220616 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg
Council Meeting
AGENDA
Thursday, June 16, 2022
4:30 PM
Council Chambers
200 Broadway, 2nd Floor
1.Call to Order
2.Closed Session (4:30 P.M.)
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT Council move into Closed Session to consider a matter involving advice that is subject
to solicitor-client privilege, including communications necessary for that purpose under
section 239 (2) (f) of the Municipal Act and a matter a proposed or pending acquisition or
disposition of land by the municipality or local board under Section 239 (2) (c) of the
Municipal Act.
2.1.Adoption of the Agenda
2.2.Disclosures of Pecuniary Interest and the General Nature Thereof
2.3.Adoption of Previous Closed Session Minutes
2.4.Reports
2.4.1.239 (2) (f) advice that is subject to solicitor-client privilege, including
communications necessary for that purpose (Pending Approval)
2.4.2.239 (2) (c) a proposed or pending acquisition or disposition of land by the
municipality or local board
3.Moment of Silence (6:00 P.M.)
4.Adoption of Agenda
Proposed Resolution #2
Moved By: ________________
Seconded By: ________________
THAT the Agenda as prepared for the Council meeting of June 16, 2022, be approved.
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 from the regular council meeting held on May 24, 2022, be approved.
7.Presentations
7.1.Volunteer Recognition Award Presentation
Volunteer Recognition Award Recipient Dave Morris
Cultural, Heritage & Special Awards Committee Chair, Carrie Lewis to present
7.2. Oxford Official Plan Update and Presentation
April Nix, Development Planner, County of Oxford to present (virtually)
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT the Council for the Town of Tillsonburg receives the presentation from the
County of Oxford regarding the Official Plan Review as information.
7.3.Traffic Concerns of the Hickory Hill's Residents
Presented by Claude Archambault
Also in attendance: Barry Kelly, Madeleine Aucoin, and John Lawrence who are also
residents and committee members.
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
THAT the Council for the Town of Tillsonburg receives the presentation from Claude
Archambault regarding traffic concerns at Hickory Hills as information.
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7.4.Future of Shortline Rail in the South Central Ontario Region - Presentation by SCOR
Kimberly Earls to present (virtually)
Proposed Resolution #6
Moved By: ________________
Seconded By: ________________
THAT the Council for the Town of Tillsonburg receives the presentation from SCOR
regarding the Future of Shortline Rail Investment as information.
7.5.Oxnard Developments - Minor Modifications to Zoning
This matter was considered on May 24, 2022 as item 9.1 on the agenda, and the
recommendation was defeated by Council. Before this presentation can be heard or
debated a motion to reconsider must be passed by Council.
8.Public Meetings
9.Planning Reports
10.Delegations
11.Deputation(s) on Committee Reports
12.Information Items
12.1.Ministry of Northern Development, Mines, Natural Resources and Forestry - 2022
Rabies Control Operations Notification
12.2.Tillsonburg BIA - Motion to approve the 2021 DTBIA Financial Statements
12.3.Southwestern Public Health Letter of Appreciation
Proposed Resolution #7
Moved By: ________________
Seconded By: ________________
THAT the information items from Ministry of Northern Development, Mines, Natural
Resources and Forestry dated May 31, 2022 and the Tillsonburg BIA dated June 7,
2022 and from Southwestern Public Health dated May 30, 2022, be received as
information.
13.2021 Fourth Quarter Financial Reports
13.1.FIN 22-12 - 2021 Q4 Consolidated Financial Results
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Proposed Resolution #8
Moved By: ________________
Seconded By: ________________
THAT Council receives report FIN 22-12 2021 Fourth Quarter Consolidated
Financial results as information.
13.2.EDM 22-15 Fourth Quarter Economic Development and Marketing Results
13.3.FIN 22-11 - 2021 Q4 Finance and Corporate Services Department Results
13.4.FRS 22-01 2021 Fire Services Fourth Quarter and Year End Report
13.5.OPD 22-19 - 2021 Fourth Quarter Building, Planning, By-Law Services Results
13.6.RCP 22-11 RCP 2021 Q4 Results
Proposed Resolution #9
Moved By: ________________
Seconded By: ________________
THAT Council receives the 2021 Fourth Quarter Department Results, as
information.
14.2022 First Quarter Financial Reports
14.1.FIN 22-14 - 2022 Q1 Consolidated Financial Report
Proposed Resolution #10
Moved By: ________________
Seconded By: ________________
THAT Council receives report FIN 22-14 2022 First Quarter Consolidated financial
results as information.
14.2.CS 22-17 First Quarter Corporate Services Department Results
14.3.EDM 22-16 First Quarter Economic Development and Marketing Results
14.4.FIN 22-13 - 2022 Q1 Finance Department Results
14.5.FRS 22-02 2022 Fire Services First Quarter Report
14.6.OPD 22-22 2022 First Quarter Operations and Development Services
14.7.OPD 22-20 - 2022 First Quarter Building, Planning, By-Law Services Results
14.8.RCP 22-12 RCP 2022 Q1 Results
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Proposed Resolution #11
Moved By: ________________
Seconded By: ________________
THAT Council receives the 2022 First Quarter Department Results, as information.
15.Staff Reports
15.1.Chief Administrative Officer
15.1.1.CAO 22-03 Town Hall Lowest Cost Lease Option Report
Proposed Resolution #12
Moved By: ________________
Seconded By: ________________
Option 1
THAT Council direct staff to retain a cost consultant to review the cost
estimate for the new construction “Greyfield” scenario;
AND THAT Council direct staff to proceed with an Environmental Site
Assessment of the new construction “Greyfield” Option site in the Harvey
and Brock streets Municipal Parking lots to determine the extent of
environmental contamination, if any, and potential for any remediation
costs.
Option #2
Should Council require a more comprehensive cost estimate based on
detailed design plans and current market conditions, then an alternative
option is:
THAT Council extend the previous contract with The Ventin Group
Architects (+VG), for the preparation of detailed design plans for the
“Greyfield” Option in order to obtain a current market cost estimate for new
building construction;
AND THAT Council direct staff to retain a cost consultant to review the
opportunity for cost savings within the Town Centre Mall Option;
AND THAT Council direct staff to proceed with an Environmental Site
Assessment of the new construction “Greyfield” Option site in the Harvey
and Brock streets Municipal Parking lots to determine the extent of
environmental contamination, if any, and potential for any remediation
costs.
15.2.Corporate Services
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15.2.1.CS 22-10 Compensation Review for Elected Officials
Proposed Resolution #13
Moved By: ________________
Seconded By: ________________
THAT the Compensation Review for Elected Officials Report be received
as information.
15.2.2.CS 22-14 Right to Disconnect from Work Policy
Proposed Resolution #14
Moved By: ________________
Seconded By: ________________
THAT the Council for the Town of Tillsonburg approves the Right to
Disconnect from Work Policy.
15.2.3.CS 22-18 Hybrid Work Model Policy Review
Proposed Resolution #15
Moved By: ________________
Seconded By: ________________
THAT the Council for the Town of Tillsonburg receives the review of the
hybrid work policy as information.
15.2.4.CS 22-19 THI MOUD
Proposed Resolution #16
Moved By: ________________
Seconded By: ________________
THAT the Council receives the THI MOUD report as information.
15.2.5.CS 22-20 Council Vacancy on the Boundary Adjustment Subcommittee
Proposed Resolution #17
Moved By: ________________
Seconded By: ________________
THAT the Council for the Town of Tillsonburg appoints ______________
as a council representative on the Tillsonburg Boundary Adjustment
Advisory Committee.
15.3.Economic Development
15.3.1.EDM 22-14 Offer to Purchase – Alley Lands between 6 and 8 John Street
Page 6 of 319
Proposed Resolution #18
Moved By: ________________
Seconded By: ________________
THAT a by-law be brought forward to authorize the Mayor and Clerk to
enter into an agreement of purchase and sale with Tillsonburg Properties
for Community Living for the Alley Lands located between 6 John Street
and 8 John Street and to be described by a new reference plan.
15.4.Finance
15.5.Fire and Emergency Services
15.6.Operations and Development
15.6.1.OPD 22-23 - Westwinds Subdivision Road Naming
Proposed Resolution #19
Moved By: ________________
Seconded By: ________________
THAT Council approves “Darrow Drive”, “Hill Street”, “Westwinds Gate”,
and “Westwinds Court” as road names for the Westwinds subdivision.
15.6.2.OPD 22-24 - Oxnard Phase 4 Subdivision Road Naming
Proposed Resolution #20
Moved By: ________________
Seconded By: ________________
THAT Council approves “Waterhouse Crescent”, “Burgess Crescent”, and
“Jacko Street” as road names for the Potters Gate Phase 4 subdivision.
15.6.3.OPD 22-25 Tillsonburg Airport Advisory Committee - Virtual Meetings
Proposed Resolution #21
Moved By: ________________
Seconded By: ________________
THAT Council approves the request from the Tillsonburg Airport Advisory
Committee to continue meeting virtually.
15.7.Recreation, Culture and Parks
16.New Business
17.Consideration of Committee Minutes
Page 7 of 319
17.1.Committee Minutes
Proposed Resolution #22
Moved By: ________________
Seconded By: ________________
THAT the following Council Committee minutes be received as information:
May 17, 2022 Tillsonburg Transit Advisory Committee Minutes
May 17, 2022 Tillsonburg 150 Ad Hoc Committee Minutes
May 26, 2022 Tillsonburg Airport Advisory Committee Minutes
June 1, 2022 Cultural, Heritage and Special Awards Committee Minutes, and
June 6, 2022 Recreation and Sports Advisory Committee Minutes
17.2.Long Point Conservation Authority Minutes
Proposed Resolution #23
Moved By: ________________
Seconded By: ________________
THAT the Council for the Town of Tillsonburg receives the May 4, 2022 Long Point
Region Conservation Authority Board of Directors Meeting Minutes as information.
18.Motions/Notice of Motions
Proposed Resolution #24
Moved By: Councillor Gilvesy
Seconded By: ________________
THAT Staff bring a report to Council in regards to the property standards by-law. Specifically
addressing the the grassed road allowances and grass islands between sidewalks and
roads and who is responsible for maintaining these areas.
Proposed Resolution #25
Moved By: Councillor Luciani
Seconded By: ________________
WHEREAS the Association of Municipalities of Ontario has called for Nominations for its
Board of Directors;
AND WHEREAS Mayor Stephen Molnar, an elected official in the Town of Tillsonburg, has
indicated his interest in becoming a member of the Small Urban Caucus of the AMO Board
and has consented to his nomination;
NOW THEREFORE BE IT RESOLVED THAT the Council of the Corporation of the Town of
Tillsonburg endorses Stephen Molnar for the position of Director, Small Urban Caucus,
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2022-2024 AMO Board of Directors.
19.Resolutions/Resolutions Resulting from Closed Session
20.By-Laws
20.1.A by-law to authorize the execution of a agreement of purchase and sale, to close a
portion of the said lands
Proposed Resolution #26
Moved By: ________________
Seconded By: ________________
THAT a by-law to authorize the execution of a agreement of purchase and sale, and
to close a portion of the said lands, be read for a first, second, third and final reading
and that the Mayor and the Clerk be and are hereby authorized to sign the same,
and place the corporate seal thereunto.
21.Confirm Proceedings By-law
Proposed Resolution #27
Moved By: ________________
Seconded By: ________________
THAT By-Law 2022-042, to Confirm the Proceedings of the Council meeting held on June
16, 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.
22.Items of Public Interest
June 27, 2022 Regular Council & Planning Meeting at 6:00 p.m.•
23.Adjournment
Proposed Resolution #28
Moved By: ________________
Seconded By: ________________
THAT the Council meeting of June 16, 2022 be adjourned at ____ p.m.
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1
The Corporation of the Town of Tillsonburg
Council Meeting
MINUTES
Tuesday, May 24, 2022
5:00 PM
Council Chambers
200 Broadway, 2nd Floor
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
Ann Wright, Deputy Clerk
Shayne Reitsma, Manager of Engineering
David Drobitch, Parks & Facilities Manager
Richard Sparham, Manager of Public Works
_____________________________________________________________________
1. Call to Order
Chair, Deputy Mayor Beres called the meeting to order at 5:00p.m. and went
directly into closed session.
2. Closed Session 5:00 P.M.
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Resolution # 2022-161
Moved By: Councillor Luciani
Seconded By: Councillor Rosehart
THAT Council move into Closed Session to consider four matters of proposed or
pending acquisition or disposition of land by the municipality or local board under
Section 239 (2)(c) of the Municipal Act.
Carried
2.1 Adoption of the Agenda
2.2 Disclosures of Pecuniary Interest and the General Nature Thereof
2.3 Adoption of Previous Closed Session Minutes
2.4 Reports
2.4.1 239 (2) (c) a proposed or pending acquisition or disposition of
land by the municipality or local board
2.4.2 239 (2) (c) a proposed or pending acquisition or disposition of
land by the municipality or local board
2.4.3 239 (2) (c) a proposed or pending acquisition or disposition of
land by the municipality or local board
2.4.4 239 (2) (c) a proposed or pending acquisition or disposition of
land by the municipality or local board
3. Moment of Silence 6:00 P.M.
4. Adoption of Agenda
Resolution # 2022-162
Moved By: Councillor Rosehart
Seconded By: Councillor Parker
THAT the Agenda as prepared for the Council meeting of May 24, 2022, be
approved.
Carried
5. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interests declared.
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6. Adoption of Council Minutes of Previous Meeting
Resolution # 2022-163
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT the minutes from the regular council meeting held on May 9, 2022, be
approved.
Carried
7. Presentations
7.1 Station Arts Centre Presentation to Council from Gale Connor
Gale O'Connor, Tabitha Verbuyst and Heather Lockert were in attendance
and present a beautiful quilt made by Gale O'Connor to the Town in
celebration of the Town's 150 anniversary of Incorporation.
Resolution # 2022-164
Moved By: Councillor Gilvesy
Seconded By: Councillor Esseltine
THAT the Council for the Town of Tillsonburg receives the presentation
from Gale Connor.
Carried
8. Public Meetings
8.1 Consideration of Municipal Drain Report - A.J. Smith Drain
Council considered the report as prepared by Spriet Associates dated
March 22, 2022 and shall gave opportunity to any person who owns lands
within the area requiring drainage who have not signed the petition an
opportunity to do so.
Brandon Widner, Engineer from Spriet Associates in attendance to
present the Engineer’s Report.
Peter Penner, President/ Project Manager from CJDL Consulting
engineers present to speak on behalf of the developer.
Questions from affected Property Owners:
Page 12 of 319
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Peter Lizak, 78 Queenston Dr., Kitchener was in attendance and had
questions for the engineer regarding the purpose of Closing the drain. His
concern what whether the change with the drain would affect his property.
Ronal Pattyn, 253 Rokeby Road, was in attendance and was concerned
with the size of the buffer zone between his property and the abutting
were the drain proposed.
Ron Vanderhaeghe, 247 Rokeby Road was in attendance to express his
concerned about the health of the trees left existing He noted that he is
okay with the proposed drain they just want privacy.
Mayor Molnar requested a recorded vote.
Resolution # 2022-165
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT Council accepts the Engineers report submitted by Spriet
Associates dated March 22, 2022 in reference to the A.J Smith Drain and
will consider a by-law to provide for the drainage works, for the 1st and
2nd reading only, later on in the agenda.
Mayor Molnar - IN FAVOUR
Councillor Rosehart - OPPOSED
Councillor Parker - OPPOSED
Councillor Luciani - IN FAVOUR
Councillor Gilvesy - OPPOSED
Councillor Esseltine - IN FAVOUR
Deputy Mayor Beres - IN FAVOUR
Carried
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Resolution # 2022-166
Moved By: Councillor Luciani
Seconded By: Councillor Rosehart
THAT the following two Council members be appoint to the Court of
Revisions to be held at a future Council date:
Deputy Mayor Beres and Councillor Esseltine.
Carried
Resolution # 2022-167
Moved By: Councillor Rosehart
Seconded By: Councillor Parker
THAT Council move into the Committee of Adjustment to hear an
application for Minor Variance at 6:53 p.m.
Carried
8.2 Minor Variance Application A08-22 at 79 Woodland Crescent
County Planner Eric Gilbert provided a review of the Planning Report and
recommended that the applications be approved.
Opportunity was provided for comments and questions from Council.
Agent Trevor Benjamins, Associate Planning Technician from CJDL
Consulting Engineers will be in attendance on behalf of the applicant John
Peters and is in favour of the Planning report.
No public comments were received and no members of the public
appeared before Council either in support or opposition to the application.
Resolution # 2022-168
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT the Town of Tillsonburg Committee of Adjustment approves
Application File A08-22 submitted by Johan Peters, for lands described as
Part of Block 86, Plan 41M-139, Part 4 of 41R-10084 in the Town of
Tillsonburg, as it relates to:
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1. Relief from Section 7.5.23.2.1.1, R2-23 Zone Provisions – Lot
Coverage, Maximum, to increase the maximum permitted lot coverage
from 45% of the lot area to 47.5% of the lot area, to facilitate the
construction of a single detached dwelling.
Subject to the following condition:
i. A building permit for the proposed dwelling shall be issued within one
year of the date of the Committee's decision.
Carried
Resolution # 2022-169
Moved By: Councillor Gilvesy
Seconded By: Councillor Esseltine
THAT Council move out of Committee of Adjustment and move back into
regular Council session at 6:59 p.m.
Carried
9. Planning Reports
9.1 Potters Gate Phase 4 - Minor Zoning Modification Request
Resolution # 2022-170
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT Council receives the request from Potters Gate Phase 4, Minor
Modifications to Zoning as information;
AND FURTHER THAT Council affirm that the requested changes are
appropriate and minor in nature and further notice is not required in
accordance with Section 34 (17) of the Planning Act.
Defeated
10. Delegations
10.1 a+Link Architecture inc Presentation RE: New Public Sector
Standard & the Tillsonburg Community Centre
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Ed van der Maarel from a+LiNK Architecture was in attendance (virtually)
and presented proposed designs for the Tillsonburg Community Centre
Mayor Molnar left the meeting.
Resolution # 2022-171
Moved By: Councillor Luciani
Seconded By: Councillor Rosehart
THAT the Council for the Town of Tillsonburg receives the presentation by
Ed van der Maarel from a+LiNK Architecture regarding the new Public
Standard (PSAB STANDARD PS-3280) and the Tillsonburg Community
Centre;
AND FURTHER directs staff to proceed to the final design and tendering
process.
