5003 P/T Reg $ 5,011.2 $ (428.4) $ ‐ $ ‐ $ ‐ $ 916.6 $ ‐
5100 Fleet $ 39,696.0 $ 42,696.0 $ 48,504.0 $ 54,996.0 $ 57,096.0 $ 48,597.6 $ 57,100.0
5505 Subcon Exp $ ‐ $ 2,869.6 $ 3,083.3 $ 462.0 $ ‐ $ 1,283.0 $ ‐
Total Expense $ 63,964.9 $ 63,215.9 $ 74,910.1 $ 86,652.7 $ 89,309.8 $ 75,610.7 $ 90,100.0
7651 Christmas Trees
5001 F/T Reg $ 618.3 $ 300.8 $ 286.3 $ ‐ $ ‐ $ 241.1 $ ‐
5003 P/T Reg $ 919.8 $ ‐ $ ‐ $ ‐ $ ‐ $ 184.0 $ ‐
5100 Fleet $ 1,800.0 $ ‐ $ ‐ $ ‐ $ ‐ $ 360.0 $ ‐
Total Expense $ 3,338.0 $ 300.8 $ 286.3 $ ‐ $ ‐ $ 785.0 $ ‐
7652 Enforcement
5001 F/T Reg $ ‐ $ 64.6 $ ‐ $ 16.2 $ 296.6 $ 75.5 $ ‐
5003 P/T Reg $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
5100 Fleet $ 2,604.0 $ 2,796.0 $ 2,904.0 $ 3,204.0 $ 1,500.0 $ 2,601.6 $ ‐
5505 Subcon Exp $ 215.0 $ 1,324.3 $ 739.6 $ 4,335.0 $ 923.7 $ 1,507.5 $ ‐
Total Expense $ 2,819.0 $ 4,184.9 $ 3,643.6 $ 7,555.2 $ 2,720.3 $ 4,184.6 $ ‐
7653 Large Items (Bins)
5001 F/T Reg $ 16,234.7 $ 26,867.9 $ 22,814.5 $ 20,272.9 $ 24,849.5 $ 22,207.9 $ 25,000.0
5002 F/T OT $ 1,434.6 $ 3,264.8 $ 1,716.3 $ 2,371.8 $ 8,209.3 $ 3,399.4 $ 1,000.0
5003 P/T Reg $ 1,003.9 $ ‐ $ 69.1 $ 114.4 $ ‐ $ 237.5 $ ‐
5004 P/T OT $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
5100 Fleet $ 14,796.0 $ 15,900.0 $ 17,496.0 $ 20,604.0 $ 21,600.0 $ 18,079.2 $ 21,600.0
5105 Eq Rental Exp $ 716.4 $ 452.9 $ 1,221.1 $ 451.8 $ 2,035.7 $ 975.6 $ ‐
5300 Supplies $ 1,701.0 $ 5,258.6 $ 244.2 $ 12,703.4 $ 95.9 $ 4,000.6 $ ‐
5325 H,L&W $ 500.9 $ 362.3 $ 513.6 $ 474.2 $ 428.2 $ 455.8 $ 1,000.0
5335 Phone, F&M $ ‐ $ 41.2 $ 391.5 $ 509.5 $ 618.6 $ 312.2 $ ‐
5505 Subcon Exp $ 103,476.6 $ 93,327.1 $ 108,338.8 $ 108,250.6 $ 126,333.6 $ 107,945.3 $ 102,000.0
Total Expense $ 139,864.0 $ 145,474.8 $ 152,805.0 $ 165,752.6 $ 184,170.9 $ 157,613.5 $ 150,600.0
3210 Grants&s‐Oth $ 65,000.0 $ 49,700.0 $ 50,751.6 $ 52,076.1 $ 50,987.6 $ 53,703.0 $ 56,200.0
3300 Misc Rev $ ‐ $ ‐ $ 4,015.0 $ 2,075.0 $ 1,204.8 $ 1,459.0 $ 2,000.0
3310 Fares $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
3500 Rent Rev $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
Total Revenue $ 65,000.0 $ 49,700.0 $ 54,766.6 $ 54,151.1 $ 52,192.4 $ 55,162.0 $ 58,200.0
Total $ 74,864.0 $ 95,774.8 $ 98,038.5 $ 111,601.5 $ 131,978.5 $ 102,451.5 $ 92,400.0
7654 Brush, Grass Leaves
5001 F/T Reg $ 19,138.4 $ 14,346.2 $ 18,033.5 $ 13,960.3 $ 13,461.9 $ 15,788.1 $ 25,100.0
5002 F/T OT $ 1,592.6 $ 609.6 $ 358.3 $ 1,317.1 $ ‐ $ 775.5 $ ‐
5003 P/T Reg $ 691.8 $ 452.1 $ ‐ $ ‐ $ ‐ $ 228.8 $ ‐
5004 P/T OT $ ‐ $ 39.6 $ ‐ $ ‐ $ ‐ $ 7.9 $ ‐
5100 Fleet $ 18,204.0 $ 19,596.0 $ 20,304.0 $ 22,296.0 $ 23,496.0 $ 20,779.2 $ 23,500.0
5105 Eq Rental Exp $ 492.5 $ 452.9 $ 122.1 $ ‐ $ ‐ $ 213.5 $ ‐
5505 Subcon Exp $ 10,438.3 $ 16,169.7 $ 22,207.8 $ 3,624.7 $ ‐ $ 10,488.1 $ ‐
Total Expense $ 50,557.6 $ 51,666.0 $ 61,025.7 $ 41,198.1 $ 36,957.9 $ 48,281.1 $ 48,600.0
3210 Grants&s‐Oth $ 50,557.6 $ 51,666.0 $ 60,776.8 $ 41,198.1 $ 55,998.0 $ 52,039.3 $ 63,000.0
Total Revenue $ 50,557.6 $ 51,666.0 $ 60,776.8 $ 41,198.1 $ 55,998.0 $ 52,039.3 $ 63,000.0
Total $ ‐ $ 0.0 $ 248.9 $ 0.0 $ (19,040.1) $ (3,758.2) $ (14,400.0)
7655 Scrap
5001 F/T Reg $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
5100 Fleet $ 996.0 $ 1,104.0 $ 1,200.0 $ ‐ $ ‐ $ 660.0 $ ‐
5505 Subcon Exp $ 7,302.1 $ 3,875.1 $ ‐ $ ‐ $ ‐ $ 2,235.4 $ 5,000.0
Total Expense $ 8,298.1 $ 4,979.1 $ 1,200.0 $ ‐ $ ‐ $ 2,895.4 $ 5,000.0
3300 Misc Rev $ 11,423.2 $ 12,063.6 $ 19,502.7 $ 17,255.7 $ 13,250.3 $ 14,699.1 $ 10,000.0
Total Revenue $ 11,423.2 $ 12,063.6 $ 19,502.7 $ 17,255.7 $ 13,250.3 $ 14,699.1 $ 10,000.0
Total $ (3,125.1) $ (7,084.5) $ (18,302.7) $ (17,255.7) $ (13,250.3) $ (11,803.7) $ (5,000.0)
TOTAL 280 Waste Management $ 140,906.6 $ 164,174.9 $ 180,143.3 $ 199,402.8 $ 196,713.9 $ 176,268.3 $ 169,200.0
Revenue $ 260,941.0 $ 249,911.6 $ 267,504.5 $ 237,940.4 $ 196,723.1 $ 242,604.1 $ 264,700.0
Expense $ 401,847.6 $ 414,086.5 $ 447,647.8 $ 437,343.2 $ 393,437.0 $ 418,872.4 $ 433,900.0