Carried
11. Deputation(s) on Committee Reports
12. COVID-19
13. Information Items
13.1 Oxford County RE Transportation Master Plan Update and OR 4
Corridor Study
13.2 Ministry of the Solicitor General - Conclusion of COVID-19
Enforcement Support Line
Resolution # 2022-172
Moved By: Councillor Rosehart
Seconded By: Councillor Parker
THAT the information item from Oxford County dated April 29, 2022 and
from the Ministry of the Solicitor General dated May 13, 2022, be received
as information.
Carried
14. Staff Reports
14.1 Chief Administrative Officer
14.2 Corporate Services
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14.2.1 CS-22-11 THI Staff Report
Council had a number of questions they would like answers to
before they can consider the provided MOUD and amending THI
by-law and asked staff to report back to Council before the THI
Annual General Meeting.
Resolution # 2022-173
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT consideration to proposed resolution #13 regarding report
CS 22-11 THI Staff Report be deferred and that staff be directed to
bring back a report.
Carried
14.3 Economic Development
14.3.1 EDM 22-13 Tillsonburg Historical Society Request for
Indigenous Recognition Signage
Resolution # 2022-074
Moved By: Councillor Gilvesy
Seconded By: Councillor Esseltine
THAT Council approve the Tillsonburg Historical Society’s request
for the addition of signage identifying the access to the Tillsonburg
Minor Soccer Club as Attawandaron Way;
AND THAT the wayfinding signage be located either on the 275
Quarter Town Line property owned by the Town or within the
adjacent Quarter Town Line Right-of-Way;
AND THAT an information report be brought back to Council
confirming the details of the installation once finalized in
conjunction with the Tillsonburg Historical Society and the
Tillsonburg Minor Soccer Club.
Carried
14.4 Finance
14.4.1 FIN 22-10 - 2022 Final Budget and Tax Rates By-Law Report
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Resolution # 2022-175
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT a by-law to provide for the adoption of budgetary estimates,
tax rates, installment due dates, and to further provide for penalty
and interest on default of payment thereof for 2022, be brought
forward for Council consideration.
Carried
14.5 Fire and Emergency Services
14.6 Operations and Development
14.6.1 OPD 22-17 2022 Asset Management Plan for Core Assets
Resolution # 2022-176
Moved By: Councillor Luciani
Seconded By: Councillor Rosehart
THAT Council adopts the 2022 Asset Management Plan for Core
Assets.
Carried
14.6.2 OPD 22-18 Oxford County Joint Transportation Service
Delivery Review - Staff Comments
Resolution # 2022-177
Moved By: Councillor Rosehart
Seconded By: Councillor Parker
THAT report OPD 22-18 Oxford County Joint Transportation
Service Delivery Review – Staff Comments be received as
information and sent to Oxford County Council.
Carried
14.7 Recreation, Culture and Parks
15. New Business
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16. Consideration of Committee Minutes
16.1 Committee Minutes
Resolution # 2022-178
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT the following Council Committee minutes be received as
information:
May 3, 2022 Tillsonburg 150 Ad Hoc Committee Minutes
May 4, 2022 Cultural, Heritage and Special Awards Committee
Minutes
May 10, 2022 Dog Park Advisory Committee Minutes
May 11, 2022 Recreation and Sports Advisory Committee Minutes
May 10, 2022 Economic Development Advisory Committee Minutes
April 27, 2022 Affordable and Attainable Housing Advisory Committee
Minutes
May 17, 2022 Boundary Adjustment Committee Minutes
Carried
16.2 Conservation Authority Minutes
Resolution # 2022-179
Moved By: Councillor Gilvesy
Seconded By: Councillor Esseltine
THAT the minutes of the April 6, 2022 Long Point Conservation Authority
meeting be received as information.
Carried
17. Motions/Notice of Motions
Deputy Mayor's Motion regarding the script honouring Indigenous Peoples on
Aboriginal Lands was pulled from consideration due to the fact that he was
chairing the meeting, and staff were directed to include it on the next agenda.
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Deputy Mayor Beres introduced the following motion at the May 9, 2022 Council
meeting:
THAT the following script be added to the list of approved options for the sitting
Head of Council to open public meetings honouring Indigenous Peoples on
Aboriginal Lands.:
We begin today's meeting by acknowledging that we are meeting on Aboriginal
land that has been inhabited by Indigenous peoples from the beginning.
As settlers, we are grateful for the opportunity to meet here and we thank all the
generations of people who have taken care of this land.
We pledge to join with the Indigenous People, both present and future to honour
and protect it thus creating harmony and peace.
18. Resolutions/Resolutions Resulting from Closed Session
19. By-Laws
19.1 By-Law 2022-039 to provide for the adoption of budgetary estimates,
tax rates, installment due dates, and to further provide for penalty
and interest on default of payment thereof for 2022
19.2 By-Law 2022-040 to amend By-Law Number 3798, being a by-law to
prohibit or regulate signs and other advertising devices and the
posting of notices
19.3 By-Law 2022-041 to provide for the drainage works being the J.A
Smith Drain
Resolution # 2022-180
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT By-Law 2022-039 to provide for the adoption of budgetary
estimates, tax rates, installment due dates, and to further provide for
penalty and interest on default of payment thereof for 2022; and
By-Law 2022-040 to amend By-Law Number 3798, being a by-law to
prohibit or regulate signs and other advertising devices and the posting of
notices 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;
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AND FURTHER THAT By-Law 2022-041 to provide for the drainage
works in the Town of Tillsonburg, in the Counties of Oxford and Norfolk,
being the J.A Smith Drain – Armtec Realignment be read for a first, and
second time and provisionally adopted 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 # 2022-181
Moved By: Councillor Luciani
Seconded By: Councillor Rosehart
THAT By-Law 2022-038, to Confirm the Proceedings of the Council meeting held
on May 24, 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
June 16, 2022 Regular Council meeting at 6:00 p.m.
Chris Baird Director of Recreation, Culture and Parks Retirement Recognition
22. Adjournment
Resolution # 2022-182
Moved By: Councillor Rosehart
Seconded By: Councillor Parker
THAT the Council meeting of May 24, 2022 be adjourned at 8:36 p.m.
Carried
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Report No: CP 2022-48
COMMUNITY PLANNING
Council Date: May 25, 2022
Page 1 of 11
To: Warden and Members of County Council
From: Director of Community Planning
Official Plan Review – Update on Next Phases
RECOMMENDATION
1. That staff be directed to proceed with the subsequent phases of the Official Plan
Review process in accordance with the requirements under the Planning Act, and
as generally outlined in the Report No. CP 2022-48.
REPORT HIGHLIGHTS
Implementation Points
The purpose of this report is to update County Council with respect to the proposed scope
and extent of the next phases of the County’s Official Plan review and updates.
Consideration has been given to inquiries and responses received as a result of the initial
special meeting of Council held on October 13, 2021, in accordance with Section 26 of the
Planning Act.
This report also provides a high-level overview of the legislative requirements and other
considerations applicable to the Official Plan review building from report CP 2021-336, and
outlines the proposed framework for the next phases of the Official Plan review, including
related consultation.
Financial Impact
There are no immediate implications beyond this year’s approved budget. Any additional funding
that may be required for future phases will be considered as part of the annual budget process.
Page 22 of 319
Report No: CP 2022-48
COMMUNITY PLANNING
Council Date: May 25, 2022
Page 2 of 11
Communications
Community engagement has been and will continue to be an important part of the Official Plan
(OP) review process and be undertaken at various stages as part of each review phase. The
focus for communication and engagement on the OP review project moving forward will centre
around each of the remaining phases, as further detailed in this report. Each phase will have its
own communications and engagement plan tailored to that phase.
Planning staff will ensure the minimum statutory meeting requirements under the Planning Act
(i.e. an open house and public meeting) are met for each phase, as well as providing for additional
engagement opportunities, as deemed appropriate. Developing separate communication and
engagement plans for each phase allows the approach to be customized based on the specific
policy areas, technical considerations, and level of community interest.
The consultation and engagement program for each remaining phase is generally expected to
involve the use of traditional and social media, a mix of in-person and on-line engagement
opportunities, and consultation/engagement with:
The Province and the various agencies prescribed under the Planning Act (e.g.
conservation authorities, utility providers, railways, abutting municipalities etc.);
County and Area Municipal Staff and Councils;
Indigenous communities; and
Other identified stakeholder groups, interested parties and the broader public.
Strategic Plan (2020-2022)
WORKS WELL
TOGETHER
WELL
CONNECTED
SHAPES
THE FUTURE
INFORMS &
ENGAGES
PERFORMS &
DELIVERS
POSITIVE
IMPACT
3.ii. 3.iii. 4.i. 4.ii.
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DISCUSSION
Background
The Planning Act requires that municipalities adopt an Official Plan (OP) to serve as the primary
legal document for implementing provincial land use planning direction at the municipal level.
As described in report CP 2021-336, the County OP provides that direction for both the County
and the eight area municipalities that comprise the County. The policies and land use schedules
contained in the OP establish the overall vision and land use strategy for growth and development
in the County. This is accomplished by setting out locational, development review and other
requirements for a full range of land uses (e.g. residential, commercial, industrial, institutional,
parks and recreation, agriculture, etc.) and providing direction with respect to matters such as the
provision of infrastructure and public services, the protection of agricultural land, and natural and
cultural heritage features, and avoiding, or mitigating the potential impacts from, natural and
man-made hazards.
It is noted that, unlike other amendments to the OP that are approved by County Council, the
Province (Ministry of Municipal Affairs and Housing) is the approval authority for any amendments
to the County’s OP that are undertaken as part of an OP review process under Section 26 of the
Planning Act. As such, following adoption by County Council, all amendments that form part of
the County’s OP review process will need to be sent to the Province for approval.
As part of their approval, the Province has the authority to impose any modifications to the
County’s adopted policies that it determines to be necessary to ensure they are consistent with
Provincial legislation and policies.
Commentary
The first phase of the County’s OP review was focused on updating the agricultural policies. Draft
agricultural policies were released by County Council on October 27, 2021 for community review
and input as part of report CP 2021-337. This feedback resulted in the revised policies, as
detailed in Report CP 2022-98. A statutory public meeting was held March 23, 2022 to present
the revised policies and provide a further opportunity for input and feedback. A recommended
OPA for updating the agricultural policies was subsequently presented to County Council in report
CP 2022-162 at the May 11, 2022 meeting and is to be brought back for Council
consideration/adoption on May 25, 2022. Following adoption by County Council, the amendment
will be forwarded to the Province for their review and approval.
With the first phase of the Official Plan review nearing completion, Planning staff are now in a
position to move forward with the next phases of the Official Plan review. A general overview of
the proposed process and matters to be considered as part of these next phases is provided in
the following sections of this report.
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Phase 2 – Environmental Policy Updates
The second phase of the OP review is proposed to focus primarily on updates to Section 3.2 -
Environmental Resource Policies. This will include updates to the policies and associated terms
and definitions in that section. Section 3.2 of the OP currently includes policies which provide
direction on:
Natural Heritage System, including implementation tools and environmental study
requirements and environmental management policies;
Open Space;
Water Resources, including watershed and sub-watershed planning and source protection;
Soil Resources;
Energy Efficiency and Air Quality; and
Natural Hazards.
a) Scope of Policy Review
Similar to updates to the agricultural policies, updates to Section 3.2 will focus primarily on
considering and/or addressing a range of new and/or updated Provincial legislation, regulations,
policies, and guidelines related to land use planning that have been enacted and/or released
since the last comprehensive update of Section 3.2. These include, but are not limited to:
Updates to the Planning Act and associated regulations;
Updated Provincial Policy Statement, 2020;
New and/or updated Provincial guidelines related to PPS implementation, including:
Natural Heritage Reference Manual, and Significant Wildlife Habitat Technical Guide and
Criteria Schedules for Ecoregion 6E and Ecoregion 7E;
Wildland Fire Risk Assessment and Mitigation Reference Manual;
Draft Watershed Planning Guidance and draft Subwatershed Planning Guidance; and
Changes to other provincial or federal legislation including the Species at Risk Act,
Endangered Species Act, and the Fisheries Act.
The following discussion provides further detail on potential updates to some of the specific policy
areas within Section 3.2.
Natural Heritage System Updates
The Oxford Natural Heritage Systems Study (ONHSS), which was last updated in 2016, provides
the current technical basis for identifying the County’s natural heritage system and informing the
implementation of the natural heritage policies contained within the OP. The ONHSS takes a
science-based approach with respect to terrestrial ecology to inform the identification and
evaluation of certain natural heritage features and areas (i.e. woodlands, wetlands, valleylands
etc.) which form part of the County’s natural heritage system.
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Other natural heritage features and areas are identified based on Provincial data (e.g. Areas of
Natural and Scientific Interest - ANSIs), or informed by other legislative requirements (e.g. fish
habitat, endangered and threatened species).
Updates to the natural heritage mapping contained in the 2016 ONHSS are currently underway
based on the 2020 aerial imagery. These updates will provide the updated technical information
necessary to inform the updates to the associated policies in the OP.
Staff will also be considering potential updates to the implementation tools and environmental
impact study requirements and environmental management policies which support the
implementation, management, restoration, and enhancement of the natural heritage system, and
associated features and areas. This may include consideration of such matters as biodiversity
conservation, climate change, education, outreach and stewardship, monitoring, as well as
ecological restoration, to name a few possible topics. Supporting research will also look at
approaches and tools from other municipalities, as well as other science-based approaches for
mitigation measures and restoration approaches, as well as conservation programs, stewardship
and partnership opportunities.
Open Space
With respect to the proposed scope for updates to the open space policies, staff are proposing to
limit the review and update of these policies to focus on incorporating PPS/Planning Act related
changes and any implementation related updates, as well as changes necessary to ensure the
open space and natural heritage system policies continue to integrate and support
implementation. A broader review and re-envisioning of planning for open space (i.e. to better
align with and support related master plans) is something that will be considered as part of the
development of a new OP for the County, as described previously in report CP 2021-336.
Water Resources
There have been a number of changes to the water resource policies contained within the PPS,
2020, which will also need to be considered. This includes requiring that municipalities plan for
the protection of water resources systems (i.e. not just water quality and quantity). This includes
evaluating and preparing for the impacts of a changing climate on water resource systems at the
watershed level and ensuring stormwater management practices minimize stormwater volumes
and contaminant loads and maintain or increase the extent of vegetative and pervious surfaces.
These PPS requirements, along with available guidance, will also be an area of focus for the OP
updates.
Green infrastructure is a newer concept included in the PPS, 2020 which includes both natural
and human-made elements that provide ecological and hydrological functions and processes.
Green infrastructure can include components such as natural heritage features and systems,
parklands, stormwater management systems, street trees, urban forests, natural channels,
permeable surfaces, and green roofs. Planning for green infrastructure is often included within
planning for natural assets. Elements and considerations for planning for natural assets and green
infrastructure will also be considered in relation to natural heritage system and water resource OP
policies through the update.
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As stormwater management and a number of other infrastructure components are areas of Area
Municipal responsibility, Planning staff will be consulting closely with the Area Municipalities in
the review and development of these policies. Updates to the source water protection policies in
the OP are also being proposed to ensure alignment with current Provincial requirements and the
four approved source water protection plans that currently apply within Oxford County. However,
staff are proposing to expedite those policy updates through a separate Official Plan amendment
which is to be brought forward for County Council’s consideration later in 2022.
Soil Resources
Staff note that there have been updates to the regulatory tools under the Environmental Protection
Act, as well as new supporting guidance available from the Province regarding the control and
management of excess soils. Similarly, the PPS, 2020 also encourages planning authorities to
support, on-site and local re-use of excess soil through planning and development approvals while
protecting human health and the environment.
Supporting research will also look at approaches, tools and mitigation approaches from other
municipalities as part of the review and update for this subsection.
Energy Efficiency, Air Quality and Climate Change
Similar to the updates proposed relating to renewable energy in the draft agricultural policies,
updates to the energy efficient and air quality section will be primarily focused on incorporating
updates based on legislative changes resulting from the repeal of the Green Energy Act, as well
the Planning Act and PPS, 2020. Air quality considerations may also include any applicable
updates or changes to related Provincial requirements including under the Environmental
Protection Act and ensure alignment with other applicable Provincial requirements is maintained.
In addition, climate change is a newer element within the 2020 PPS which will require more
specific policy requirements and references to be incorporated into the OP. These include
considerations for water resource systems and natural hazards, improving energy conservation
and efficiency, improved air quality, reduced greenhouse gas emissions, and preparing for the
impacts of a changing climate through changing land use and development patterns. The updates
to these policy areas being proposed as part of this process are intended to focus primarily on
addressing the minimum requirements under the Planning Act and the PPS, which can then
provide the foundation for any further work or initiatives in this area to build upon.
Natural Hazards
Under the 2020 PPS, natural hazards now include policies for hazardous forest types for wildland
fire, in addition to flooding related natural hazards. Municipalities are also required to prepare for
the impacts of a changing climate that may increase the risk associated with natural hazards.
Updates for this subsection will focus on review of the existing flood policies for consistency with
the PPS, and consideration of new policies for hazardous forest types. This will include a review
of background information and analysis building from Provincial guidance regarding hazardous
forest types and consideration of approaches and tools utilized in other municipalities.
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Flood hazard related updates will incorporate appropriate updates and local information available
from each of the four Conservation Authorities in Oxford County. Updates may also include
consideration of the outstanding regulatory changes to the Conservation Authorities Act with
respect to flood protection and corresponding PPS requirements, should such updates be
released by the Province during the course of the review.
b) Conservation Authority Act Changes
The Province is currently proposing a number of changes to the function of Conservation
Authorities (CAs) that may have implications on the delivery and implementation of programs and
requirements related to the implementation of the environmental resource policies in the OP,
including the review of Environmental Impact Studies (EISs). Proposed regulatory changes under
the Conservation Authorities Act were discussed in CP 2021-234. The Province approved
amended regulations in the fall of 2021 which made some minor changes to the categorization of
programs and services and extended implementation timelines into 2024. The development of
agreements for “non mandatory services”, which include Planning Act development review
functions on behalf of municipalities (e.g. EISs and certain natural hazards matters), is now
required to be addressed as part of the implementation of the new regulations.
It is anticipated that the review of these services and agreements may present potential
opportunities to update, change and/or improve certain development review functions and
services currently provided by the CAs with respect to environmental planning. Any potential local
implications and opportunities that are identified in relation to the proposed CA regulatory changes
will be communicated to Council through a future report.
c) Community Engagement
Staff are proposing to undertake preliminary engagement with the Area Municipalities and broader
community in June to begin to develop a better understanding of some of the community’s values,
opinions and concerns with respect to the topic areas addressed by the environmental resource
policies. This engagement will help to inform potential updates to the vision, principles and
objectives and identify areas where additional background research may be required. It will also
provide an opportunity for early input and feedback into the policy development process. The
specific form and details of this preliminary engagement is still in the process of being developed
and/or confirmed by Planning staff.
Following consideration of this initial input, staff will focus on completing updates to the mapping
of the ONHSS and supporting background work, developing draft policies and supporting
materials in preparation for an initial release of a ‘consultation draft’ of the proposed policies in
late 2022, or early 2023. Consultation on the draft policies will include an open house, statutory
public meeting(s) with County Council, and other engagement opportunities and tools (e.g. Speak
Up Oxford) and will include seeking input from the area municipalities and other stakeholders.
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Phase 3 – Updating Implementation Measures and Cultural Heritage
One of the key focuses of the OP review is reviewing and addressing various changes to the
Planning Act and Provincial Policy Statement (PPS) that have occurred since the last major
review of the OP. As such, this Phase of the OP update will focus on updates required to address
Planning Act and PPS changes related to a number of OP policy areas, including implementation
measures and cultural heritage. Further details are provided below.
a) Cultural Resource Policies
Section 3.3 of the OP contains the policies that provide direction with respect to conservation of
cultural heritage resources within the County. This includes policies pertaining to built heritage
and archeological resources.
There have been a number of updates to the PPS, as well as the Heritage Act, since the last
review and update of Section 3.3. As such, it is proposed that these policies be reviewed and
updated to ensure the policies, terms and definitions pertaining to cultural heritage are consistent
with current provincial direction and terminology and continue to support the conservation of
cultural heritage in Oxford County.
b) Implementation Measures
Chapter 10 of the OP contains the provisions and policies necessary to enable the objectives and
policies of the OP as a whole to be implemented. Some examples of changes to the Planning
Act and associated regulations that may need to be reviewed and considered in relation to
implementation measures, are as follows:
Various changes to the requirements for processing of various planning applications (e.g.
processing timelines, notice provisions, complete application requirements etc.);
Removal of the height and density bonusing provisions and introduction of new provisions to
provide municipalities with the option of implementing a ‘community benefit charge’
approach to address certain planning matters (e.g. provision of parkland and certain other
community amenities/improvements etc.);
Modifications to the parkland dedication provisions;
Revised provisions with respect to implementation of a community planning/development
permit system; and,
Changes to the types of matters, reasons, and process for appeals to the Ontario Land
Tribunal (OLT), recently known as the Local Planning Appeal Tribunal (LPAT) and prior to
that, as the Ontario Municipal Board (OMB).
Many of these changes are intended to support or guide planning processes, including the
implementation of existing OP requirements, such as submission of background studies to
demonstrate that a proposed development meets applicable development standards and criteria.
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However, some of the other Planning Act changes (i.e. alterative parkland dedication, community
benefit charges, and community planning/development permit systems etc.) that would be
implemented through, or informed by, the OP would require detailed background studies and/or
master plans to be undertaken in order to be implemented. Therefore, if such changes were to be
considered, it would generally be more appropriate for that to be undertaken as part of the
development of a new OP.
Implications of Bill 109 – More Homes for Everyone Act
Bill 109 included a number of changes to the Planning Act, as described in Report CP 2022-180.
These changes to the Planning Act including the introduction of mandatory refund of application
fees if specified review timelines are exceeded for certain applications (i.e. Zoning and Site Plan).
Therefore, to ensure the County and Area Municipalities have the necessary policy framework in
place to properly implement these proposed changes prior to their taking effect on January 1,
2023, Planning staff are proposing to expedite the review and update of the County’s complete
application and related policies in Chapter 10 of the OP through a separate amendment from the
OP review. These updates would provide more detailed direction with respect to the process and
requirements for determination as to whether such applications are deemed to be ‘complete’, as
that is the point at which the statutory processing timelines start.
In addition, it is recognized that the Provincial government may continue to make further changes
to the Planning Act and Provincial Policies based on the feedback from consultation on Bill 109
and related implementation measures, as discussed in Report CP 2022-180. As such, staff will
continue to monitor the nature and extent of these changes as they are released and may include
these within the scope of the third phase of the OP review, or address them through separate
amendments, as appropriate. County Council will be updated on the recommended approaches
in response to any such changes through future reports.
Timing and Community Engagement
Phase 3 work is anticipated to begin in mid 2022, with a consultation draft of policies being
presented to County Council early to mid 2023, depending on the ultimate scope of the policy
revisions and nature and extent of community engagement.
a) Questions and Feedback following the Special Meeting of Council
Following the Special Public meeting of County Council to formally initiate the current OP review
on October 13, 2021, several inquiries were received with respect to the scope of the review and
opportunities for input. These inquiries largely related to when updates to the County’s Growth
Management policies are being considered and, in particular, implementation of the County’s
Phase 1 Comprehensive Review study and related opportunities to expand the County’s urban
settlement boundaries, and timing for updates to implement the recommendations of the ONHSS.
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In this regard, it is noted that expansions to the County’s settlement areas (i.e. where required to
accommodate forecasted growth as identified through the County’s Phase 1 Comprehensive
Review, which was adopted by Council in 2020) have been on-going and are generally initiated
by the County and/or Area Municipalities through a separate Official Plan amendment, supported
by comprehensive secondary planning and servicing strategies. This allows the timing of the
settlement expansion process to be tailored to each Area Municipality’s specific needs and
context (i.e. to allow for the completion of municipal boundary adjustments, servicing capacity
expansions etc.).
Further, the County is proposing to update the Phase 1 Comprehensive Review (i.e. growth
forecasts and land need study) again in early 2023 (i.e. once all of the supporting data from the
2021 Census has been released), to ensure it reflects current data and trends. Given the recent
high levels of growth in the County, it is anticipated that these updates may identify the need for
additional growth land in a number of the Area Municipalities.
In terms of the timing for updates to implement the recommendations of the ONHSS, those are
proposed to be included in the updates to the Environmental Resource policies which are to be
undertaken as part of Phase 2 of the OP review, as described above.
Next Steps
As previously noted, the first phase of the OP review focused on proposed updates to the County’s
agricultural policies and that process is nearing completion. The subsequent phases are generally
proposed to proceed as outlined in this report, with each phase including opportunities for
consultation with and input from the Area Municipalities, the community, and other stakeholders
through a range of engagement tools and formats.
In addition to the OP update, staff are also undertaking and/or proposing to undertake a separate
amendment, or amendments, to expedite updates for certain key and/or time sensitive policy
matters (i.e. additional residential units, source water protection, and complete application
requirements).
Conclusions
The intent of this report is to provide County Council with an update on progress and next steps
with respect to the review and update of the County’s OP in accordance with Section 26 of the
Planning Act and seek Council direction to proceed with the next phases of the review, which
pertain to natural heritage and the environment, cultural heritage, and general implementation
measures.
The primary focus will be on addressing various requirements and changes under the Planning
Act and 2020 PPS, but may also include minor changes to improve the overall structure and
readability of the plan, simplify and/or clarify existing policy direction and intent, and reflect
community input.
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Each phase/amendment which forms part of the OP review is subject to Provincial approval to
ensure consistency with the PPS, 2020 and other Provincial interests, following adoption of the
amendment by County Council. Additional and significant opportunities for public input will be
provided as part of each respective phase of the OP review process.
SIGNATURES
Report Author:
Original Signed By
Paul Michiels
Manager of Planning Policy
Report Author:
Original Signed By
April Nix
Development Planner – Policy Focus
Departmental Approval:
Original Signed By
Gordon K. Hough
Director of Community Planning
Approved for submission:
Original Signed By
Michael Duben, B.A., LL.B.
Chief Administrative Officer
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1
Project Initiation
June 2022
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Overview
•Why update the Official Plan,
•Existing OP content for environmental resources,
•Legislative context
•Policy focus areas
•Project timing
•Next steps
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33
Why update the Official Plan?
•Legislative and policy changes,
•Ensuring local context,
•Evaluating effectiveness of existing policies, and,
•Improving and modernizing processes and requirements.
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44
Existing OP Policy Context
•Focus will be on the topics addressed through Section 3.2 of the Official Plan.
•This will focus on:
•Natural Heritage
•Open Space
•Water Resources
•Watershed planning
•Surface and groundwater protection
•Soils
•Natural Hazards
•Climate Change
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Legislative Context
Planning Act
•Legislative authority for municipalities to regulate land use
•All planning policies/decisions must be ‘consistent with’ PPS
2020 Provincial Policy Statement (PPS)
•Provides policy direction on matters of provincial interest
related to land use
•Municipal policies may exceed minimum PPS standards,
but shall not conflict
Provincial Guidance
•Natural Heritage Reference Manual,
•Wildland Fire Risk Assessment and Mitigation Reference Manual,
•Draft Watershed Planning Guidance and Draft Subwatershed
Planning Guidance
Other Provincial and Federal Legislation
•Species At Risk Act, Endangered Species Act
•Fisheries Act;
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66
Natural Heritage
•The natural heritage system is made up of important natural features and areas such as woodlands, wetlands, valleylands, meadows and watercourses.
•Oxford Natural Heritage Systems Study (ONHSS) was last updated in 2016.
•Mapping is currently being revised again based on 2020 aerial.
•Updates will focus on incorporating a natural heritage ‘system’ into the Official Plan, building from Provincial guidance and ONHSS.
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77
Natural Heritage
•Updates will also incorporate other legislative changes and requirements (e.g. Fisheries Act, Species At Risk Act, Endangered Species Act, etc.)
•OP policies could include other aspects of natural heritage and environmental planning:
•Examples: biodiversity, restoration, invasive species, pollinators, road ecology, urban forestry, stewardship, etc.
•These are some of the areas where staff are seeking input from the Area Municipalities and the community.
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Open Space
•Open space policies guide uses related to
parks and trails and related recreational uses.
•Focus of policy updates will focus on:
•alignment with Provincial requirements,
•incorporate any newer local studies (as applicable),
•ensure integration with other updates to the rest of the environmental resource policies
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99
Water Resources
•PPS, 2020 now requires municipalities to plan for ‘water resource systems’:
•Includes using watersheds/subwatershed planning as part of the basis for the system,
•Includes requirements for protection of water quality and quantity of surface water and groundwater features,
•Policies also need to address stormwatermanagement updates,
•Updates to address Source Water Protection Plans will be done through a separate amendment.
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1010
Soils
•Legislation regarding management of excess
soils has seen a number of change in recent years.
•Focus of policy updates will be on incorporating/aligning with these legislative changes.
•Soil loss and degradation is also an area of concern with respect to the impacts of a changing climate.
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1111
Natural Hazards
•Flooding
•PPS, 2020 includes requirements for planning for flooding impacts
and requires that planning authorities prepare for the impacts of a
changing climate that may increase the risk associated with natural
hazards.
•Review will be focusing on ensuring policies meet Provincial
standards and understanding local flood risks.
•Hazardous Forest Types
•New natural hazard in the PPS
•Province has developed guidance
•Focus is on directing and mitigating development from high risk
areas
•Staff are undertaking analysis to better understand what “high risk
areas” means in the context of the County and Area Municipalities.
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1212
Climate Change
•PPS, 2020 speaks to mitigating and adapting to a changing
climate with respect to:
•Natural hazards
•Water resource systems
•Development and land use patterns
•Infrastructure and public service facilities
•Updates to renewable energy policies.
•Looking for input and feedback on incorporating other aspects
from other plans and strategies (e.g. Future Oxford) regarding
planning for a changing climate to consider as part of this update:
•Biodiversity planning
•Water conservation and efficiency
•Transportation demand management, alternative modes of transportation
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1313
Project Timing
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1414
Next Steps
•Meetings with each of the Area Municipal
Councils
•Community engagement via Speak Up Oxford
•Feedback received will be used in inform research, policy objectives and directions.
•Background research, development of policy objectives and directions along with mapping updates next area of focus.
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Questions
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Concerns of the Hickory Hills Residents
Tillsonburg, ON N4G 5L6
Presentation to the Mayor and Councillors of the Town of Tillsonburg Ontario.
Issue: Ongoing excessive traffic volume and associated safety concerns:
The Committee of Concerned Hickory Hills Residents appreciates the opportunity
to present our issues and recommendations regarding the excessive traffic
volume along Wilson Ave., the main avenue running north and south through our
adult lifestyle living community.
Following the presentation in May 2020, and the subsequent council meeting of
September 14, 2020, it was recommended by the council that the speed limit be
reduced to 40Km and that the appropriate signage be installed. The work was
completed by December 2020 and we are grateful to the council for that decision.
Unfortunately, we are still living with a high volume of traffic, the noise pollution
that comes with it, the speeding (so it seems) and the important safety issue, due
primarily to the growth in surrounding neighbourhoods that are using Wilson Ave.
as a shortcut to downtown.
The volume of traffic is heaviest along Wilson Ave. to and from Baldwin St. and
Dereham Dr., especially during the morning, noon and evening rush hour.
School buses transporting students from/to adjacent neighbourhoods are also
using Wilson Ave. as their shortcut.
Hickory Hills, as you know, is an established adult living community and many of
our senior residents deal with hearing, vision, cognitive and mobility issues,
putting them at a higher risk of injury when travelling along, or attempting to
cross Wilson Ave. As the warm weather approaches, both adults and children
from adjacent communities also walk and cycle along Wilson Ave. and often cross
the main road, other than at the one designated crosswalk by our community
center. Note: The only other relatively safe crossings are at the two stop signs
on Wilson Ave.; one at Dereham Dr. and the other at Wilson and Charlotte.
Unfortunately, some drivers in a hurry fail to make a full stop at these signs,
further endangering pedestrians and cyclists.
Of concern as well, at the stop sign on Wilson Ave. and Baldwin St. there are very
often up to 5 cars waiting to turn left onto Baldwin St. going downtown.
Because of a blind spot created by the hill, between Rolph St. and Wilson Ave.,
there is the possibility for a bad accident to happen.
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Given the concerns outlined above, we submit the following proposed solutions
to help reduce the volume of traffic, noise pollution and some speeding in Hickory
Hills. We urge you to consider that no other development in Tillsonburg has an
avenue, street, road or otherwise traversing their community right in the middle
of their development. Please consider that we have more than 400 houses in
our community. This also creates its own traffic volume. We are no different
than the Trottier development, the Baldwin Place development and so on that do
not have to live with these issues. The important consideration is the overall
health and safety of all residents. We firmly believe that addressing and
resolving these concerns in a proactive manner will prevent accidents and bodily
injuries; a resolution that is a high priority and of mutual interest to both the
Township and all its residents.
Recommendations:
• Reduce the volume of traffic on Wilson Ave. going south to Baldwin St. by
changing Dereham Dr. west of Wilson Ave. to a "one way" street, ending at
Denrich or Charlotte. Residents living west of Denrich have several other
optional and convenient routes available to them.
• Reclassify Wilson Ave. from a collector to a local avenue, street or road.
• This we believe would comply with the County of Oxford Official Plan, Town
of Tillsonburg Land use Policies 8.7 Transportation, Strategic Approach
8.7.1 under "Minimize Conflict" which says; "Minimize conflict between
non-local and local traffic by defining a hierarchy of roads which allows a
good level of service on major roads while reducing non-local, through
traffic movement within neighbourhoods."
• Request the OPP to conduct speed checks during busy times.
Enforcement of the 40Km zone is not being done.
Submitted by the committee on behalf of the concerned residents
Claude Archambault, Resident and committee member
Barry Kelly, Resident and committee member
Madeleine Aucoin, Resident and committee member
John Lawrence, Resident and committee member
Page 49 of 319
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Page 50 of 319
FUTURE OF SHORTLINE
RAIL IN THE SOUTH
CENTRAL ONTARIO REGION
Page 51 of 319
Agenda
1)Overview of Project
2)Economic Development Case
•Industrial Sites Along Rail Line
3)Project Funding
4)Ask from Municipality
Page 52 of 319
Overview of Project
•January 2022: GIO Rail reinstated rail service from St. Thomas to Tillsonburg
(Phase 1)
•Phase 2 will include expansion into Norfolk County if a significant business
case can be made
•Timeline: Over the next three years, gradual infrastructure upgrades will take
place, including bridge repairs, cross tie replacements, and crossing
upgrades.
Page 53 of 319
Overview of Project
Page 54 of 319
Business Development Study:
•7 businesses surveyed
•Total employees (FTE): 402
•Reported annual revenue loss if shortline service remains suspended: $7,910,000
•Reported annual logistics costs due to loss of shortline service: $1,450,000
Current Business Plans:
•Working with 4 businesses currently located along track
•New Businesses (re-locating for access to rail)
•Estimated Volume: 1,500 cars/yr by Year 3
Economic Development Case
Page 55 of 319
Economic Development Case
Municipality Total Acreage Vacant Acreage Total Number of
Industrial Sites
Number of Vacant
Industrial Sites
Norfolk County 193.31 68 11 1
Oxford County 609.71 458.8 18 8
Tillsonburg 609.71 458.8 18 8
Elgin County 665.14 387.69 22 12
Aylmer 155.31 87.05 11 6
Bayham 53.02 53.02 2 2
Central Elgin 247.62 247.62 4 4
Malahide 209.19 0 5 0
Total 1,468.16 914.49 51 21
Updated December, 2020
Industrial Sites Along Project Site
Page 56 of 319
Industrial Sites along the Cayuga Line -Elgin
Page 57 of 319
Industrial Sites along the Cayuga Line -Oxford
Page 58 of 319
Industrial Sites along the Cayuga Line –Norfolk
Page 59 of 319
Economic Development Case
Benefits:
•Long-term infrastructure investment
•Increased environmental sustainability of transportation
•Sustainable and affordable logistics for businesses and supply chains
•Reduced car rate
•Key piece of Business Retention + Expansion and Business Attraction
strategies
Page 60 of 319
Project Budget
Expenditure Item Cost
Tie Replacement $1,460,000
Bridge Inspection $205,680
Bridge Repairs $150,000
Crossing Upgrades $3,907,000
Project Administration $45,000
Environ/Indig. Consultation, etc.$2,000
Contingency (15%)$865,452
Total $6,635,132
Page 61 of 319
•National Funding
•National Trade Corridor Fund
•Provincial Funding
•Discussion with relevant Ministries
•Municipal Funding
•Counties of Elgin, Oxford and Norfolk
Project Funding
Page 62 of 319
Rail Crossings –Elgin County
Road Crossing Road Ownership
Belmont Rd. (County Rd. 74)Elgin
Penhale Rd.Central Elgin
Springwater Rd.Elgin
Rogers Rd.Malahide
Elm St. (Count Rd. 53)Elgin
John St. N. (County Rd. 73)Elgin
Hacienda Rd.Malahide
Glencolin Line Elgin
Springfield Rd. (County Rd. 40)Elgin
Walker Rd.Malahide
Road Crossing Road Ownership
Carter Rd.Malahide
College Line Malahide
Springer Hill Rd.Bayham
Culloden Rd.Elgin
Best Line Bayham
Somers Rd.Bayham
Green Line Bayham
Elliot Rd.Bayham
Bayham Dr.Bayham
Page 63 of 319
Rail Crossings –Norfolk County
Road Crossing Road Ownership
Jackson Side Rd.Norfolk
Goshen Rd.Norfolk
Plowman’s Line Norfolk
Norfolk County Hwy 59 Norfolk
Talbot St. (Regional Rd. 38)Norfolk
Page 64 of 319
Rail Crossings –Oxford County
Road Crossing Road Ownership
Clearview Dr.Tillsonburg
ON-3 Provincial
Young St.Tillsonburg
Vienna Rd. (Hwy 19)Oxford
Bell Mill Side Rd.Tillsonburg
Page 65 of 319
•Letter of Support
•Stating the benefits of the project to the region and your municipality
•Deadline June 25, 2022
Ask from Municipalities
Page 66 of 319
Contact:
Contact:
Kimberly Earls -kimberly.earls@scorregion.com
Shelby Woodall –shelby.woodall@scorregion.com
Thank you!