Page 201 of 230
Page 1 of 3
Subject: Airport Fence and Powered Cantilever Gate
Report Number: OPD 22-03
Department: Operations and Development Department
Submitted by: Carlos Reyes, Director of Operations and Development
Meeting Type: Council Meeting
Meeting Date: Thursday, January 27, 2022
RECOMMENDATION
THAT report OPD 22-03 Airport Fence and Powered Cantilever Gate be received as
information.
BACKGROUND
This is an update report for Council on the RATI program. Earlier this year, staff
successfully applied for a non-repayable grant for the Tillsonburg Regional Airport from
the Federal Economic Development Agency for Southern Ontario as part of the Regional
Air Transportation Initiative (RATI) program. The Project activities under this agreement
include, but are not limited to, the expansion of the airport’s apron to support increases in
air traffic and to alleviate congestion; extension of the airport taxiway to support safe
navigation of aircraft from the hangars to the main runway, improvements to airside and
ground side safety perimeter such as the construction of access roads and perimeter
fencing to create a hard barrier and to delineate between the airside and ground side
traffic.
RATI will provide 100% funding of $535,000 for projects that need to be completed by
March 2022. Given the expediency for completion of such projects, per S. 3(g) of the
Town’s Purchasing Policy, re “This procurement By-Law may be overridden by Council if
Council, in its own discretion determines it to be appropriate and in the best interest of
the Town”, at its meeting of November 23, 2021, Council approved the following
resolution:
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;
Page 202 of 230
OPD 22-03 Airport Fence and Powered Cantilever Gate
Page 2 of 3
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.
DISCUSSION
With the award of RFT 2021-012 and that work underway, Public Works staff are diligently
working on expediting projects while obtaining the best value for the Town under the
remaining $202,661. As such, staff requested quotations from three qualified Contractors
for the installation of approximately 560 metres of six (6) foot galvanized metal chain link
fence with an electrically-powered cantilevered slide gate at the Tillsonburg Regional
Airport as indicated in Figure 1. The fence is intended to provide security to the hangars
along the west side of the Airport.
Figure 1. Proposed Fence and Gate (Concept) - Tillsonburg Airport
Three quotes submissions for the above-noted project were received by the indicated
deadline on Dec. 17, 2021, as below, and through the delegated authority per resolution#
2021-516, the project was awarded to Hudson Entry & Automation Inc. at a cost of
$95,750 (net HST included), the lowest bid received for this project.
Page 203 of 230
OPD 22-03 Airport Fence and Powered Cantilever Gate
Page 3 of 3
Bidder Location Quote Amount Rank
Hudson Entry & Automation Inc. London, ON $94,094 1
Royal Fence Limited Dorchester, ON $99,860 2
Fence Canada London, ON $108,460 3
Electrical work, including trenching, conduit and wiring, will be completed by others, and
will be awarded separately.
CONSULTATION
The following staff and resources have been consulted in preparing this report:
Director of Finance/Treasurer
Manager of Public Works
FINANCIAL IMPACT/FUNDING SOURCE
No impact to the budget. RATI will provide 100% funding up to $535,000 for any eligible
activities completed by March 2022.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☐ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☒ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – Tillsonburg residents and businesses will be connected to each other, regional
networks, and the world through effective traditional and digital infrastructure.
Strategic Direction – Leverage the municipal airport more effectively to increase access,
visibility and business activity in Tillsonburg.