Page 67 of 319
G . D o u g l a s V a l l e e L i m i t e d
2 Talbot Street North, Simcoe, ON N3Y 3W4 Phone: 519 426-6270 Fax: 519 426-6277 www.gdvallee.ca
June 6, 2022
County of Oxford
Planning and Development
21 Reeve Street, P.O. Box 1614
Woodstock, Ontario, N4S 7Y3
Attention: Mayor and Council
Reference: Potters Gate Phase 4 – Minor Modifications to Zoning Clarification Letter
Request for new motion and support of Council
Tillsonburg – Oxford County
Our File 21-002
G. Douglas Vallee Limited has been retained by Oxnard Potters Gate Inc. to make application for approval
of a draft plan of subdivision, Zoning By-law Amendment and a severance application to permit 79
dwelling units (25 street townhouses and 54 single detached units) on 5.029 hectares of land in the Town
of Tillsonburg, Oxford County. All applications were approved by the Town and County.
Once approvals were obtained, the developer’s surveyor and architect noticed minor challenges with
zoning compliance and dwelling unit designs as the ‘fit’ on the approved lot fabric. Emails were
exchanged with the County to discuss these modifications. As such, at the request of the County, this
letter summarizes the minor changes to the zone provisions necessary to allow for zoning compliance
and to avoid challenging dwelling unit designs changes for the Phase 4 subdivision.
At the Council meeting of May 24, 2022, there were concerns raised by 3 Councilors regarding how the
reductions could impact parking. There did not appear to be any other concerns. The discussion was
primarily regarding ‘frontage’ and the ability to park a vehicle in the driveway. Based on a review of the
Council meeting recording, it appears that ‘frontage’ may have been confused with ‘front yard depth.’
Furthermore, a Councilor indicated that the reduction was for 2 ½ feet. If we are mistaken, we offer points
of clarification regardless to help bring light to the nature of the minor reductions being requested.
To clarify, the frontage is measured along the street line. Therefore, a reduction of 1 foot (0.3 metres)
does not at all impact the ability to park a vehicle on any of the lots. Even with the reduction, there is still
4.35 metres of driveway width available whereas the zoning by-law requires a minimum width of 2.7 m –
3.0 m. In respect to the minor modifications request, all reductions to setbacks are 1 foot (0.3 metres)
which have been reviewed and supported by development review and planning staff. No concerns have
been identified. The lot depth reduction for Lot 3 is 0.5 metres which is caused by the ‘curve’ in the road
unlike all other lots in the draft plan of subdivision. No impacts are generated from this minor reduction
of lot depth for Lot 3.
As such, we respectfully request that Council reconsider this request for the minor reductions to setbacks
and lot frontage of 1 foot (0.3 metres) to avoid a very time consuming and costly process to re-apply for
a zoning by-law amendment to achieve the exact same request here. There is a large shortage of housing
and a significant immediate need to put shovels in the ground to provide the County and its residents with
options for new housing.
Page 68 of 319
Potters Gate Phase 4 – Minor Zoning Modifications
Tillsonburg, Oxford County
Our Project 21-002 Page 2
G. DOUGLAS VALLEE LIMITED
Consulting Engineers, Architects & Planners
Authorized by the Association of Professional Engineers of Ontario
to offer professional engineering services.
We respectfully request Council to support a motion to approve the minor requests. We would be pleased
to be available for any questions at Council meeting to help bring clarity to the minor requests. Details
regarding these requests are provided below should there be technical questions of Council.
Minor Modifications Proposed
Minor changes to the zoning by-law can be approved without subsequent public notice under Section
34(17) of the Planning Act. Subsection (17) states:
Further notice
(17) Where a change is made in a proposed by-law after the holding of the public meeting mentioned in
subclause (12) (a) (ii), the council shall determine whether any further notice is to be given in respect of
the proposed by-law and the determination of the council as to the giving of further notice is final and not
subject to review in any court irrespective of the extent of the change made in the proposed by-
law. R.S.O. 1990, c. P.13, s. 34 (17); 2006, c. 23, s. 15 (9).
The requested changes to the draft zoning by-law are as follows:
Firstly: Blocks 55 through to Block 60 (R3-23 and R3-24) frontages are very close to the minimums.
8.6.24.2.5 LOT FRONTAGE, CORNER LOT
Minimum 10.5 m (34.4 ft) Proposed 10.2 m
8.6.24.2.6 LOT FRONTAGE, INTERIOR UNIT
Minimum 7.5 m (24.6 ft) Proposed 7.2 m
8.6.24.2.7 LOT FRONTAGE, END UNIT
Minimum 9 m (29.5 ft) Proposed 8.7 m
For example:
Block 55 needs 26.1 m with these reductions. 27 m is provided.
Block 59 needs 33.3 m with these reductions. 34.5 m provided.
Secondly: Lot 3 (R2 -31) does not meet the amended rear yard depth of 29.0 its depth is 28.650.
The amended yard depth of the R3-23 and R3-24 zone is 28.5m.
We request that the R2-31 lot depth be amended to reflect a minimum of 28.5 m. This would allow for
lot depth to be consistent throughout the zone and Lot 3 would meet the minimum requirement.
Page 69 of 319
Potters Gate Phase 4 – Minor Zoning Modifications
Tillsonburg, Oxford County
Our Project 21-002 Page 3
G. DOUGLAS VALLEE LIMITED
Consulting Engineers, Architects & Planners
Authorized by the Association of Professional Engineers of Ontario
to offer professional engineering services.
Thirdly: The single detached dwelling lots are slightly narrow. The architect dwelling unit designs include
1.2m side yard setbacks for the R2-31 zoned lands. The by-law requires 1.5 m and 1.2 m on one side
which would trigger minor variances or a redesign of each dwelling unit proposed for the R2-31 zoned
lots.
There does not appear to be any planning impacts with the change of 0.3 metres to the interior side yard
setback. We request that both interior side yard setbacks be required at minimum of 1.2m.
Conclusion:
The draft plan of subdivision for Potters Gate Phase 4 was originally designed too precise at the draft
plan stage to consider updates from the surveyor and consultation with the developer’s architect for unit
dwelling design. In order to ensure all lots and future dwelling units comply with the zoning by-law, a
modification of 0.3 metres is requested for the R3 category frontage requirements, the R2 lot depth
requirement and the R2 interior side yard setback requirement.
These minor changes will allow for the draft plan approval to move forward through the clearance of
conditions and final approval process while ensuring all lot comply with zoning and the architectural
design of the dwelling units do not have to be redesigned. There does not appear to be any planning
related impacts or functionality impacts resulting from these minor changes. Accordingly, we respectfully
request that the forthcoming by-law to implement the proposed zoning changes, be supported by staff
and approved by Council, and that Council resolve to determine that further notice does not need to be
given in respect of the proposed by-law.
We encourage you to contact us should you have any questions or concerns.
Yours truly,
Eldon Darbyson, MCIP RPP
G. DOUGLAS VALLEE LIMITED
Consulting Engineers, Architects & Planners
H:\Projects\2021\21-002 Potters Gate Phase 4\Agency\Submissions\2022.05.16 - Zoning Update Letter\2022.06.06 - Council Response Letter - Potters Gate Phs 4.docxx
Page 70 of 319
Page 71 of 319
1
Ministry of Northern Development, Mines,
Natural Resources and Forestry
Ministère du Développement du Nord, des
Mines, des Richesses naturelles et des Forêts
Wildlife Research and Monitoring Section Phone: 1-888-574-6656
2140 East Bank Drive Fax: 705-755-1559
DNA Building, c/o Trent University Email: rabies@ontario.ca
Peterborough, ON K9L 1Z8
May 31, 2022
In 2022, the Ministry of Northern Development, Mines, Natural Resources and Forestry (NDMNRF)
will once again be conducting Oral Rabies Vaccine (ORV) bait distribution and trap-vaccinate-
release (TVR) programs in Ontario. Baiting and TVR operations will begin June 27 and continue
until the end of October. TVR operations in St. Catharines began May 2.
Please find attached:
1) Map of planned baiting area for 2022
2) Rabies Vaccine Bait Information Sheet
Per the attached map, rabies vaccine bait distribution will be conducted in rural areas with
NDMNRF aircraft and by hand in urban areas by NDMNRF wildlife technicians. These are the
details of bait distribution work in 2022 (dates are subject to change depending on weather
conditions):
Grey shaded areas will be completed with a combination of Twin Otter airplane and
Eurocopter EC130 helicopter. Twin Otter flights will occur from August 15 through to
August 21, with Eurocopter EC130 flights occurring August 22-26.
Urban hand baiting, including the use of temporary bait stations, will occur in the brown
shaded areas starting June 27 and continue through to the end of October.
Live trapping and vaccinating wildlife (trap-vaccinate-release) will occur in the areas
surrounding Hamilton, Niagara, St. Catharines and Welland shaded in yellow starting May
2 and will continue through to the end of October.
Preventative baiting of the purple shaded areas in eastern Ontario will take place in early
August and will take one day to complete.
In addition to the activities mentioned above, NDMNRF may conduct localized rapid response
baiting and trap-vaccinate-release measures, which would take place in the event of a raccoon or
fox strain rabies case outside of the planned baiting area.
The ministry is committed to the research, surveillance, control and elimination of the outbreak of
rabies in southwestern Ontario to prevent the disease from spreading. Since the start of the rabies
outbreak in 2015, the first of its kind in over a decade, NDMNRF has taken quick action to protect
communities, distributing 7.5 million vaccine baits by air and ground. Rabies cases have
decreased by 95% since 2016.
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2
In keeping with current World Health Organization guidelines, the 2022 rabies control zone has
been reduced as some areas have had no reported cases in over two years. The control zone
encompasses an area within approximately 50 km of positive cases that are less than two years
old (positive cases since July 1, 2020).
Any warm-blooded mammal can contract rabies. If a human contracts rabies and does not receive
treatment, the disease is fatal.
The khaki-green coloured bait being distributed by hand and by aircraft is made of wax-fat with an
attractant flavour (vanilla-sugar). A label with a toll-free telephone number (1-888-574-6656) and
the message “Do not eat” is located on the exterior of the bait, and a plastic package containing
the liquid rabies vaccine is embedded in the centre. If found, the bait should not be touched, but
left for raccoons, skunks and foxes to consume. (See attached bait identification hand out for
detailed description.)
Ontario’s rabies vaccine baits have been tested to ensure they are safe for wildlife, people, and
pets. However, eating a vaccine bait does not replace the regular rabies vaccination provided by
a veterinarian for pets. If a pet has eaten a bait and the owner is concerned, they should contact
their vet as a precaution.
Ontario’s rabies control program is a joint effort that receives important input and contributions
from a variety of partners across the province. Partnerships with provincial ministries, federal
agencies, regional health units, municipalities, wildlife rehabilitators, licensed trappers, wildlife
control agents and Indigenous communities are all key to the continued success of Ontario’s rabies
control program.
For further information about rabies in Ontario, please visit Ontario.ca/rabies or contact the
ministry’s rabies information line at 1-888-574-6656.
Larissa Nituch
Rabies Science Operations Supervisor
705-313-2043 (cell)
Larissa.Nituch@ontario.ca
Page 73 of 319
The Ministry of Northern Development, Mines, Natural Resources and Forestry
Rabies vaccine bait identification
June 2022
The Ultra-lite vaccine bait, ONRAB®, is used in Ontario for both fox strain and raccoon strain rabies control. Exposure to the bait is not harmful to people or pets; however, in the unlikely event that people or pets come in contact with the vaccine contained in the bait, contacting a doctor or veterinarian as a precaution is recommended.
Bait Ingredients
The bait formula coats the blister pack containing the vaccine. This formula consists of vegetable based fats, wax, icing sugar, vegetable oil, artificial marshmallow flavour and dark-green food grade fat-soluble dye.
Ultra-lite blister-pack (Vaccine Carrier)
This is a polyvinyl chloride (PVC) blister pack (40 mm x 22 mm x 10 mm) which weighs approximately 4.3 grams. The blister pack is a white/clear polyester flocked container with a heat-sealed laminated polyester lidding. The body of the blister pack is embedded in the bait matrix but the green lidding is exposed and has a black warning label printed on it.
Inside Baits: ONRAB® oral rabies vaccine
Description: a recombinant live virus liquid vaccine
Volume/bait: 1.8 ±0.1 ml in the blister pack
Other inclusions: vaccine stabilizers
Colour: clear
Target species: skunk, fox, and raccoon
Contact: Wildlife Research and Monitoring Section rabies@ontario.ca1-888-574-6656Ontario.ca/rabies
Disponible en français
Page 74 of 319
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1
Downtown Tillsonburg Business Improvement Area
E-VOTE of June 7th, 2022
Motion to approve the 2021 DTBIA Financial Statements
Moved by: D. Rasokas, (Treasurer) and Seconded by: W. Cameron
"And resolved that the 2021 DTBIA financial statements as presented
(attached); hereby be approved/adopted; and be sent to the Town of
Tillsonburg forthwith".
TOMICO Yes No E-VOTE VIRTUAL
CAMERON Yes No E-VOTE VIRTUAL
GILVESY Yes No E-VOTE VIRTUAL
VAN GEER TRUYDE Yes No E-VOTE VIRTUAL
RASOKAS Yes No E-VOTE VIRTUAL
TEDESCO Yes No E-VOTE VIRTUAL
ROSEHART Yes No E-VOTE VIRTUAL
BOSSY Yes No E-VOTE VIRTUAL
BIRTWELL Yes No E-VOTE VIRTUAL
CRESSMAN Yes No E-VOTE VIRTUAL
“MOTION CARRIED”
VOTES IN THE AFFIRMATIVE: 10 NO VOTES: 0 NOT VOTING: 0
APPROVED BY: C. Tomico, Board Chair
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Page 1 of 2
SUBJECT: 2021 Fourth Quarter Consolidated Financial Results
Report Number: FIN 22-12
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Council receives report FIN 22-12 2021 Fourth Quarter Consolidated
Financial results as information.
BACKGROUND
To provide Council with the actual January 1, 2021 to December 31, 2021 Town wide
consolidated financial results.
DISCUSSION
The attached appendices summarize by department the variances between 2021 actual
results for the year ended December 31, 2021 and the 2021 budget.
The fourth quarter results reflect an overall Town wide consolidated draft 2021
operating surplus of $933,847 and capital surplus of $77,958.
2021 was a year that was still impacted heavily by the pandemic. A year-end surplus is
being reported due to the relatively continued mitigation efforts implemented by Town
staff, which included staffing layoffs, delays in some recruitments and suspension of all
non-critical recruitment; training/workshops/conferences, heat-light-water, advertising
and certain subcontractor expense reductions; and reduced service levels to recreation
programs and facilities, museum and airport operations due to mandated closures.
Additionally, the financial support received by the Province ($295K) significantly
assisted with mitigating the financial strain resulting from lost user-fee revenue sources.
Page 90 of 319
FIN 22-12, Q4 Consolidated Financial Results
Page 2 of 2
FINANCIAL IMPACT
The Town’s 2021 financial external audit is currently underway and, once completed, a
subsequent report containing the draft financial statements and related recommendation
on reserve transfers per the Town’s Surplus Allocation Policy will be provided for
Council review and approval.
Questions or comments relative to the departmental 2021 fourth quarter revenues and
expenditures should be referred to the applicable members of the Senior Leadership
Team for commentary.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal - The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Direction – N/A
Priority Projects – N/A
ATTACHMENTS
1. Appendix A – 2021 Q4 Consolidated Operating Results
2. Appendix B – 2021 Q4 Consolidated Capital Results
Page 91 of 319
2021 2021 Actual %Note
Budget Actuals Variance Variance Reference
Revenues
Levy, PILS 17,730,900 17,356,007 (374,893)
Grants 1,856,500 2,370,222 513,722
User Charges 5,675,600 6,280,842 605,242
Other Revenue 299,600 335,571 35,971
Specified Revenue 14,296 14,296
Contribution from Reserves 348,400 510,013 161,613
Total Revenues 25,911,000 26,866,951 955,951
Expenditures
Labour 10,446,500 9,843,670 602,830
Purchases 4,525,400 4,055,764 469,636
Contracted Services 6,210,600 6,071,822 138,778
Contribution to Reserves 476,800 1,690,916 (1,214,116)
Interfunctional Adjustments 444,800 446,518 (1,718)
Debt Principal & Interest 1,895,040 1,912,554 (17,514)
Total Expenditures 23,999,140 24,021,244 (22,104)
Total Net Levy 1,911,860 2,845,707 933,847
Development Charges
DC Revenue Collected (1,893,009)
DC Contribution to Reserves 1,893,009
Page 92 of 319
2021 YTD Budget
Budget Actuals Variance
110 Corporate Services 59,600 63,261 (3,661)
130 Fleet (1,229)1,229
150 Fire 10,000 7,475 2,525
160 Police 57,000 55,726 1,274
210 Engineering 99,000 87,970 11,030
220 Public Works 875,700 875,700 0
240 Airport 0 0
260 Storm Sewers 555,600 555,600 0
300 Cem 60,000 55,228 4,772
450 Parks 110,000 109,590 410
460 Rec - Programs 10,000 13,243 (3,243)
465 Rec - Bldg Mtce 205,000 142,601 62,399
467 Elliott Faifbairn Centre 0 0
475 Museum 10,000 10,000 0
500 DCS (1,221)1,221
505 Economic Dev 0 0
Total Town 2,051,900 1,973,942 77,958
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Page 1 of 9
Subject: Fourth Quarter Economic Development and Marketing Results
Report Number: EDM 22-15
Department: Economic Development Department
Submitted by: Cephas Panschow
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Council receives Report EDM 22-15, 2021 Fourth Quarter Economic
Development and Marketing Results as information.
BACKGROUND
Economic Development Activity
2020 (Actual) 2021 (Target) 2021 (Actual)
Lead Files Opened 75 70 100
Lead Files Closed 60 65 103
Corporate Visits 15 12 7
Client Visits 27 20 18
New Businesses
Opened
23 15 25
Businesses Closed 18 N/A 15
Website (All Town
Pageviews)
525,108 N/A 557,017
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EDM 22-15
Page 2 of 9
Website Activity
(Main Business
Page)
2,048 3,400 2,149
Website Activity
(Available
land/buildings)
2,023 N/A 2,016
New Businesses
Quarter Business Name/Address
Q1 Inara Counselling** - Home Occupation
ReelFlies.ca – 93 Broadway
People's Choice Warranty – 107 Broadway
Tillsonburg Chiropractic – 10 Brock St E
Q2 Capturing Eden Cannabis – 52 Simcoe St
Canadian Mental Health Agency – 41 Broadway
Grand Cannabis – 523 Broadway
Green Theory Design – 1523 Bell Mill Sideroad
Our Creative Touch - 21 Ridout St W
QBUD Cannabis – 200 Broadway
The Underground – 107 Concession St E
True North Cannabis – 110 Broadway
Two Ladies and a Cheese Shop – 20 Brock St W
Q3 At my Playground – 60 Cedar St
DeVos Construction** – Home Occupation
Fallen Forest – 102 Spruce St
Hoof and Tails Tack Shop - 145 Simcoe St
Motor City Wheelz – 39 Oxford St
Pizza Time* – 523 Broadway
Safe on Site Training – 213 Tillson Ave
Tuan the Barber – 164 Broadway
Q4 Cool Convenience* - 150 North St E
Otter Creek Physio – 14 Tillson Ave
Sparkle Candle – 18 Oxford St
The Missing Sock – 102 Tillson Ave
*Denotes business that replaced or took over an existing business/location with no
material change in use
**Denotes Home Occupation. Starting in 2020, these businesses have been included in
new business start-ups to help identify entrepreneurial activity
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EDM 22-15
Page 3 of 9
Closed Businesses
Quarter Business Name/Address
Q1 Boss Tooling Inc – 131 Townline Rd
Eberhard Hardware Manufacturing Ltd – 1523 Bell Mill Side Road
Hexacomb Corporation – 101 Cedar St
Paper Suitcase Photography – 93 Broadway
Rogers Radio – 77 Broadway
Styles on the Go – 140 Oxford St
Tomorrow’s Health and Wellness – 523 Broadway
Q2 ABO Baseball – 37 Tillson St
Cardinal Muffler – 39 Oxford St
Hue Salon – 20 Brock St W
Lioness Club of Tilllsonburg
Morgan Realty – 38 Brock St E
Q3 Krushed Tomato – 523 Broadway
Q4 Cranberry Convenience* - 150 North St E
Fresh Auto – 671 Broadway
The below tables summarize the status of the 2021 Business Plan Operating and
Capital Budget objectives.
Table 1: 2021 Business Plan Objectives
Objective Budget
Value
Target
Date
Status
Community
Improvement Plan
(Downtown Façade)
$31,000 Q4 Funding provided to BIA
Community
Improvement Plan
$20,000 Q4 Two applications approved in
Q3
Economic
Development Strategy
Implementation
$10,000
Q4 Approved in principal March 30,
2022 with input from the
Economic Development
Advisory Committee
Enhanced Business
Processes
$10,000 Q4 Subscription to company
prospecting tools (IBISWorld)
completed
High Tech
Manufacturing Action
Plan
$2,000 Q4 Implementation in process.
Kick-off event delayed until
2022
SOMA Asia Mission $20,000 Q4 Not initiated
Van Norman
Innovation Park –
Clearview Dr Extension
Q4 Substantial completion achieved
on September 9. Electrical
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EDM 22-15
Page 4 of 9
& SWM Pond
Construction
servicing and legal plan
registration in process
Van Norman
Innovation Park
(Certified Sites)
$7,000 Q4 Not initiated. Included in 2022
Business Plan
Engineering Design
Services for Rokeby
Road Property
$265,000
with offsets
Q4 In process
Chamber Awards –
Grant
$4,000 Q2 Q4 Completed. Event deferred until
November 18
Chamber Awards –
Sponsorship
$4,000 Q2 Q4 Completed
Community Video
Production
$15,000 Q3 Production not completed and
moved to 2022
Bridges to Better
Business
$1,000 Q4 Cancelled due to pandemic
considerations
Youth Robotics
Challenge
$1,000 Q4 Cancelled due to pandemic
considerations
Residential marketing $11,000 Q4 Completed. Fall 2021
magazine published
Branding – Wayfinding
Signage (carry-
forward)
$30,000
(Reserves)
Q3 Contract awarded September
27. Final design and
implementation underway
Consultations for Mall
Parking Lot
Reconfiguration (carry-
forward)
$0 Q1 - Q2 Not initiated. Included in 2022
Business Plan
1101 Highway 3
Property – Explore
development
opportunities
$0 Q4 Council approved funding for
preliminary planning on October
12. Conceptual plan
preparation underway
Education Task Force $0 Q4 Initiated. Providing support to
Career Studies Class
(Glendale)
Pandemic Business
Recovery
$0 Q4 Completed. Application to
MyMain Street program for
Clock Tower area
redevelopment was not
approved.
Page 97 of 319
EDM 22-15
Page 5 of 9
Town Hall Project
Support
$0 Q4 Space Needs Study,
Conceptual Floor Plans and
Project Analysis completed.
Continue to facilitate
discussions and
networking with
potential partners to
review additional
opportunities for Short
Line Rail connectivity
within the Town of
Tillsonburg.
$0 Q4 In process. Re-start of rail
service on the Cayuga
Subdivision announced
Continue to facilitate
discussions,
networking and
planning to ensure
adequate Industrial
Zoned land is available
for servicing and
development.
$0 Q4 In process
DISCUSSION
In terms of Economic Development & Marketing activity, many metrics were strong
despite the impact of the pandemic on regular actions and initiatives. Most notably, lead
files opened by Tillsonburg were 33% higher than the previous record! New businesses
that opened increased to 25 and businesses that closed decreased to 15.
The Economic Development & Marketing Department also supported investment in the
Town of Tillsonburg as follows:
Lot 2 (2 acres initially then 2 more) – March 8, 2021 and then February 14, 2022
Lot 3 (2.5 acres initially then 1.05 acres more) – May 25, 2021 and October 25,
2021
Lot 7 (2 acres south of Progress Dr) – April 12, 2021
THK – Investment of $27 Million
o Town support for $1 M SWODF Grant
Community Improvement Plan Applications
o 141 Broadway (Accessibility Rebate)
o 61 Townline Rd (Tax and Building Permit rebates)
Sale of 671 Broadway for Commercial Plaza
In summary, the above departmental metrics demonstrate that, despite the impacts of the
pandemic shutdowns on the economy, 2021 was still a very good year in terms of interest
Page 98 of 319
EDM 22-15
Page 6 of 9
and investment in the Town! Town Council’s multi-year funding for the development and
construction of the Van Norman Innovation Park has resulted in a number of different land
sales and this bodes well for future growth and development.
CONSULTATION
The reporting of quarterly results helps demonstrate accountability to Senior Leadership,
Town Council, and the public. In addition to this, the Economic Development Advisory
Committee was provided with a summary of these metrics at their March 8, 2022 meeting.
FINANCIAL IMPACT/FUNDING SOURCE
The Economic Development & Marketing Department variances for 2021 are as follows:
Department Variance (Brackets
denote over
budget)
Explanation
Economic Development
(505)
$50,372 Rent Revenue under $7,500
Meeting Expense under $7,000
Advertising Expense over $8,100
Special Events under $21,900-
SOMA Asia mission
Special Projects under $17,300
Subcontractor Expense under
$19,100 -CIP program
Debt interest under $5,700
Development &
Communications (500)
$902 Discover Tillsonburg Advertising
Revenue and Expenses under
budget
TOTAL $51,274
Due to ongoing pandemic considerations, a trade mission to Asia was not able to be
planned for 2021. Through Finance’s final 2021 Year End report, staff will be seeking
Council approval to move funds totaling $24,000 into a reserve in order to put towards
the costs of future trade missions.
Page 99 of 319
EDM 22-15
Page 7 of 9
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 – Not applicable
Priority Project – Not applicable
ATTACHMENTS
Appendix A – Operating and Capital Financial (Cost Code) Summary
Page 100 of 319
EDM 22-15
Page 8 of 9
Appendix A – Operating and Capital Financial (Cost Code) Summary
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 90,000 84,741 (5,259)(6%)1
Total Revenues 90,000 84,741 (5,259)
Expenditures
Purchases 55,000 50,639 4,361 (8%)2
Contribution to Reserves
Interfunctional Adjustments 4,700 4,704 (4)(0%)
Total Expenditures 59,700 55,343 4,357
Total Net Levy 30,300 29,398 (902)
Notes
1 Discover Tillsonburg Advertising Revenue
2 Discover Tillsonburg Expenses
Page 101 of 319
EDM 22-15
Page 9 of 9
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 12,000 13,087 1,087 (9%)
User Charges 108,000 100,450 (7,550)(7%)1
Contribution from Reserves 29,100 29,100
Total Revenues 149,100 142,637 (6,463)
Expenditures
Labour 202,200 203,773 (1,573)(1%)
Purchases 112,300 73,935 38,365 (34%)2
Contracted Services 30,000 15,618 14,382 (48%)3
Contribution to Reserves 76,000 76,000 0%
Interfunctional Adjustments (18,900)(18,900)0%
Debt Principal & Interest 90,800 85,139 5,661 (6%)4
Total Expenditures 492,400 435,565 56,835
Total Net Levy (343,300)(292,928)50,372
Notes
1 Rent Revenue under $7,500
3 subcontractor Expense under $19,100 -CIP program
4 Debt interest under $5,700
2 Meeting Expense under $7,000; Advertising Expense over $8,100; Special Events under $21,900- SOMA Asia mission;
Special Projects under $17,300
Page 102 of 319
Page 1 of 5
SUBJECT: 2021 Fourth Quarter Finance & Corporate Services Department
Results Report Number: FIN 22-11
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Council receives report FIN 22-11 2021 Fourth Quarter Finance & Corporate
Services Department results as information.
BACKGROUND
To provide Council with the actual January 1, 2021 to December 31, 2021 Finance &
Corporate Services Department financial results.
DISCUSSION
Summary of Operational Results
Table 1: 2021 Operations Business Plan
Objective Owner Target
Date
Status
Development Charges By-
Law Review & Update
Finance Q1 Completed
Report to Council re: Town’s
response to BIA Write-Off
Policy request
Finance Q1 Completed
Expand Electronic
Receivables Acceptance
Finance Ongoing Ongoing; enrolling in
EFT receipts as
received.
Page 103 of 319
FIN 22-01, Q4 Finance & Corporate Services Results
Page 2 of 5
Purchasing Consultant –
Document Review
Finance Q2 Completed
HST Rebate Audit Finance Q3 Completed
RFP for Banking
Services/Review Banking
Arrangements
Finance Q3 Completed
2022 Multi Year Budget Finance Delayed to
Q2 2022
Delayed;
prerequisites to
completion include
completed Asset
Management Plan
(July 2022) and
budgeting system
update
Asset Management Plan
Integrated into 2022 Budget
Finance Delayed to
Q2 2022
Physician Recruitment CAO Q4 Ongoing Ongoing; regular
committee meetings
to discuss updates
and initiatives
Strategic Plan CAO Q4 Completed
Town Hall CAO Q4 In progress; Directed
by Council to
negotiate lowest
costed option & report
back
Integration of County Service
Plan Items
CAO Ongoing Town continues to
engage neighbouring
municipalities and
utilize Modernization
funding.
Facilitate discussions,
networking and planning to
ensure expanded
opportunities for Affordable
and Attainable Housing
alternatives within the
community & determine
applicable strategies for
Council review
CAO Ongoing In progress;
Subcommittee has
been established and
meeting regularly to
advance initiatives.
Accessibility for Ontarians
with Disabilities Act (AODA)
Website Upgrades
Corporate
Services
Q4 Completed
Senior Leadership Team to
prepare a draft Tillsonburg
Corporate
Services
Q2 Q4 Incorporated within
the Strategic Plan
Page 104 of 319
FIN 22-01, Q4 Finance & Corporate Services Results
Page 3 of 5
Table 2: 2021 Capital Business Plan
Objective Owner Target
Date
Status
Server Replacement Corporate Services Q3
Annual Computer Replacement Corporate Services Q4
Ongoing
In progress
Cell Phone Replacements Corporate Services Q4
Ongoing
In progress
Contribution to IT Reserves from
Departmental Charges for future
Computer Hardware
Replacements
Finance Q4
response to Oxford County
Report CAO 2020-01
regarding Housing
BIA boundary request to
include the process involved
under the Act and also
options available for Council
consideration.
Corporate
Services
Q3 Completed; Boundary
adjustment not
supported
RFP for Insurance Corporate
Services
Q4
Central Record Transference
(permanent physical
documents to electronic
format)
Corporate
Services
Q4 In progress
Local Government Week Corporate
Services
Q4 Evaluating options
due to Covid-19
Report on updating website
and development of
Tillsonburg Mobile App
Corporate
Services
Q4 Delayed
to Q2 2022
Received Intake #3
Funding; Website and
Mobile App project in
progress
Proceed with a general
planning application to
prevent the conversion of
commercial space on
Broadway to residential on
the ground floor. Report on
how to preserve commercial
space in the downtown area.
Corporate
Services
Q4 Completed
Page 105 of 319
FIN 22-01, Q4 Finance & Corporate Services Results
Page 4 of 5
Table 3: 2021 Additional Information
Objective Target
Date
Status
2020 Final Audit Q2 Completed
Audited 2020 Financial Statements Q2 Completed
2021 Interim Audit Q4 Completed
FINANCIAL IMPACT
The 2021 fourth quarter Finance & Corporate Services Department surplus is $378,780.
This is broken down as follows:
Department 100 – Council (5,047)
Department 105 – Financial Services $320,407
Department 110 – Corporate Services 64,889
Department 120 – Customer Service Centre (1,469)
$ 378,780
Details on major variances can be found in the attached Q4 results appendices.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
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
Page 106 of 319
FIN 22-01, Q4 Finance & Corporate Services Results
Page 5 of 5
Priority Projects – N/A
ATTACHMENTS
1. Appendix A - 2021 Q4 Finance & Corporate Services Operating Results
Page 107 of 319
Council 2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Contribution from Reserves 135,000 51,386 (83,614)(62%)1
Total Revenues 135,000 51,386 (83,614)
Expenditures
Labour 199,000 201,178 (2,178)(1%)
Purchases 278,100 195,709 82,391 (30%)2
Contracted Services 1,800 3,102 (1,302)(72%)
Contribution to Reserves 10,000 10,000 0%
Interfunctional Adjustments 26,400 26,744 (344)(1%)
Total Expenditures 515,300 436,733 78,567
Total Net Levy (380,300)(385,347)(5,047)
Notes
1 Strategic Plan Physician Recruitment
2 Training under $9,700; Special Events under 9,300 - Local government week, volunteer Recognition event; Special Projects under $54,000
Page 108 of 319
Financial Services 2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 709,900 1,232,023 522,123 (74%)1
User Charges 24,000 31,177 7,177 (30%)2
Other Revenue 60,000 94,670 34,670 (58%)3
Contribution from Reserves 150,000 345,388 195,388 (130%)4
Total Revenues 943,900 1,703,258 759,358
Expenditures
Labour 800,000 797,474 2,526 (0%)
Purchases 65,300 52,414 12,886 (20%)5
Contracted Services 40,000 44,844 (4,844)(12%)
Contribution to Reserves 53,800 503,335 (449,535)(836%)6
Interfunctional Adjustments (199,100)(199,116)16 (0%)
Total Expenditures 760,000 1,198,951 (438,951)
Total Net Levy 183,900 504,307 320,407
Notes
1 OCIF Formula Funding - $221,400; Cannabis Grant - $5,000; Covid-19 Recovery Grant - $295,400
6 OCIF formula funding contributed to reserves - $221,400; Bank interest earned relating to Reserve account $32,700; 2020 YE surplus
$195,400
2 Certificate Revenue over $7,750 -Tax
3 Interest Revenue
4 2020 YE surplus $195,400
5 Training Exp under $12,900
Page 109 of 319
Corporate Services 2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 109,065 -109,065 1
User Charges 11,000 156,802 145,802 (1,325%)2
Other Revenue
Contribution from Reserves 4,000 13,406 9,406 (235%)3
Total Revenues 15,000 279,273 264,273 1
Expenditures
Labour 1,066,300 1,068,092 (1,792)(0%)
Purchases 562,100 586,117 (24,017)(4%)4
Contracted Services 525,600 572,550 (46,950)(9%)5
Contribution to Reserves 102,137 -102,137 6
Interfunctional Adjustments (438,000)(437,641)(359)(0%)
Debt Principal & Interest 24,129 (24,129)2
Total Expenditures 1,716,000 1,915,384 (199,384)
Total Net Levy (1,701,000)(1,636,111)64,889
Development Charges
DC Revenue Collected (96,308)
DC Contribution to Reserves 96,308
Notes
2 Vaccine Clinic Revenue - $123,185; Misc Rec - $23,000 Off Set Debt Principal
1 HST Audit Refund
3 DC Reserves to offset DC Study update
4 Supplies Exp over $55,400 - Vaccine Clinic $13,400, COVID Supplies over $42,900; Insurance Claims under $25,800
5 Legal Exp over $24,300; Computer Maintenance contract over $19,500
6 Insurance Claims Surplus & Net HST Audit Refund
Page 110 of 319
Customer Service Centre 2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 298,700 294,148 (4,552)(2%)
Other Revenue
Total Revenues 298,700 294,148 (4,552)
Expenditures
Labour 280,600 282,567 (1,967)(1%)
Purchases 90,600 55,148 35,452 (39%)1
Contracted Services 32,000 62,559 (30,559)(95%)2
Interfunctional Adjustments (231,400)(231,396)(4)(0%)
Debt Principal & Interest 7,300 7,139 161 (2%)
Total Expenditures 179,100 176,017 3,083
Total Net Levy 119,600 118,131 (1,469)
Notes
2 Sub Contractor Expense over $ 30,600
1 Supplies Exp under $21,600; Equipment Supplies & Repairs Exp under $6,500; HLw under $6,700
Page 111 of 319
Page 1 of 4
Subject: Fire and Emergency Services Fourth Quarter Report 2021
Report Number: FRS 22-09
Department: Fire and Emergency Services
Submitted by: Shane Caskanette, Fire Chief
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Report FRS 22-01 Fire and Emergency Service Fourth Quarter Report 2021 be
received for information.