Priority Project – Immediate Term – Airport Master Plan and implementation
ATTACHMENTS
None
Page 204 of 230
Page 1 of 7
Subject: Outdoor Rink Vandalism and Damage
Report Number: RCP 22-01
Department: Recreation, Culture and Parks Department
Submitted by: David Drobitch, Manager of Parks and Facilities
Meeting Type: Council Meeting
Meeting Date: Thursday, January 27, 2022
RECOMMENDATION
THAT Staff Report RCP 22-01, Outdoor Rink Vandalism and Damage be received as
information; and
THAT Council direct staff to implement Recommendations #3, 7, 8, 9 and 11 as
identified within the report; and
THAT all associated financial impacts or variances for the recommendations approved
by Council, be covered within existing means including the Recreation, Culture & Parks
annual operating budget and partnerships.
BACKGROUND
Historically, Tillsonburg residents enjoyed skating and a game of shinny on Lake Lisgar.
Due to the impacts such as climate change, this became less viable and safe to do. The
Scott McLean Outdoor Rink was a gift to the residents of Tillsonburg to offer a safe
outdoor ice surface for the enjoyment of all. This rink is fully equipped with amenities
including full refrigeration plant cooling, night lighting, heating for spectators, shelters to
don equipment, ample parking, and boards and elevated fencing so pucks need not be
chased out of the playing surface.
The outdoor rink was built as an ‘amenity’; with open, no-fee access for all. Other town
amenities that operate on the same principle include playgrounds, skate park, pump
track, tennis courts and trails.
Recognizing that there are different type of ice uses, in 2021 the Town implemented an
“odd days hockey/ringette, and even date days public skate” as a means to promote
Page 205 of 230
RCP 22-01
Page 2 of 7
equitable access for all. One significant consideration in this was safety: to decrease the
likelihood of injury between user types (example: rec skaters who don’t wear hockey
equipment would be more likely to sustain accidental injury from hockey activities
happening around them). Sadly, the ‘odd day / even day’ posting is generally and
largely ignored.
Residents, Staff and Councillors have reported and expressed concerns of impactful
damage occurring at the rink. Some of this damage can be safely attributed to ‘hard’
hockey use; while other damage is clearly willful vandalism. Because the rink is not a
‘secured’ facility, it can be accessed 24/7, despite a posted closing time of 11pm,
damages are happening at all times of the day and night.
This background information was shared with Council at the Jan 10, 2022 Town Council
meeting. Staff were directed to bring back this report at the next meeting.
DISCUSSION
Damage:
“Hard Use”: Although ‘slapshots’ are not allowed, and has been signed as such on site,
the practice of hockey users taking slapshots at the boards and fencing has resulted in
a high level of damage and wear. Repairs to these need to be done annually, with
variable costs based on the extent of the damage. For example, fencing repairs from
’20-’21 season impacts cost approximately $1800. Where this type of practice is more
easily managed on controlled on indoor ice surfaces, this is not the case outdoors.
Additionally, when temperatures get far colder outdoors than they would ever get in the
indoor arenas, impacts are worsened because materials used in the rink construction
(boards and fencing) become more brittle and ‘shatter’ on impact with fast-moving
pucks.
“Willful Vandalism”: Most troubling to many, willful damage to the outdoor rink facilities
is resulting in an impact on services and significant repair costs. Staff estimate current
damage costs are in the range of $10,000 to $20,000 and will require significant replace
equipment. Staff continue to identify repair alternatives which might reduce some of
these cost impacts. Examples of facility equipment impacted include 2 vandalized gas
heaters, and ongoing vandalism damage to shelter, including 7 of 10 plexiglass panels.
Other costs routinely incurred at the rink include damaged / stolen signage and flags,
and ongoing graffiti / carving impacts.
Staff:
Arena Operators: have attempted to manage the actions and activities of rink users.
Although many comply with posted procedures, arena staff have been subjected to
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RCP 22-01
Page 3 of 7
pucks being shot at the Zamboni, items thrown in their direction, and abusive language.
Staff are neither trained or equipped to deal with this and, in addition to being one
person amid a larger group of visitors, they are directed to halt their work and walk away
in these circumstances as a matter of safety. Sadly, this occasionally results ice surface
maintenance being skipped from time to time, and poorer ice conditions for all users. It
is gratifying to note that there are ice users who stand up for the staff and make
attempts to halt this behaviour among the rink users; and Staff very much appreciate
the support and consideration those visitors offer.
Stakeholders, Bylaw and Police: Our municipal bylaw and OPP partners have / do
provide support where they are able. However, their resources and schedules are
limited. In addition, certain ‘rules’ around ice use and related activities are not as truly
and officially actionable as they need to be. RCP staff are engaging various
stakeholders and partners to chart a course forward related to “rules” that will help us to
the benefit of our residents.
Actions Taken as of January 13, 2022:
a. Staff have consulted with and continue to engage in consultation internally and
with stakeholders.
b. Staff have conducted a detailed review of signage at the site and, in consultation
with various stakeholders, will actively update and make changes to these; some
content of which will be taken from Council’s direction.
c. Additional trash cans are being placed to more conveniently handle waste
generated by larger numbers of visitors. Staff schedules and roles have been
confirmed and adjusted to better facilitate trash removal to enhance the
appearance of the site.
d. Emergency repairs to goal-end backstop fencing has been completed to close up
gaps created by damage to the backstop which resulted in some pucks being
shot outside the ice surface.
e. Quotes are underway to determine if two vandalized gas heaters can be repaired
or if they must be replaced.
f. Staff have reached out to colleagues at Oxford County IT related to the ability
and cost of video cameras to monitor the site
g. Quotations are being sought to replace vandalized 7 vandalized plexiglass
panels.
h. Staff are investigating the feasibility of a twitter feed for the rink which would
enable staff to provide updates on rink status changes.