BACKGROUND
To provide Council with October 1, 2021 to December 31, 2021 and year end Fire and
Emergency Services performance results.
DISCUSSION
SUMMARY OF PERFORMANCE MEASURES
2021 Business Objectives
Objective Target Date Status
Continuation of multi-year training plan for
Firefighters and Officer Development Q1 / Q2 / Q3 / Q4 Ongoing
Continue Development of PTSD risk reduction
strategy and program. Q1 / Q2 / Q3 / Q4 Ongoing
Continue to develop and implement cancer risk
reduction strategy and program Q1 / Q2 / Q3 / Q4 Ongoing
Update Establishing and Regulating By-law Q4 / 2022 Ongoing
Continue training on Technical Rescue/Ice
Water/Fire Ground Operations Q1 / Q2 / Q3 / Q4 Ongoing
Continued progress in Mandatory Emergency
Management Q1 / Q2 / Q3 / Q4 Ongoing
Continued progress in Fire Prevention and Public
Education Q1 / Q2 / Q3 / Q4 Ongoing
Page 112 of 319
FRS 22-09
Page 2 of 4
Key Performance Indicators
Average number of firefighters attending training sessions was twenty-five (25) of 28
firefighters.
The average attendance at fire incidents are as follows:
Platoon Calls: 10 firefighters respond
All Calls: 13 firefighters respond
Medical Calls: 8 firefighters respond
2021 Alarm Data (Year to Date)
OFM Response Type Total Incidents Total Staff Hours
Property Fires/Explosions 26 620
Burning Controlled 17 31
Pre Fire Conditions/ No Fire 19 114
False Fire Calls Alarm Activations 117 446
Carbon Monoxide False Calls 26 92
Public Hazard 64 461
Rescue MVC 31 154
Medical/Resuscitator Call 39 77
Other Response 110 440
YTD 449 2,435
2021 Dollar Loss / Loss Prevention
Number of
Property
Fire
Incidents
Estimated
Property Value
at Risk
Estimated
Structure Fire
Loss
Estimated
Content Fire
Loss
Property Fire
Loss Prevented
Q1 2 $175,000.00 $45,000.00 $10,000.00 $120,000.00
Q2 1 $520,000.00 $250,000.00 $15,0000.00 0
Q3 2 $700,00.00 $700,000.00 $150,000.00 0
Q4 4 $3,075,000.00 $730,000.00 $826,000.00 $295,500.00
YTD Total 9 $1,395,000.00 $995,000.00 $175,000.00 $120,000.00
Fire Prevention Inspections
4th Quarter 2021 Year to Date
New Inspections 8 34
Ongoing Inspections 12 38
Legal Action 0 0
Closed 25 47
Page 113 of 319
FRS 22-09
Page 3 of 4
Public Education
Types 2021 4th
Quarter
2021
Year to Date Age Groups Served YTD
Fire Public Education Presentations and
Events 13 28 Under 5 = 79
Ages 5-10 = 27
Ages 11-15 - 16
Ages 16-25 = 30
Ages 26-54 = 57
Ages 55+ = 39
All Ages (Group) = 400
Emergency Management Public Education
Presentations and Events 1 2
Emergency Management – Social Media 13 77 Social Media Posts 146 Fire Public Education - Social Media 8 69
Fire Communication Report
After Hours Town of Tillsonburg Calls
2021
4th
Quarter
On Call
Called Out 2021 YTD On Call Called
Out YTD
Town Administration 456 N/A 1,100 N/A
OPP 47 N/A 258 N/A
Roads 67 11 176 59
Hydro 222 44 823 150
Water/Waste 21 4 111 35
By-Law Enforcement/Parking 9 2 29 10
Animal Control 9 2 27 11
Garbage Collection/Transfer Station 35 2 148 2
Fleet 0 0 0 0
Community Centre/Parks 13 0 96 9
Facilities 3 0 22 0
Fire Communications (Tillsonburg)
2021 4th Quarter 2021 YTD
Administration Lines 290 1,598
Fire Incidents 131 449
Fire Communication Services (Customers)
2021 4th
Quarter 2021 YTD
Emergency Calls Received 2,627 11,468
Non Emergent Calls Received 3,014 10,986
Actual Fire Incidents Dispatched 964 5,277
Page 114 of 319
FRS 22-09
Page 4 of 4
FINANCIAL IMPACT/FUNDING SOURCE
1) FT Labour under $101,600 Gapping – Communications under $73,000, and
General under 29,000, PT Labour over $24,000 Communications over $38,000
and Fire Suppression under $13,600
2) Equipment S&R under $$12,500, Training expense under $27,100, Advertising
over $19,700.
3) Maintenance Contract over $16,000, Subcontracted Expense over $8,900
Total Net Levy impact 2021 YTD Budget Vs Actuals under $90,103
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☒ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – Within the community, Tillsonburg will strive to offer residents the amenities,
services and attractions they require to enjoy balanced lifestyles.
Strategic Direction – Expand community partnerships in the delivery of programs and
amenities.
Priority Project – Not applicable.
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Project – Explore opportunities for service efficiencies in partnership with
adjacent municipalities.
Priority Project – Not applicable.
ATTACHMENTS
1. Fire Operating Plan Q4 2021 Financials
Page 115 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants
User Charges 611,400 619,527 8,127 (1%)
Contribution from Reserves 3,512 3,512
Total Revenues 611,400 623,039 11,639
Expenditures
Labour 1,279,500 1,199,971 79,529 (6%)1
Purchases 220,500 196,327 24,173 (11%)2
Contracted Services 138,700 163,665 (24,965)(18%)3
Contribution to Reserves 30,000 30,000 0%
Interfunctional Adjustments 295,000 295,842 (842)(0%)
Debt Principal & Interest 70,300 69,731 569 (1%)
Total Expenditures 2,034,000 1,955,536 78,464
Total Net Levy (1,422,600)(1,332,497)90,103
Development Charges
DC Revenue Collected (158,257)
DC Contribution to Reserves 158,257
Notes
2 Equipment Supplies & Repairs under $12,500; Training Expense under $ 27,100; Advertising Exp over $19,700
3 Equipment Maint. Contract over $16,000 - Fire Comm; Subcontractor Exp Over $8,900 -Building Maintenance
1 FT labour under $101,600 - Fire Comm under $73,300 and General under $29,200; PT labour over $24,400 - Fire Comm over $38,000, Fire
Suppression under $13,600
Page 116 of 319
Page 1 of 6
Subject: 2021 Fourth Quarter Building, Planning & By-Law Services Results
Report Number: OPD 22-19
Department: Building/Planning/By-Law Services
Submitted by: Geno Vanhaelewyn, CBO
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT report OPD 22-19 - 2021 Fourth Quarter Building, Planning & By-Law Services
Results be received as information.
BACKGROUND
This report contains information on the annual activity volumes, trends over time,
financials and updates on major initiatives. The statistics provided are inclusive from
January 1, 2021 to December 31, 2021.
DISCUSSION
BUILDING SERVICES
Building Services experienced another record setting year for total number of permits
issued and total value of construction far surpassing the record setting 2020. Increases
in activity were recorded across all sectors with the highest activity experienced within
the residential sector. These statistics are provided in the tables below.
2021 – Annual Building Permit Activity Overview (Jan 1/21 – Dec 31/21)
Total Permits Issued 623
Inspections Completed 3,098
Total Construction Value $112,944,208
Total Permit Revenue $1,329,302
Page 117 of 319
OPD 22-19 - 2021 Fourth Quarter Building, Planning & By-Law Services Results
Page 2 of 6
2021 Value of Construction Comparisons (Jan 1/21 – Dec 31/21)
CLASS 2021 2020 2019 2018 2017 2016
Single
Dwellings 55,243,304 32,571,350 21,766,521 18,283,760 17,381,846 22,986,868
Other
Residential 48,274,615 32,315,462 24,972,135 13,141,512 3,394,667 2,931,504
Institutional 1,473,000 90,718 6,990,840 2,392,166 256,900 76,114
Commercial 3,252,230 2,318,485 1,968,684 6,698,430 1,700,068 5,463,272
Industrial 4,701,059 4,367,080 901,403 2,934,002 1,992,965 4,361,500
Total Value
of
Construction
112,944,208 71,663,095 56,599,583 43,449,870 24,726,446 35,819,258
Total
Number of
Permits
Issued
623 538 469 436 431 426
2021 - Residential Construction Comparison (Jan 1/21 – Dec 31/21)
TOTAL
RESIDENTIAL
PERMITS
ISSUED
SINGLE
(DETACHED) DWELLINGS
APARTMENT
UNITS
TOWNHOUSE
UNITS
CONDO
UNITS
TOTAL
RESIDENTIAL
CONSTRUCTION
VALUE
OVERALL
CONSTRUCTION
VALUES
2021 521 167 4 160 7 103,517,919 112,944,208
2020 423 110 9 - 121 64,886,812 71,663,095
2019 329 90 133 - 24 46,738,656 56,599,583
2018 325 86 42 - 22 31,425,272 43,449,870
2017 316 80 5 - 4 21,276,513 24,726,446
2016 300 117 0 - 0 25,918,372 35,819,258
2015 218 61 - - 0 14,568,726 19,569,694
2014 240 64 36 - 0 16,432,935 38,932,498
2013 200 67 1 - 0 12,643,180 19,442,337
2012 203 54 0 - 0 10,387,007 18,982,457
2011 249 42 68 - - 13,781,335 17,921,577
2010 236 58 - - - 8,463,514 12,455,689
2009 175 42 30 - - 20,267,358 26,021,858
2008 228 41 - - 10 8,924,882 13,407,055
2007 299 98 13 - - 16,471,262 22,770,077
2006 252 73 2 - - 11,822,167 19,723,767
Page 118 of 319
OPD 22-19 - 2021 Fourth Quarter Building, Planning & By-Law Services Results
Page 3 of 6
Inspection Activity Comparisons (Jan 1/21 – Dec 31/21)
Output
Measures/Activity
Quantity
2016
Quantity
2017
Quantity
2018
Quantity
2019
Quantity
2020
Quantity
2021
Building Inspections
Completed 1621 2092 2317 2296 2492 3,098
Major Construction/Development Projects:
Northcrest Estates Subdivision – 76 singles & 72 towns - Hayhoe Homes
101 North St E – 59 unit townhouse development – Hayhoe Rentals
61 Vienna – 26 unit townhouse development
Potters Gate Phase 3 – 53 singles & 26 towns – Oxnard Developments
361 Quarter Town Line – 360 West Development
200 Broadway – Strathallen/Popeye’s Chicken – commercial alteration
200 Broadway – Strathallen/barBurrito – commercial alteration
31 Frances – St. Joseph’s Catholic School – institutional alteration – new
unit ventilators
10 Lisgar – Town of Tillsonburg - CSC Façade
32 Clearview –industrial interior fit out.
96 Tillson Ave – Livingston Ctr. – institutional alteration
45 Brock W – Dental Clinic – alteration
Building Financial Impact
Completed work was funded through 2021 budget allotments, with a permit revenue
surplus in the amount of $513,164 allocated to Building Permit Obligatory Reserve,
resulting in a net operating balance of $0 ($2 shown due to rounding). Financial
summary attached to this report.
PLANNING SERVICES
2021 – Planning Activity (Jan 1/21 – Dec 31/21)
Output Measures/Activity 2016 2017 2018 2019 2020 2021
Minor Variance Applications 12 11 19 17 14 24
Zone Change Application 9 14 14 16 19 17
Site Plan Formal Consultations 4 7 4 5 5 4
Site Plan Approvals 10 6 16 13 9 8
Site Plan Applications (in
progress) 5 8 9 4 3 7
Page 119 of 319
OPD 22-19 - 2021 Fourth Quarter Building, Planning & By-Law Services Results
Page 4 of 6
Subdivision Agreements 4 3 0 3 2 2
Pre-Servicing Agreement 1 0 3 3 3 2
Draft Plan of Subdivision
Approvals 1 1 1 1 1 5
Draft Plan of Subdivision
Approval Ext 2 2 2 0 2 1
BY-LAW SERVICES
Records indicate that by-law and property standard enforcement activities and
occurrences are fairly consistent with the previous year. There were reductions in parking
tickets issued and the variances noted are directly related to COVID-19. These activities
are noted in the table below.
2021 – By-Law Activity (Jan 1/21 – Dec 31/21)
Output Measures– Quantity 2016
Actual
2017
Actual
2018
Actual
2019
Actual
2020
Actual
2021
Actual
Parking Tickets Issued 891 663 835 921 353 482
Animal Tags
Issued
Cats 1221 1024 971 978 990 848
Dogs 2101 2272 2512 2232 2110 2093
Enforcement –
Complaints and
Occurrences
Parking, Taxi,
Illegal Dumping,
Noise
132 152 146 - 241 212
Property Stds,
Zoning, Clean
Yard, Sign,
Fence, etc.
255 313 280
-
308 269
Animal Control 350 321 261 - 272 210
By-Law Financial Impact
By-Law Services (Protection) resulted in a net operating surplus of $29,020 as a result
of savings in labour, purchases and training. A copy of the financial summary has been
attached to this report.
DEPARTMENTAL TASKS/BUSINESS OBJECTIVES
2021 Business Plan Objectives
Objective Target Project Status
Review Amanda Building Permitting Software Solution
Mobility Options – Provided via Cloudpermit Q2 Complete
Page 120 of 319
OPD 22-19 - 2021 Fourth Quarter Building, Planning & By-Law Services Results
Page 5 of 6
Objective Target Project Status
Implement Permit Web Portal & Digital Service Delivery Q1 Complete
Communicate Building Code Amendments Q4 Complete
By-Law Reviews – Traffic By-law (complete), Clean Yard
By-Law (complete), Garbage/Dumping By-Law (carry
over into 2022), Building By-Law (carry over into 2022)
Q4
Q3 2022
Complete
In Progress
Animal Control Contractor RFQ Q2 Complete
Central Area Design Study – Façade Improvement
Program Q4 Complete
Central Area Design Study – Public Objectives – Alley
Connecting Walkways Proposal Q4 Complete
Review Planning Process & Procedures Q1
Q3 2022 In Progress
Review Planning Submission Web Portal Options & Digital
Service Delivery Q4 Complete
Review Innovative Options related to MMAH More Homes,
More Choice: Ontario’s Housing Supply Action Plan -
secondary dwelling units, tiny homes, etc.
Q4
Q2 2022 In Progress
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.
Page 121 of 319
OPD 22-19 - 2021 Fourth Quarter Building, Planning & By-Law Services Results
Page 6 of 6
Strategic Direction - Develop a communications strategy to increase awareness of
Council decisions and municipal programs, projects and services.
Priority Projects – N/A
ATTACHMENTS
- 2021 Q4 Budget vs Actual – Building
- 2021 Q4 Budget vs Actual - Protection
Page 122 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 801,500 1,423,030 621,530 (78%)1
Total Revenues 801,500 1,423,030 621,530
Expenditures
Labour 459,200 554,480 (95,280)(21%)2
Purchases 64,900 68,487 (3,587)(6%)
Contracted Services 14,000 23,497 (9,497)(68%)3
Contribution to Reserves 174,100 687,264 (513,164)(295%)4
Interfunctional Adjustments 89,300 89,304 (4)(0%)
Total Expenditures 801,500 1,423,032 (621,532)
Total Net Levy (2)(2)
Notes
1 Permit Revenue - $579,300
2 FT Reg over $79,900; FT Over Time over $13,400
3 Legal costs over $9,900 -Plans examination
4 Year End surplus contributed into the Building Obligatory Reserve
Page 123 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 74,300 67,464 (6,836)(9%)1
Total Revenues 74,300 67,464 (6,836)
Expenditures
Labour 237,700 208,573 29,127 (12%)2
Purchases 32,900 27,456 5,444 (17%)3
Contracted Services 15,000 12,952 2,048 (14%)
Contribution to Reserves 755 (755)
Interfunctional Adjustments 29,200 29,208 (8)(0%)
Total Expenditures 314,800 278,944 35,856
Total Net Levy (240,500)(211,480)29,020
Notes
1 Licence fees under $3,200 - Animal Control ; Parking Enforcement Revenue under $7,800
2 Net labour under $29,200 - Crossing Guards Savings resulting from COVID
3 Supplies Exp under $3,900 -Parking Enforcement; Training Exp under $2,900
Page 124 of 319
Page 1 of 4
Subject: RCP 2021 Fourth Quarter Financial Results
Report Number: RCP 22-11
Department: Recreation, Culture & Parks Department
Submitted by: Chris Baird, Director of Recreation, Culture & Parks
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
Recommendation:
THAT Report RCP 22-11 – Recreation, Culture & Parks 2021 Q4 Results be received
as information.
Background:
This report provides Council with the January 1, 2021 to December 31, 2021
Department year-to-date operational and financial results for Recreation, Culture &
Parks Department.
Discussion:
2021 Business Objectives and Capital Projects
Item Target
Date Q4 Status
Update MOU with BIA Q1 Complete
Develop RCP 10-Year Capital Plan Q1 Complete
Complete 2021 RCP Capital Budget Q1 Complete
Implement Recommendations from RCP
Departmental Service Review Q4 Complete
Tillsonburg Community Centre Aquatic
Rehabilitation Project 2021-23 On schedule
Review and update MOUs and User Agreements Q4 Ongoing
Update Cemetery Bylaw Q1 Complete
Cemetery Laneway Resurfacing Phase 1 Q3 Complete
Cemetery Office Upgrades Q3 Complete
Page 125 of 319
RCP 22-11
Page 2 of 4
Item Target
Date Q4 Status
Complete Staffing Review & Recruitment Q1 Complete
Dog Park Enhancements Q3 Complete
Perfect Mind / Legend Conversion Q3 Complete
Capital Fundraising Strategy Q4 Delayed due to
COVID-19
Grow participation in Corporate Memberships and
Personal Training 2021 Delayed due to
COVID-19
Increase marketing of Halls and Meeting Room
Rentals to generate additional revenue 2021 Delayed due to
COVID-19
Increase School Programming 2021 Delayed due to
COVID-19
Marketing & Promotion Delivery Strategy Q3 Complete &
Ongoing
Tillsonburg Sesquicentennial (2022) 2021 Carried forward,
July 2022
Continued Town beautification with BIA &
Horticultural Society Q2 Ongoing
Work with TMBI on Optimist, Kiwanis & HB#1 ball
diamond enhancements Q3 Complete &
Ongoing
Update Corporate Facility Fire Safety Plans Q4 Carried forward
Replace indoor pool lane ropes & carts Q1 Complete
Install walls at Kinsmen Band Shell Q4 Carried forward
Update signage at TCC/Memorial Park Q3 In progress
LLWP New Waterslide Installation Q2 Complete
Annual Playground Replacement
Glendale Park Q1 Complete
Annual Playground Replacement
Optimist/Rotary Park Q2 Complete
OPP Station HVAC upgrades Q3 Complete
Station Arts HVAC Replacement Q3 Complete
Annandale House Boiler Replacement Q3 Carried forward
Customer Service Centre Facade Q2 Complete
CSC Security Camera Replacement Q3 Carried forward
Page 126 of 319
RCP 22-11
Page 3 of 4
FINANCIAL IMPACT/FUNDING SOURCE
Throughout the course of the year some budgeted 2021 capital projects were
completed over/under budget totaling a cumulative favourable variance of $64,339.
At the final year-end report, staff will be requesting a transfer of the favourable variance
into reserves.
The overall variance for the Operating budget for each area of RCP is as follows:
2021 YTD YTD Budget
Budget Budget Actuals Variance
300 Cem 151,300 151,300 45,425 (105,875)
450 Parks 804,700 804,700 752,312 (52,388)
455 Community Events 92,200 92,200 101,331 9,131
460 Rec - Programs 1,086,200 1,086,200 1,085,528 (672)
465 Rec - Bldg Mtce 2,796,300 2,796,300 2,542,868 (253,432)
467 Elliott Faifbairn Centre (54,600) (54,600) (45,323) 9,277
475 Museum 338,200 338,200 285,081 (53,119)
Total Recreation, Culture & Parks 5,214,300 5,214,300 4,767,223 (447,077)
Page 127 of 319
RCP 22-11
Page 4 of 4
COVID-19 continued to create unique challenges for the RCP department. Budgets
were created with COVID restriction in place however, restrictions and closures were
unpredictable. Cemetery revenues were larger than expected due to delayed
interments from 2020 COVID closures, coupled with a COVID grant received by the
Museum played a part in the favourable variance at the end of Q4.
Contracted services costs were below budget in Parks and Building Maintenance. Net
labour was below budget in each functional area.
Additional specific details in attached appendices.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information and opportunities to
shape municipal initiatives.
Strategic Direction – Engage community groups, including advisory committee’s and
service organizations in shaping municipal initiatives.
Priority Project – N/A
ATTACHMENT
1. 2021 Fourth Quarter RCP Financial Results
Page 128 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 153,200 190,894 37,694 (25%)1
Other Revenue 18,500 31,766 13,266 (72%)3
Total Revenues 171,700 222,660 50,960
Expenditures
Labour 152,400 117,751 34,649 (23%)2
Purchases 70,600 43,100 27,500 (39%)4
Contracted Services 21,000 16,799 4,201 (20%)
Contribution to Reserves 11,460 (11,460)5
Interfunctional Adjustments 76,700 76,692 8 (0%)
Debt Principal & Interest 2,300 2,284 16 (1%)
Total Expenditures 323,000 268,086 54,914
Total Net Levy (151,300)(45,426)105,874
Notes
2 Net labour under $34,700 - transition from PT to FT status
3 Interest Revenue over - Earned from the Trust
4 Special Projects under $14,300 -Memorial trees, benches & plaques
5 Surplus Niche sales into the Cemtery reserve
1 Niche Sales over $41,000, due to postponed interments from COVID 2020
Page 129 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 28,300 13,075 (15,225)(54%)1
Other Revenue 1,600 160 (1,440)(90%)
Total Revenues 29,900 13,235 (16,665)
Expenditures
Labour 260,000 257,720 2,280 (1%)
Purchases 126,300 96,128 30,172 (24%)2
Contracted Services 259,400 227,869 31,531 (12%)3
Contribution to Reserves 16,300 12,075 4,225 (26%)
Interfunctional Adjustments 96,400 96,408 (8)(0%)
Debt Principal & Interest 76,200 76,180 20 (0%)
Total Expenditures 834,600 766,380 68,220
Total Net Levy (804,700)(753,145)51,555
Notes
3 Subcontractor Exp under -Parks/Playgrounds & Sports Fields, cancelled Yardstick
1 Miscellaneous Revenue - BIA
2 HLW under $16,700;
Page 130 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 24,200 6,000 (18,200)(75%)1
User Charges 2,000 2,000
Total Revenues 24,200 8,000 (16,200)
Expenditures
Labour 6,000 79 5,921 (99%)2
Purchases 110,400 103,252 7,148 (6%)
Contribution to Reserves 6,000 (6,000)3
Total Expenditures 116,400 109,331 7,069
Total Net Levy (92,200)(101,331)(9,131)
Notes
1 Turtlefest, Family Day and Sanata Parade Grant - Events cancelled
2 Labour savings relating to community events not held through out the year
3 Cultural Grant Surplus
Page 131 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 42,700 46,423 3,723 (9%)
User Charges 811,300 577,985 (233,315)(29%)1
Other Revenue 12,500 5,121 (7,379)(59%)2
Total Revenues 866,500 629,529 (236,971)
Expenditures
Labour 1,531,000 1,379,528 151,472 (10%)3
Purchases 273,400 187,229 86,171 (32%)4
Interfunctional Adjustments 148,300 148,296 4 (0%)
Total Expenditures 1,952,700 1,715,053 237,647
Total Net Levy (1,086,200)(1,085,524)676
Notes
1 Admissions Revenue over $7,400; Fares under $31,600; Membership Revenue under $42,600; Seasonal Revenue over
$11,300; Sports Fields Revenue under $13,800; Youth Program Revenue under $8,400; Adult Program Revenue under $10,500;
Summer Program revenue under $27,200; Minor Hockey Revenue over $6,100; Programs under $96,100; Figure Skating over
$9,900; Programs Revenue under$78,300; Rent Revenue under $68,900; Concession Sales under $8,600; FARE Subsidy $24,400
2 Donation Revenue under $5,000 - Bingo unable to run due to COVID
3 PT labour under $144,600 - COVID related
4 Net supplies under $36,000; Advertising Exp under $25,100; Training Exp under $13,700; Equipment Supplies & Repairs
under $6,000 - COVID related
Page 132 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 3,600 9,162 5,562 (155%)1
Specified Revenue 14,296 14,296 2
Total Revenues 3,600 23,458 19,858
Expenditures
Labour 1,071,200 951,357 119,843 (11%)3
Purchases 656,200 656,578 (378)(0%)
Contracted Services 388,700 252,581 136,119 (35%)4
Contribution to Reserves 20,478 (20,478)5
Interfunctional Adjustments 93,400 93,396 4 (0%)
Debt Principal & Interest 590,400 592,583 (2,183)(0%)
Total Expenditures 2,799,900 2,566,973 232,927
Total Net Levy (2,796,300)(2,543,515)252,785
Development Charges
DC Revenue Collected (318,168)
DC Contribution to Reserves 318,168
Notes
5 User Pay Debt Aquatics and Natural Gas Rebate
1 LAS Natural gas rebate
2 User Pay Debt - Aquatics
3 FT labour under $23,900- Vacancy; PT Labour under $97,100 - COVID related
4 Subcontractor Expense under $128,900; Equipment Maint. Contract under $7,200 - Saving on cleaners due to COVID
Page 133 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 112,500 112,204 (296)(0%)
Total Revenues 112,500 112,204 (296)
Expenditures
Purchases 3,200 11,560 (8,360)(261%)1
Contracted Services 11,200 10,678 522 (5%)
Contribution to Reserves 12,500 12,228 272 (2%)
Debt Principal & Interest 31,000 30,931 69 (0%)
Total Expenditures 57,900 65,397 (7,497)
Total Net Levy 54,600 46,807 (7,793)
Notes
1 Building Repiars & Maintenance over $8,000 - emergency repairs H&S issues
Page 134 of 319
2021 2021 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 18,900 72,489 53,589 (284%)1
User Charges 6,300 3,192 (3,108)(49%)
Other Revenue 7,000 3,854 (3,146)(45%)
Contribution from Reserves 30,300 30,300 0%
Total Revenues 62,500 109,835 47,335
Expenditures
Labour 279,300 221,295 58,005 (21%)2
Purchases 84,400 93,069 (8,669)(10%)3
Contracted Services 15,000 13,943 1,057 (7%)
Contribution to Reserves 44,610 (44,610)4
Interfunctional Adjustments 22,000 21,996 4 (0%)
Total Expenditures 400,700 394,913 5,787
Total Net Levy (338,200)(285,078)53,122
Notes
1 Federal Grant - COVID-19 $44,600; Provincial Grant Digital grant $8,700
3 Special Projects over $41,200 -Compact Storage System; HLW under $8,700; Special Events under $11,600 -workshops, bus
trips, lunch & learns, etc. - events did not run due to COVID
4 Federal Grant - COVID-19 $44,600 to be used in 2022
2 Part time labour under $13,100; Full time labour under $43,800 - COVID related
Page 135 of 319
Page 1 of 4
Subject: RCP 2022 First Quarter Financial Results
Report Number: RCP 22-12
Department: Recreation, Culture & Parks Department
Submitted by: Chris Baird, Director of Recreation, Culture & Parks
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
Recommendation:
THAT Report RCP 22-12 – Recreation, Culture & Parks 2022 Q1 Results be received
as information.
Background:
This report provides Council with the January 1, 2022 to March 31, 2022 Department
year-to-date operational and financial results for Recreation, Culture & Parks
Department.
Discussion:
2022 Business Objectives and Capital Projects
Item Target
Date Q1 Status
Completion of new Splash Pad Q2 On Schedule
Initiate Northcrest Estates Phase 2 Park 2023 Q2 On Schedule
Complete 2022 RCP Capital Budget Q1 Complete
Aquatics Rehabilitation 2023 Q4 On Schedule
Tree Canopy Project Q4 On Schedule
Updating of Facilities Asset Management Plan Q3 On Schedule
Community Recreation Survey Q2 On Schedule
Review/Revise Membership Structure Q3-Q4 Complete
Page 136 of 319
RCP 22-12
Page 2 of 4
Item Target
Date Q1 Status
Municipal Open House Event – Tillsonburg 150 Q1 Completed in
March
150th Anniversary Special Exhibit in Pratt Gallery Q1-Q3 Ongoing
Hosting of series of special events and production
of souvenir items in honor of town’s 150th
Anniversary
Q1-Q4 Ongoing
General Facility repairs Q4 Complete
Roof Repair/Replacement Q4 2024 Q3
New Playground Apparatus – Cranberry Park Q3 On Schedule
Increase marketing of Halls and Meeting Room
Rentals to generate additional revenue Q1 Complete
Marketing & Promotion Delivery Strategy Q3 Complete &
Ongoing
Tillsonburg Sesquicentennial (2022) 2022 On schedule
Continued Town beautification with BIA &
Horticultural Society Q4 Ongoing
Work with TMBI on Optimist, Kiwanis & HB#1 ball
diamond enhancements Q3 On schedule
Update Corporate Facility Fire Safety Plans Q4 On schedule
Capital Fundraising Strategy Q4 On Schedule
Update signage at TCC/Memorial Park Q3 On Schedule
Increase marketing of Halls and Meeting Room
Rentals to generate additional revenue Q4 Ongoing
Install walls at Kinsmen Band Shell Q2 Complete
Annandale House Boiler replacement Q3 On Schedule
CSC Security Camera replacement Q3 On Schedule
Review MOUs and User agreements Q4 Ongoing
Page 137 of 319
RCP 22-12
Page 3 of 4
FINANCIAL IMPACT/FUNDING SOURCE
The RCP Department’s 2022 Q1 operational variance summary is as follows:
The January closure for COVID, along with the rapid lifting of all COVID restrictions
shortly after, has resulted in an unexpected increase in revenues for the Programs
Department. That, as well as a decrease in expenses for door Marshalls and cleaners,
has contributed to a favourable variance for Q1.
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.
2022 YTD YTD Budget
Budget Budget Actuals Variance
300 Cem 178,700$ 28,394$ 25,925$ 2,469$
450 Parks 839,100$ 138,456$ 105,931$ 32,525$
455 Community Events 106,800$ 9,728$ 6,259$ 3,469$
460 Rec - Programs 1,152,400$ 279,187$ 171,108$ 108,079$
465 Rec - Bldg Mtce 2,844,900$ 602,456$ 484,583$ 117,873$
467 Elliott Faifbairn Centre (47,900)$ (14,137)$ (14,123)$ (14)$
475 Museum 352,300$ 90,934$ 84,850$ 6,084$
Total Recreation, Culture & Parks 5,426,300$ 1,135,018$ 864,533$ 270,485$
Page 138 of 319
RCP 22-12
Page 4 of 4
Strategic Direction – Engage community groups, including advisory committee’s and
service organizations in shaping municipal initiatives.
Priority Project – N/A
ATTACHMENT
1. 2022 First Quarter RCP Financial Results
Page 139 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 37,050 37,605 555 (1%)
Other Revenue 4,622 2,622 (2,000)(43%)
Total Revenues 41,672 40,227 (1,445)
Expenditures
Labour 32,294 30,891 1,403 (4%)
Purchases 11,091 9,732 1,359 (12%)
Contracted Services 3,403 2,233 1,170 (34%)
Contribution to Reserves 0
Interfunctional Adjustments 23,278 23,296 (18) (0%)
Debt Principal & Interest
Total Expenditures 70,066 66,152 3,914
Total Net Levy (28,394)(25,925)2,469
Page 140 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 1,000 1,000
User Charges 3,000 (3,000)(100%)
Other Revenue
Total Revenues 3,000 1,000 (2,000)
Expenditures
Labour 49,734 36,332 13,402 (27%)1
Purchases 22,886 12,097 10,789 (47%)2
Contracted Services 25,022 14,699 10,323 (41%)3
Contribution to Reserves
Interfunctional Adjustments 24,150 24,150 0%
Debt Principal & Interest 19,664 19,653 11 (0%)
Total Expenditures 141,456 106,931 34,525
Total Net Levy (138,456)(105,931)32,525
Notes
1 FT labour under- vacancy
2 HLW under $4,800; Supplies Exp under $2,000; Building Repairs & Maintenance under $1,300
3 Subcontractor under - Trees
Page 141 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants
Other Revenue 4,000 4,000 1
Contribution from Reserves
Total Revenues 4,000 4,000
Expenditures
Labour 1,103 1 1,102 (100%)
Purchases 8,625 10,258 (1,633) (19%)
Total Expenditures 9,728 10,259 (531)
Total Net Levy (9,728)(6,259)3,469
Notes
1 Tillsonburg 150 donation
Page 142 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 10,678 12,715 2,037 (19%)
User Charges 121,578 191,113 69,535 (57%)1
Other Revenue 1,500 1,661 161 (11%)
Total Revenues 133,756 205,489 71,733
Expenditures
Labour 310,428 287,792 22,636 (7%)2
Purchases 67,246 53,528 13,718 (20%)3
Interfunctional Adjustments 35,269 35,277 (8) (0%)
Total Expenditures 412,943 376,597 36,346
Total Net Levy (279,187)(171,108)108,079
Other Revenue
3 Net Supplies Exp under $6,500; Advertising Exp under $3,500; Insurance under $2,800
1Admissions over $6,400; Membership Revenue over $5,700; Youth Program Revenue over $15,800; Programs over $17,200; Rent Revenue
over $22,200 - COVID restrictions lifted sooner than anticipated
2 FT labour under $30,900 -Vacancy; OT is over $3,700; PT labour is over $4,800
Page 143 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 922 995 73
Specified Revenue 1,025 1,025
Total Revenues 922 2,020 1,098
Expenditures
Labour 262,008 237,353 24,655 (9%)1
Purchases 167,738 114,630 53,108 (32%)2
Contracted Services 140,031 101,014 39,017 (28%)3
Interfunctional Adjustments 27,422 27,426 (4) (0%)
Debt Principal & Interest 6,179 6,180 (1) (0%)
Total Expenditures 603,378 486,603 116,775
Total Net Levy (602,456)(484,583)117,873
Development Charges
DC Revenue Collected (106,275)
DC Contribution to Reserves 106,275
Notes
1 PT under $24,100, Marshalls not required
2 HLW under $42,100; Supplies Exp under $ 9,900
3 Subcontractor Exp under $31,300, cleaning contracts
Page 144 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 29,672 29,412 (260)(1%)
Total Revenues 29,672 29,412 (260)
Expenditures
Purchases 625 354 271 (43%)
Contracted Services
Contribution to Reserves 3,131 3,124 7 (0%)
Debt Principal & Interest 11,779 11,811 (32) (0%)
Total Expenditures 15,535 15,289 246
Total Net Levy 14,137 14,123 (14)
Page 145 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants
User Charges 1,075 2,649 1,574 (146%)
Other Revenue 610 1,216 606 (99%)
Contribution from Reserves
Total Revenues 1,685 3,865 2,180
Expenditures
Labour 62,048 58,716 3,332 (5%)
Purchases 19,152 21,077 (1,925) (10%)
Contracted Services 5,250 2,745 2,505 (48%)
Interfunctional Adjustments 6,169 6,177 (8) (0%)
Total Expenditures 92,619 88,715 3,904
Total Net Levy (90,934)(84,850)6,084
Page 146 of 319
Page 1 of 2
SUBJECT: 2022 First Quarter Consolidated Financial Results
Report Number: FIN 22-14
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Council receives report FIN 22-14 2022 First Quarter Consolidated financial
results as information.