Options Identified by Staff:
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RCP 22-01
Page 4 of 7
With some input from partners and stakeholders, Staff have identified a number of
options that Council may wish to consider:
1. Do nothing: This would result in accepting the impacts and funding their repair /
replacement on an ongoing basis.
2. Reduce amenities: An option to consider would be to reduce the amenities at the
rink as they are impacted. Examples would be to remove the heaters, remove the
fencing backstops, remove the damaged plexiglass from the shelters.
3. Public, Partner and Stakeholder Engagement: RCP staff are already involved in
discussing, seeking feedback and garnering support from our partners and
stakeholders including OPP, the Rink donors, various Committees of Council.
Communication options to better inform / engage residents via Social Media and
traditional media may also help garner wider community support for safe and
respectful rink use. Further, it may result in information that identifies those who
would willfully damage public property.
4. Rink Closure: Although this is an administrative option, because the facility can’t
easily or cost-effectively be secured, the viability of effectively doing so is in
question. Skaters routinely get on the ice despite posted closed hours or closed
ice conditions. A ‘constructed’ means to halt access or 24/7 security staffing
would be required to do so with any certainty. Both would be costly. Also,
physical ‘removal’ of the ice followed by reopening presents specific logistical
and financial impacts.
5. Eliminate or Discourage Hockey: Removing the boards, banning hockey and
other ways to eliminate the impacts from hockey activities was identified as an
option. Physically, removing the boards is not feasible without permanent, costly
impacts to the rink. Additionally, the history of the rink as a gift to the Town, if this
is understood correctly by more recent staff, was intentionally intended to
facilitate hockey. Also, hockey is, by far, the greatest demand on ice time in
Tillsonburg; and this is anecdotally but clearly visible while observing the rink.
6. “Staff” the Rink (Staff, Security, Volunteers): This has previously been considered
and was not chosen as a solution. If “staffed” by any means it would require a
consistent presence of a person(s) in authority. Consideration around this also
ought to consider personal security, heat/shelter, restroom access, and coverage
period. Further, it would change the nature of the operation from an “amenity” to
a “facility” which, from a Covid perspective would require posting capacity limits,
screening visitors, and 24/7 access control. The impacts and costs of doing this
are an additional factor for consideration.
7. Separate from the scope of Item 6, members of the public who use the rink have
been known to act as ‘ambassadors’ on the ice, setting a good example for use,
providing information and education to other ice users, and sharing any notable
occurrences with Staff.
8. Engage the services of Security Guards at select times to monitor the rink for
safety and security. More recently, these services have been in place at the
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RCP 22-01
Page 5 of 7
Community Centre entrances to similarly safeguard the site re Covid conflicts /
safety. The services at TCC have been stopped as a result of the building
closure but could quickly be shifted to the outdoor rink. Given that there is far
more use on the outdoor ice while TCC is closed, this may be a reasonable
action.
9. Video monitoring: Although video monitoring of the rink was not done at the time
of construction, there is ample ability for the existing Community Centre video
monitoring system to be expanded to cover the rink. This would have the added
benefit of providing video coverage to other areas on the east side of TCC that
have suffered impacts at various times of the year. Although it may not prevent
all occurrences at the rink, it would offer both a deterrent and a means of follow
up.
10. An option that could be investigated is the feasibility of a live-streaming webcam
which would be visible to all. Rink occupancy, weather conditions, and other
immediately-visible conditions may be attractive to some. There is a cam at the
airport which is very popular.
11. That increased public rink information / engagement might foster more
community support in how the rink is used, that Staff investigate and work
internally and with partners to provide & more broadly share rink information and
education on its use. Examples may include more frequent use of the Town’s
social media as well as that of partners.
12. Try an alternate hockey/skating usage arrangement. Given that the ‘odd day /
even day’ arrangement is not being adhered to, other arrangements might be
considered. The primary goal of this would be to balance public use trends with
site safety. The schedule may be selected to align with security shifts, if so
chosen.
Based upon the above options, Staff are proposing that, in addition to items ‘a’ through
‘h’ which are currently underway as operational matters, that Council endorse as
Recommended Options Items 3, 7, 8 9 and 11, above.
CONSULTATION
Scott McLean Rink Committee
Town of Tillsonburg Building and Bylaw Services
Town of Tillsonburg Communications Officer
Tillsonburg Police Services Board
Memorial Park Advisory Committee
Sports and Recreation Advisory Committee
Page 209 of 230
RCP 22-01
Page 6 of 7
RCP Recreation Department
Southwest Public Health
Broader Municipal Sector: What challenges / actions are occurring at other
municipalities
FINANCIAL IMPACT/FUNDING SOURCE
Financial Impacts vary based on the identified option / recommendation.
Certain operational items have been absorbed within TCC operating expenses in
the past. This includes signage and fence repairs.
The Scott McLean Rink Committee has covered certain expenses and has
offered to consider others. A recent example is new trash cans that are in place
outside the rink.
There would be costs associated with certain options (such as staffing, security,
video monitoring options) that are identified in the scope of this report. Pending
full quotations, estimated costs for these include:
o Security staff: Apx based on recently provided rates, availability, and TBD
schedule. Weekday evenings and 1 shift each weekend day. Apx
$1500/week.
o Security Cameras: Apx $4000
o Signage: Apx $2000
Repair Costs for existing damages:
o Fencing Backstop: $2000 (2021 cost was $1800). Interim repair patches
have been made / absorbed.
o Plexiglass on shelters: Up to $7000 (estimated at 7 windows x $1000/ea)
o Gas Heaters: Apx $3000 x 2 to replace. (Price based on original purchase
cost of $2600/ea). Ability to repair vs replace is being investigated.
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
Page 210 of 230
RCP 22-01
Page 7 of 7
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. Communication engagement with partners and
residents serve to align goals and bring the broader community closer together.
Priority Project – N/A
ATTACHMENTS
None
Page 211 of 230
Tillsonburg 150 Ad-Hoc Committee Minutes, January 4, 2022 Page 1 of 2
The Corporation of the Town of Tillsonburg
Tillsonburg 150 Ad Hoc Committee
January 4, 2022
5:00 p.m.
Electronic Meeting
MINUTES
Present:
Christine Wade – Chair, Joan Weston, Collette Takacs, Aleksandra Webber, Deputy
Mayor Dave Beres
Absent with Regrets:
Courtney Booth, Rosemary Dean
Also Present:
Patty Phelps, Culture and Heritage Manager/Curator
Ann Wright, Records & Legislative Coordinator
1. Call to Order
The meeting was called to order at 5:00 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 January 4, 2022, be adopted.
Carried
3. Minutes of the Previous Meeting
December 21, 2021 Committee Minutes – no errors or omissions
Page 212 of 230
Tillsonburg 150 Ad Hoc Committee Minutes, January 4, 2022 Page 2 of 2
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of Pecuniary Interest
5. General Business and Reports
5.1. Tillsonburg 150 Events Review & Implementation
5.1.1. Whiskey Jack Contract Update – the contract has been signed back
and the deposit is being processed.
The Committee did a run through of the days events and discussed each item
individually, and updates were provided on items from the task list.
Collette Takacs noted that the Kinsmen Club had reached out and offered to host and
run a beer tent for the event and the Committee agreed that Dane Wilson should come
to the next meeting to discuss in more detail before a decision was made in regard to
having a beer tent for the event.
Dave Beres left the meeting at 5:47 p.m.
6. Next Meeting
January 18, 2022 at 5:00 p.m.
7. Adjournment
Resolution #2
Moved by: Joan Weston
Seconded by: Collette Takacs
THAT the January 4, 2022 Tillsonburg 150 Ad-Hoc Committee meeting be
adjourned at 5:56 p.m.
Carried
Page 213 of 230
Cultural, Heritage & Special Awards Committee Minutes Page 1 of 3
January 05, 2022
The Corporation of the Town of Tillsonburg
CULTURE, HERITAGE AND SPECIAL AWARDS COMMITTEE
January 5, 2022
4:30 p.m.
Electronic
MINUTES
Present:
Chair - Collette Takacs, Courtney Booth, Carrie Lewis, Nisha Khan, Tabitha Verbuyst
Absent with Regrets: Rosemary Dean, Councillor Penny Esseltine, Jason Pankratz
Staff Present:
Amelia Jaggard – Deputy Clerk
Patty Phelps - Curator/Manager of Culture & Heritage
Ann Wright - Records & Legislative Coordinator
1. Call to Order
The meeting was called to order at 4:30 p.m. by the Chair, Collette Takacs.
2. Adoption of Agenda
Resolution #1
Moved by: Courtney Booth
Seconded by: Carrie Lewis
THAT the Agenda as prepared for the Culture, Heritage and Special Awards
Advisory Committee meeting of January 5, 2022, be adopted.
3. Previous Minutes
Committee Minutes November 3, 2021 – No errors or omissions
Committee Minutes from December 8, 2021 – No errors or omissions
Page 214 of 230
Cultural, Heritage & Special Awards Committee Minutes Page 2 of 3
January 05, 2022
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest.
5. Presentations
5.1. Heritage Designation Process – Deputy Clerk, Amelia Jaggard
Councillor Esseltine provided summary notes ahead of the meeting that was
distributed to the Committee.
Deputy Clerk, Amelia Jaggard was in attendance to provide a high level
explanation of the three ways in which properties can be included on the
Town’s Municipal Heritage Register.
1. Properties by by-law that are designated under Section 29 of the Ontario
Heritage Act (OHA) as being of cultural heritage value or interest – these
properties are listed in the municipal heritage register;
2. Heritage Conservation Districts – all properties within a Heritage
Conservation District Plan and By-Law are listed in the municipal heritage
register; and lastly
3. Under Section 27(3) of the Act, Council may by resolution add non-
designated properties to the municipal heritage register known as “listed
properties.”
A brief overview of each process was provided.
Amelia left the meeting at 4:54pm
The committee discussed the possibility of having a small task group to
research to obtain statements explaining why each property is of cultural
heritage value or interest that the Committee would like to have listed on the
municipal register.
No action was taken at this time.
6. General Business & Reports
6.1. 2021 Recap
The Committee recapped accomplishments from 2021.
6.2. Prime Minister’s Awards Competition
The committee review the details of the awards however due to the deadline for submissions of February 8, 2022 the committee was unable to provide a nomination for this year’s award but will keep it in mind for next year.
6.3. Tillsonburg 150 Committee Update
Collette Takacs, who also sits in the Tillsonburg 150 Committee provided a
quick up date.
Page 215 of 230
Cultural, Heritage & Special Awards Committee Minutes Page 3 of 3
January 05, 2022
6.4. Goal Setting for 2022 (to be set at next meeting)
Committee members are to put some thought into what they would like to see
accomplished by the Committee in 2022.
7. Next Meeting
Wednesday, February 2, 2022 at 4:30 p.m.
8. Adjournment
Resolution #2
Moved by: Carrie Lewis
Seconded by: Nisha Khan
THAT the January 05, 2022 Culture, Heritage and Special Awards Advisory Committee meeting be adjourned at 5:20 p.m.
Carried
Page 216 of 230
Page 1 of 4
The Corporation of the Town of Tillsonburg
Economic Development Advisory Committee
January 11, 2022
7:30 a.m.
Electronic
MINUTES
Present:
Dane Willson, Deb Gilvesy, Suzanne Renken, Collette Tackacs, Mayor Stephen Molnar,
Stephen Spanjers, Jesse Goossens (Chair), Andrew Burns, Lisa Gilvesy
Staff Present:
Kyle Pratt, Chief Administrative Officer
Kennedy Atkinson, Acting Executive Assistant
Cephas Panschow, Development Commissioner
1. Call to Order
This meeting was called to order at 7:34 a.m.
2. Adoption of Agenda
Resolution #1
Moved by: Andrew Burns
Seconded by: Collette Takacs
THAT the Agenda as prepared for the Economic Development Advisory
Committee meeting of December 14, 2021, be adopted.
CARRIED
3. Minutes of the Previous Meeting (ATTACHED)
Resolution #2
Page 217 of 230
Page 2 of 4
Moved by: Suzanne Renken
Seconded by: Cedric Tomico
THAT the Minutes as prepared for the Economic Development Advisory Committee
meeting of December 14, 2021 be adopted.
CARRIED
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No Disclosures of Pecuniary Interest and the General Nature Thereof
5. General Business and Reports
Jeff VanRybroeck has stepped down from the Economic Development Advisory
Committee.
5.1 Monthly Activity Update- EDM – the Development Commissioner explained future
industrial items. This has been approved by Council and will be moving forward
immediately.
Cephas Panschow will circulate information from Suzanne Renken in regards to
Funding for COVID-19 relief which has been resubmitted.
5.2 Economic Development Strategy Proposed Implementation Schedule Cephas Panschow discussed the proposed implementation schedule. It was questioned if there would be an impact on Station Arts. The Committee
requested if this form can be moved to a chart format and if the Committee could see quarterly updates. It was also questioned how long this will be implemented in Tillsonburg and if an Office would be needed.
Resolution #3
Moved by: Deb Gilvesy Seconded by: Cedric Tomico
THAT the Economic Development Advisory Committee recommends to Council that the
Updated Economic Development Strategy be adopted in principal with the 31 Action
Items reduced to 15 based on the review of Community Strategic Plan priorities
CARRIED
5.3 Planning Items Circulation
This item is here for informational purposes.
Site Plan: 61 Townline Rd
Site Plan: 116 Simcoe St- It was questioned if the restaurant in this location
would be turning into something new. There was a proposed takeout restaurant
but there is currently no further information.
Page 218 of 230
Page 3 of 4
6. Community Strategic Plan
6.1 Town Hall Task Force
Staff meets with VG plus. 3 proposed locations at max capacity. Can be scaled
down based on work from home model. Meeting on the 18th with the THSC.
6.2 Affordable & Attainable Housing Committee - No updates
6.3 Boundary Adjustment Committee – No updates
6.4 Physician Recruitment & Retention Committee – No updates
7. Community Organization Updates
7.1. Downtown Business Improvement Association
It was requested if Staff could send an update from the Boundary Adjustment
Committee earlier than this Committees next scheduled meeting.
7.2. Tillsonburg District Chamber of Commerce
The Chamber AGM is scheduled for January 25th 2022. Please RSVP
The Chamber provided an update on the Rapid test program and confirmed that
another order has been put in.
Shop Local Oxford has 3 weeks left.
7.3. Tillsonburg District Real Estate Board
It was expressed that there is no large variance to the current real estate market.
8. Round Table
New Businesses in Tillsonburg were discussed. It was expressed that 2021 was a very busy year.
The upcoming Boundary Adjustment Advisory Committee meeting was discussed in
addition to the current land available in Tillsonburg. The Committee wanted to Congratulate Dane Willson on his approval to sit on the Affordable and Attainable Housing Advisory Committee.
Mayor Stephen Molnar wanted to congratulate the Chamber of Commerce on their work
with the Rapid Test Program.
9. Next meeting
February 8th, 2022
10. Adjournment
Resolution #4
Moved by: Dane Willson
Page 219 of 230
Page 4 of 4
Seconded by: Collette Takacs
THAT the January 11, 2022 Economic Development Advisory Committee meeting be
adjourned at 8:48 a.m.
CARRIED
Page 220 of 230
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 December 1, 2021
Approved January 5, 2021
The Board of Directors Meeting was held via videoconference, on Wednesday, December 1, 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
Valerie Donnell Municipality of Bayham/Township of Malahide
Tom Masschaele Norfolk County
Ian Rabbitts Norfolk County
Peter Ypma Township of South-West Oxford
Regrets:
Kristal Chopp Norfolk County
Ken Hewitt Haldimand County
Stewart Patterson Haldimand County
* R. Chambers joined the meeting at 6:40 p.m.
Staff in attendance:
Judy Maxwell, General Manager
Aaron LeDuc, Manager of Corporate Services
Leigh-Anne Mauthe, Interim Manager of Watershed Services
Zachary Cox, Marketing Coordinator
Dana McLachlan, Executive Assistant
1. Welcome and Call to Order
The chair called the meeting to order at 6:30 p.m., Wednesday, December 1, 2021.
2. Additional Agenda Items
There were no additional agenda items.
3. Declaration of Conflicts of Interest
None were declared.
4. Delegations
Page 221 of 230
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 -
a) Mac and Amanda Cook Re: Business Proposal: Watersports Cable Park at
Waterford North Conservation Area
Mr. and Mrs. Cook originally presented a proposal for a watersports cable park at
Waterford North CA in 2016 but the project did not advance. The Cook’s presented an
updated proposal to install a watersports cabling system at Bass Lake at Waterford
North Conservation Area. The request included permission to construct two buildings
on-site, draw electricity from the park, and anchor two towers for the cabling system.
The Cook’s responded to questions from the Board. Rental and hydro fees were not
discussed and the usage projections, for hydro and patronage, were not provided. The
Board requested a report from staff to be presented in the new year.
R. Chambers arrived. No conflict was declared.
A-122/21
Moved by D. Beres
Seconded by I. Rabbitts
THAT the LPRCA Board of Directors receives the deputation from Amanda Cook
regarding a Business Proposal for a Watersports Cable Park at Waterford North
Conservation Area as information.
CARRIED
A-123/21
Moved by P. Ypma
Seconded by J. Scholten
THAT the LPRCA Board of Directors defers decision on the Watersports Cable Park
project until a staff report is presented to the Board.
CARRIED
5. Minutes of the Previous Meeting
a) Board of Directors Meeting November 3, 2021
There were no questions or comments.
A-124/21
Moved by V. Donnell
Seconded by R. Chambers
THAT the minutes of the LPRCA Board of Directors Meeting held November 3, 2021 be
adopted as circulated.
CARRIED
A-125/21
Moved by T. Masschaele
Page 222 of 230
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 -
Seconded by P. Ypma
THAT the minutes of the LPRCA Board of Directors Budget Meeting held November 10,
2021 be adopted as circulated.
CARRIED
6. Business Arising
There was no business arising from the previous minutes
7. Review of Committee Minutes
a) Backus Museum Committee – September 20, 2021
There were no questions or comments.
A-126/21
Moved by J. Scholten
Seconded by D. Beres
THAT the minutes of the Backus Museum Committee’s meeting of September 20, 2021
be approved as circulated.
CARRIED
8. Correspondence
a) Municipality of Bayham – Re: 30-Day Notice to Affected Municipalities – 2022
Draft LPRCA Budget
A-127/21
Moved by I. Rabbitts
Seconded by R. Chambers
THAT the correspondence outlined in the Board of Directors Agenda of December 1,
2021 be received as information.
CARRIED
9. Development Applications
a) Staff Approved applications
Seventeen applications were approved through the General Manager’s delegated
authority in the past month. LPRCA-229/21, LPRCA-234/21, LPRCA-235/21, LPRCA-
236/21, LPRCA-237/21, LPRCA-238/21, LPRCA-239/21, LPRCA-240/21, LPRCA-
241/21, LPRCA-243/21, LPRCA-244/21, LPRCA-245/21, LPRCA-247/21, LPRCA-
248/21, LPRCA-249/21, LPRCA-250/21, and LPRCA-251/21.
Page 223 of 230
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 -
All of the staff-approved applications met the requirements as set out in Section 28 of
the Conservation Authorities Act.
A-128/21
Moved by R. Chambers
Seconded by V. Donnell
THAT the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation
Applications report dated November 23, 2021 as information.
CARRIED
b) New Applications
The Planning Department staff recommended three applications for approval. The
applications consisted of a relocation of a constructed watercourse, a bridge
rehabilitation, and a new vacation home.
A-129/21
Moved by T. Masschaele
Seconded by I. Rabbitts
THAT the LPRCA Board of Directors approves the following Development Applications
contained within the background section of this report:
A. For Work under Section 28 Regulations, Development, Interference with
Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O.
1990 Reg. 178/06),
LPRCA-246/21 LPRCA-252/21 LPRCA-254/21
B. That the designated officers of LPRCA be authorized to complete the
approval process for this Development Application, as far as it relates to
LPRCA’s mandate and related Regulations.
CARRIED
10. New Business
a) General Manager’s Report
The General Manager provided an overview of operations this past month.
The interim audit was conducted by MNP staff the last week of November. The auditors
will return the first week of February 2022 to complete the fieldwork.
Funds held in Principal Protected Notes (PPN) within the endowment fund just ended
the fifth year of a seven-year term with a 4% interest payment.
Page 224 of 230
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 -
Staff applied to the federal grant program, Enabling Accessibility Fund, for the
Revitalization Project at the Backus Education Centre and were approved for $96,000.
To date, $192,000 has been raised for the project.
A-130/21
Moved by P. Ypma
Seconded by D. Beres
THAT the LPRCA Board of Directors receives the General Manager’s Report for
November 2021 as information.
CARRIED
b) LPRCA Transition Plan
A Transition Plan, outlining the steps to be taken for inventory programs and services
and entering into agreements with participating municipalities to fund municipally driven
programs, was presented.
The Transition Plan will be circulated to member municipalities and the Ministry of
Environment, Conservation and Parks (MECP) before the December 31, 2021 deadline
as per O. Reg. 687/21. A special meeting for the Board of Directors has been proposed
for Wednesday, February 23, 2022 to review the programs and services. The final
transition is to be completed by January 2024.
A-131/21
Moved by J. Scholten
Seconded by T. Masschaele
THAT the LPRCA Board of Directors receives the LPRCA Transition Plan report as
information.
CARRIED
c) Ecological Surveys of Selected LPRCA Properties
LPRCA contracts a qualified ecologist to survey properties for species at risk and
species of concern on an annual basis. Staff retained the services of Natural Resource
Solutions Inc., as approved by the Board earlier this year, to complete the 2021 surveys
at five LPRCA properties.
Recommendations within the report will be implemented during the marking and timber
harvesting process to ensure that sensitive species are not impacted.
A-132/21
Moved by V. Donnell
Seconded by I. Rabbitts
THAT the LPRCA Board of Directors approves the recommendations contained in the
Page 225 of 230
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 -
report submitted by Natural Resource Solutions Inc. titled “Long Point Region
Conservation Authority Ecological Inventories for Significant Plant Species and
Vegetation Communities at McKonkey, Abbott-Townsend, Blommaert, Collver-
Wintermute, Harris3 Floyd (Block #3) Tracts.
CARRIED
d) Forestry Prescriptions/Operating Plans
Staff prepares prescriptions/operating plans for the forest tracts that will receive some
form of silvicultural treatment. Plans for the Harris Floyd (Block #3), Collver-Wintermute,
and the Blommaert Tracts were presented for approval.
Marking will be completed this fall in preparation for tendering early next year.
A-133/21
Moved by T. Masschaele
Seconded by J. Scholten
THAT hat the LPRCA Board of Directors approves the prescriptions/operating plans for
the Harris Floyd (Block #3) Tract on the 5th Concession of Houghton Township, Collver-
Wintermute Tract on Windham 12th of Windham Township and the Blommaert Tract on
Turkey Point Rd. of Charlotteville Township.
CARRIED
e) 2022 Meeting Schedule
The monthly board meetings continue to be held the first Wednesday of each month
with the following exceptions: No meeting is scheduled for March or August; the Annual
General Meeting will be held March 4th; the 2023 LPRCA Budget meeting is scheduled
for November 9th; and there is a special meeting scheduled for February 23, 2022 to
review the inventory of programs and services provided by LPRCA to be submitted to
MECP by February 28, 2022.
A-134/21
Moved by D. Beres
Seconded by P. Ypma
THAT the LPRCA Board of Directors approves the proposed 2022 meeting schedule as
presented.
CARRIED
f) Committee Appointments
Committees will be appointed at the January 5, 2022 meeting after the Chair and Vice-
Chair elections. Member appointments are required for the Land Acquisition, Lee Brown
Marsh Management, Audit and Finance, and Backus Museum committees.
Page 226 of 230
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 -
A-135/21
Moved by V. Donnell
Seconded by R. Chambers
That the LPRCA Board of Directors receives the 2022 LPRCA Committee Appointments
Report as information.
CARRIED
g) Christmas Season Staff Appreciation
As in the past, senior staff requested approval to present LPRCA staff with a gift card in
appreciation of their work throughout the year and to mark the Christmas season. The
expense was incorporated into the 2021 budget.
A-136/21
Moved by P. Ypma
Seconded by T. Masschaele
THAT the LPRCA Board of Directors authorizes the General Manager to purchase gift
cards for staff in appreciation for their efforts.
CARRIED
11. Closed Session
A-137/21
Moved by I. Rabbitts
Seconded by D. Beres
Litigation or potential litigation, including matters before administrative tribunals
(e.g. Local Planning Appeal Tribunal), affecting the Authority;
CARRIED
The board convened in closed session.
A-138/21
Moved by V. Donnell
Seconded by T. Masschaele
That the LPRCA Board of Directors does now adjourn from the closed session.
CARRIED
The Board approved the closed session minutes of September 1, 2021.
Page 227 of 230
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
- 8 -
Adjournment
The Chair adjourned the meeting at 7:40 p.m.
_______________________________ ________________________________
John Scholten Judy Maxwell
Chair General Manager/Secretary-Treasurer
/dm
Page 228 of 230
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW _______
A By-Law to appoint an Interim Deputy Clerk for the Town of Tillsonburg.
WHEREAS the Municipal Act, 2001, S.O. C 25, allows for the appointment of officers of
the Municipality;
AND WHEREAS Section 228(2) allows the municipality to appoint deputy clerks;
AND WHEREAS The Council of the Corporation of the Town of Tillsonburg deems it is
necessary and expedient to appoint an Interim Deputy Clerk for the Corporation of the
Town of Tillsonburg;
BE IT THEREFOR ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. THAT Ann Wright is hereby appointed as Interim Deputy Clerk for the Corporation
of the Town of Tillsonburg
2. THAT this By-Law is passed pursuant to the Municipal Act, 2001 S.O. 2001, C 25.
3. THAT This By-Law shall come into full force and effect on the day of passing until
Janauary 27, 2023 or until otherwise rescinded.
READ A FIRST AND SECOND TIME THIS 27th day of JANUARY, 2022.
READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of JANUARY, 2022.
___________________________
MAYOR – Stephen Molnar
___________________________
CLERK – Michelle Smibert
Page 229 of 230
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2022-007
A BY-LAW to confirm the proceedings of Council at its meeting held on January
27, 2022.
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 January 27, 2022, with respect to every report, motion, by-law, or other action
passed and taken by the Council, including the exercise of natural person powers,
are hereby adopted, ratified and confirmed as if all such proceedings were expressly
embodied in this or a separate by-law.
2. The Mayor and Clerk are authorized and directed to do all the things necessary to
give effect to the action of the Council of The Corporation of the Town of Tillsonburg
referred to in the preceding section.
3. The Mayor and the Clerk are authorized and directed to execute all documents
necessary in that behalf and to affix thereto the seal of The Corporation of the Town
of Tillsonburg.
4. That this By-Law shall come into force and take effect on the date it is passed.
READ A FIRST AND SECOND TIME THIS 27th DAY OF JANUARY, 2022.
READ A THIRD AND FINAL TIME AND PASSED THIS 27th DAY OF JANUARY,
2022.
_______________________________
MAYOR – Stephen Molnar
_______________________________
CLERK – Michelle Smibert
Page 230 of 230