BACKGROUND
To provide Council with the actual January 1, 2022 to March 31, 2022 Town wide
consolidated financial results.
DISCUSSION
The attached data summarizes the variances between 2022 actual results for the period
ended March 31, 2022 and the 2022 YTD budget.
Questions or comments relative to the departmental 2022 first quarter revenues and
expenditures should be referred to the applicable members of the Senior Leadership
Team for commentary.
FINANCIAL IMPACT
The first quarter results reflect an overall Town wide consolidated 2022 favourable
variance of $940K. This includes $370K in Building Services, which is transferred to an
obligatory reserve at year-end, and would likewise be impacted by fluctuations in
revenues and expenditures throughout the year, as well as other reserve transfers that
would be recommended at year-end. Thus, this preliminary figure is not a certain
indication of what may be expected as the year progresses.
Page 147 of 319
FIN 22-14, Q1 Consolidated Financial Results
Page 2 of 2
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
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 Projects – N/A
ATTACHMENTS
1. Appendix A - 2022 Q1 Finance Operating Results
Page 148 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Levy, PILS 8,695,599 8,696,200 601
Grants 466,653 682,897 216,244
User Charges 1,099,635 1,503,577 403,942
Other Revenue 18,398 15,315 (3,083)
Specified Revenue 1,025 1,025
Contribution from Reserves
Total Revenues 10,280,285 10,899,014 618,729
Expenditures
Labour 2,526,008 2,402,840 123,168
Purchases 1,153,061 1,014,551 138,510
Contracted Services 1,523,035 1,304,886 218,149
Contribution to Reserves 3,131 160,545 (157,414)
Interfunctional Adjustments 105,901 106,792 (891)
Debt Principal & Interest 86,707 86,773 (66)
Total Expenditures 5,397,843 5,076,387 321,456
Total Net Levy 4,882,442 5,822,627 940,185
Development Charges
DC Revenue Collected (606,252)
DC Contribution to Reserves 606,252
Page 149 of 319
Page 1 of 3
Subject: 2022 First Quarter Corporate Services Department Results
Report Number: CS 22-17
Department: Corporate Services Department
Submitted by: Director of Corporate Services
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
That Council receives report CS 22-17 2022 First Quarter Corporate Services
Department results as information.
BACKGROUND
To provide Council with the actual January 1, 2022 to March 31, 2022 Corporate
Services Department financial results.
DISCUSSION
Summary of Operational Results
Objective Owner Target
Date
Status
Investigate Options for a
Volunteer Recognition
Program
Manager of HR Q3 Working on a
breakfast for the
end of the term
Council Orientation Program Director of CS Q4 All depts. are
collecting
info/presentations
being identified
Youth Engagement Program Clerk Q4 Discussion with
Youth Coalition –
youth committee
identified during
new term of
Council
Page 150 of 319
CS 22-17
Page 2 of 3
Review of Council Committees Clerk Q3 Departmental
review currently
being conducted
and Committee
Chair meeting
scheduled.
Municipal Election Clerk Q3 Ongoing
Navigation improvements on
the website
Communications
Officer
Q3 Work has started
with e-solutions
Mobile application for reporting
and service requests
Communications
Officer
Q3 RFP submissions
received and
presentations
scheduled
Implement IT Plan Director of CS 2023 No monies
budgeted for any
recommendations
Computer Replacements IT Full year Ongoing
Cell Phone Replacements IT As needed Ongoing
Physician Recruitment CAO Ongoing
Town Hall Project CAO Negotiations taking
place with
Strathallen
Attainable and Affordable
Housing
CAO Ongoing
Boundary Adjustment CAO Ongoing
Carry out Strategic Initiatives CAO Ongoing
CONSULTATION
CAO
FINANCIAL IMPACT/FUNDING SOURCE
Details on major variances can be found in the attached Q1 results appendices.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
Page 151 of 319
CS 22-17
Page 3 of 3
☐ 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 – Not applicable.
Priority Projects – Not applicable.
ATTACHMENTS
Appendix A – 2022 Q1 Corporate Services Operating Results
Appendix B – 2022 Q1 Customer Service Operating Results
Appendix C – 2022 Q1 Council Operating Results
Page 152 of 319
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Page 1 of 6
Subject: First Quarter Economic Development and Marketing Results
Report Number: EDM 22-16
Department: Economic Development Department
Submitted by: Cephas Panschow
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Council receives Report EDM 22-16 First Quarter Economic Development and
Marketing Results as information.
BACKGROUND
The below tables summarize the status of the 2022 Business Plan Operating and
Capital Budget objectives.
Table 1: 2021 Business Plan Objectives
Objective Budget
Value
Target
Date
Status
Community
Improvement Plan
(Downtown Façade)
$35,000 Ongoing
Community
Improvement Plan
$20,000 Ongoing No applications received to date
Updated Economic
Development Strategy
Implementation
$5,000
Ongoing Approval in principal by Council
at their March 14 meeting
Enhanced Business
Processes (Apps)
$5,000 Q1 Subscription to company
prospecting tools (IBISWorld)
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EDM 22-16
Page 2 of 6
Van Norman
Innovation Park
(Ontario Certification)
$2,000 Q2 In process. Draft application
prepared
Chamber Awards –
Grant
$4,000 Q3
Chamber Awards –
Sponsorship
$4,000 Q3 Award selection by Economic
Development Advisory
Committee scheduled for June
Community Video
Production
$10,000 Q3
Bridges to Better
Business
$1,000 Q3
Youth Robotics
Challenge
$1,000 Q3 Contract signed
Discover Tillsonburg $8,000
offset by
revenue of
$6,000
Ongoing Considering Tillsonburg News
insert for spring edition
Pandemic Business
Recovery (MyMain
Street)
$2,000, but
TBD
subject to
grant
funding
approval
Q4 Grant application not approved
Town Hall Project
Support
N/A Ongoing In process
Continue to facilitate
discussions and
networking with
potential partners to
review additional
opportunities for Short
Line Rail connectivity
within the Town of
Tillsonburg.
N/A Q4 Service along the Cayuga
Subdivision rail line re-started in
January
Engineering Design
Services for Rokeby
Road Property
$265,000
with offsets
Q4 In process
Wayfinding Signage $53,649
per Report
EDM 21-27
Q4 Majority of signs installed, with
remainder scheduled for June
Consultations for Mall
Parking Lot
Reconfiguration
$5,000 Q4 Not initiated
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EDM 22-16
Page 3 of 6
VIP Phase 2
Conceptual Plan
Development
$50,000
(funded by
reserves)
Q4 Preliminary consultation
meeting held
High Tech
Manufacturing Action
Plan
$5,000 Ongoing Webpage created at
www.Tillsonburg.ca/hightech,
video and ad creation
underway, session planning
CFOxford Partnership
(Pop-up)
$5,000 Q4 Not initiated
Airport Business
Development (Fly-in
Tours)
TBD Q4 Not initiated
Project Big Swing TBD Ongoing Further to Council’s review at
their January 21, 2021 meeting,
plan being revised for future
consideration
County Surplus Rail
Lands
TBD Ongoing Council reviewed at their May
24, 2022 Closed meeting
DISCUSSION
Some key investments for the first quarter were:
Purchase and renovation of 101 Cedar Street property by Fairview Holdings;
Conditional offer on lot 2B in the Van Norman Innovation Park;
Conditional offer on lots 5 and 6 in the Van Norman Innovation Park.
A more detailed report with standard metrics will be provided in the second quarter.
CONSULTATION
The reporting of quarterly results helps demonstrate accountability to Senior
Leadership, Town Council, and the public. In addition to this, the Economic
Development Advisory Committee is provided with a regular summary of these metrics.
FINANCIAL IMPACT/FUNDING SOURCE
The Economic Development & Marketing Department financial results for the first
quarter of 2022 are as follows:
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EDM 22-16
Page 4 of 6
Department Variance (Brackets
denote over
budget)
Explanation
Development &
Communications (500)
$0
Economic Development
(505)
$7,591 Oxford Connection Economic
Development Grant – Tillsonburg
Share of Remaining 2021 Funds
provided by the County towards
Town’s SOMA Membership
TOTAL $7,591
At this time, there are no anticipated impacts to the budget.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ 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 – Not applicable
Priority Project – Not applicable
ATTACHMENTS
Appendix A – DCS and Economic Development Operating Summary
Page 160 of 319
EDM 22-16
Page 5 of 6
Appendix A – DCS and Economic Development Operating Summary
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges
Total Revenues
Expenditures
Purchases 19,700 19,700 0%
Total Expenditures 19,700 19,700
Total Net Levy (19,700)(19,700)
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EDM 22-16
Page 6 of 6
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 18,500 23,598 5,098 (28%)1
User Charges 24,500 24,450 (50)(0%)
Contribution from Reserves
Total Revenues 43,000 48,048 5,048
Expenditures
Labour 46,458 47,135 (677) (1%)
Purchases 43,637 40,522 3,115 (7%)
Contracted Services 732 627 105 (14%)
Contribution to Reserves
Interfunctional Adjustments (3,975) (3,975) 0%
Debt Principal & Interest
Total Expenditures 86,852 84,309 2,543
Total Net Levy (43,852)(36,261)7,591
1 Oxford Connection Economic Development Grant
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Page 1 of 2
SUBJECT: 2022 First Quarter Finance Department Results
Report Number: FIN 22-13
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Council receives report FIN 22-13 2022 First Quarter Finance Department
results as information.
BACKGROUND
To provide Council with the actual January 1, 2022 to March 31, 2022 Finance
Department financial results.
DISCUSSION
Summary of Operational Results
Table 1: 2022 Operations Business Plan
Objective Owner Target Date Status
Financial System Upgrade Finance Q1 Completed
AP Digitalization, implementation
study with County and Ingersoll
Finance Q1 2023 In progress
Purchase Order Pilot & GP
Commitments to FMW
Finance Q4 In progress
Multi-year budget development Finance Q3 In progress
Reserve Policies Finance Q4 To be initiated
Background work on 2023-2025
Goals
Finance Q4 To be initiated
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FIN 22-13, Q1 Finance Services Results
Page 2 of 2
Table 2: 2022 Additional Information
Objective Target
Date
Status
2021 Final Audit Q2 In progress
Audited 2021 Financial Statements Q2 In progress
2022 Interim Audit Q3 Scheduled
FINANCIAL IMPACT
The 2022 first quarter for Finance shows a surplus of $45,078. Details on major variances
can be found in the attached Q1 results appendix.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal - The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Direction – N/A
Priority Projects – N/A
ATTACHMENTS
1. Appendix A - 2022 Q1 Finance Operating Results
Page 164 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 163,175 316,294 153,119 (94%)1
User Charges 6,000 5,679 (321)(5%)
Other Revenue 11,666 5,816 (5,850)(50%)2
Contribution from Reserves
Total Revenues 180,841 327,789 146,948
Expenditures
Labour 190,122 186,654 3,468 (2%)
Purchases 12,707 13,586 (879)(7%)
Contracted Services 22,638 (30,331) 52,969 (234%)3
Contribution to Reserves 157,421 (157,421) 4
Interfunctional Adjustments (56,803) (56,796) (7) (0%)
Total Expenditures 168,664 270,534 (101,870)
Total Net Levy 12,177 57,255 45,078
Notes
1 OCIF Formula Funding
2 Interest/Finance charges under
3 Auditing Expense accrual - timing
4 OCIF formula funding contributed to reserves - $152,900; Bank interest earned relating to Reserve account $4,500
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Page 1 of 5
Subject: Fire and Emergency Services First Quarter Report 2022
Report Number: FRS 22-02
Department: Fire and Emergency Services
Submitted by: Shane Caskanette, Fire Chief
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Report FRS 22-02 Fire and Emergency Service 2022 First Quarter Report be
received as information.
BACKGROUND
To provide Council with January 1, 2022 to March 30, 2022 Fire and Emergency
Services performance results.
DISCUSSION
SUMMARY OF BUSINESS PLAN OBJECTIVES
2022 Business Objectives
Objective Target Date Status
Increase Fire Prevention Inspection & Public
Education Awareness Program Q1 / Q2 / Q3 / Q4 Ongoing
Implement Mandatory NFPA Compliant
Training Programs and Officer Development Q1 / Q2 / Q3 / Q4 Ongoing
Continue to Develop and Implement Cancer,
PTSD, Mental Health Risk Reduction
Program
Q1 / Q2 / Q3 / Q4 Ongoing
Update Establishing and Regulating By-law Q2 2022 Ongoing
Revise Emergency Management Program
and Plan Q2 2022 Ongoing
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FRS 21-09
Page 2 of 5
Key Performance Indicators
The average number of firefighters attending training sessions was twenty-two (22).
The average attendance at fire incidents are as follows:
Platoon Calls - 11 firefighters respond
All Calls - 11 firefighters respond
Medical Calls - 8 firefighters respond
2022 Alarm Data (Year to Date)
OFM Response Type Total Incidents Total Staff Hours
Property Fires/Explosions 3 248
Burning Controlled 2 4
Pre Fire Conditions/ No Fire 7 27
False Fire Calls Alarm Activations 16 62
Carbon Monoxide False Calls 8 22
Public Hazard 5 27
Rescue MVC 7 96
Medical/Resuscitator Call 15 18
Other Response 21 40
YTD 84 594
2022 Dollar Loss / Loss Prevention
Number of
Property
Fire
Incidents
Estimated
Property
Value at Risk
Estimated
Structure Fire
Loss
Estimated
Content Fire
Loss
Property Fire
Loss
Prevented
Q1 3 19,430,000 $3,000,000 3,500,000 12,870,000
Q2
Q3
Q4
YTD Total
Fire Prevention Inspections
1st Quarter 2022 Year to Date
New Inspections 8 8
Ongoing Inspections 238 238
Legal Action 0 0
Closed 169 169
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FRS 21-09
Page 3 of 5
Public Education
Types 2022 1ST
Quarter
2022
Year to Date
Age Groups Served
YTD
Fire Public Education Presentations
and Events 2 2 Under 5 =
Ages 5-10 =
Ages 11-15 -
Ages 16-25 =
Ages 26-54 =
Ages 55+ =
All Ages (Group) = 85
Social Media (1 Month
Total) =326,000
Emergency Management Public
Education Presentations and Events 0 0
Emergency Management – Social
Media 27 27
Fire Public Education - Social Media 65 65
Fire Communication Report
After Hours Town of Tillsonburg Calls
2022
1ST
Quarter
On Call
Called Out 2022YTD On Call Called
Out YTD
Town Administration 234 N/A 234 N/A
OPP 59 N/A 59 N/A
Roads 69 26 69 26
Hydro 65 10 65 10
Water/Waste 48 15 48 15
By-Law Enforcement/Parking 1 0 1 0
Animal Control 6 0 6 0
Garbage Collection/Transfer Station 29 0 29 0
Fleet 3 0 3 0
Community Centre/Parks 11 0 11 0
Facilities 2 0 2 0
Fire Communications (Tillsonburg only)
2022 1ST
Quarter 2022 YTD
Administration
Lines 929 929
Fire Incidents 84 84
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FRS 21-09
Page 4 of 5
Fire Communication Services (Customers)
2022 1ST
Quarter 2022YTD
Emergency Calls Received 2,567 2,567
Non Emergent Calls Received 1,896 1.896
Actual Fire Incidents
Dispatched 1,097 1,097
CONSULTATION
N/A
FINANCIAL IMPACT/FUNDING SOURCE
Q3 Financial Review
1) Municipal Modernization Funding of $55,561 for NG-911 program received.
2) FT Labour under $43,700 due to Asst. Chief vacancy, Overtime over $5,700
COVID impact and part-time vacancies.
3) Training Expense under $6,000 funding is allocated to future training.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☒ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – Within the community, Tillsonburg will strive to offer residents the amenities,
services and attractions they require to enjoy balanced lifestyles.
Strategic Direction – Expand community partnerships in the delivery of programs and
amenities.
Priority Project – Not applicable.
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FRS 21-09
Page 5 of 5
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Project – Explore opportunities for service efficiencies in partnership with
adjacent municipalities.
Priority Project – Not applicable.
ATTACHMENTS
1. 2022 Q1 Fire Operating Financial Results
Page 170 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 55,561 55,561 1
User Charges 40,728 38,242 (2,486)(6%)
Total Revenues 40,728 93,803 53,075
Expenditures
Labour 339,628 302,424 37,204 (11%)2
Purchases 46,556 31,819 14,737 (32%)3
Contracted Services 19,116 15,319 3,797 (20%)
Contribution to Reserves
Interfunctional Adjustments 81,253 81,590 (337) (0%)
Debt Principal & Interest
Total Expenditures 486,553 431,152 55,401
Total Net Levy (445,825)(337,349)108,476
Development Charges
DC Revenue Collected (51,328)
DC Contribution to Reserves 51,328
Notes
1 Modernization Intake 3 funding - Fire Service Modernization Program
2 Full Time labour under $43,700 - Vacancy/implementation of new deputy position; Over time over $5,700
3 Training Exp under $6,000; Insurance under $3,900
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Page 1 of 13
Subject: 2022 First Quarter Operations and Development Services
Report Number: OPD 22-22
Department: Operations and Development Department
Submitted by: Carlos Reyes, Director of Operations and Development
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT report OPD 22-22 2022 First Quarter Operations and Development Services be
received as information.
BACKGROUND
To provide Council with the January 1, 2022 to March 31, 2022 Department year to date
operational and financial results for the Operations and Development Department.
DISCUSSION
2022 Business Objectives and Capital Projects:
Table 1: 2022 Operating Business Plan
Objective Target Date Q1 Project
Status
Renegotiations of Westtown Line Boundary Road
Agreement Q4 In progress
Renegotiations of Water Distribution and Wastewater
Collection Agreement with Oxford County Q3 In progress
Airport Website redesign Q3 In progress
Renegotiations of the Traffic Signal/Streetligths
maintenance Agreement Q3 In progress
Investigate Private Woodlot East of Runway 08-26
Removal Options Q4 In progress
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OPD 22-22 2022 First Quarter Operations and Development Services
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Finalize Engineering Design Criteria & Standard
Drawings Q3 In Progress
Asset Management Plan Update Q2 Completed
Lincoln Street Reconstruction Detailed Design Q4 In progress
Townline Road Reconstruction Detailed Design Q4 In progress
Goshen Street Reconstruction Detailed Design Q4 In progress
Table 2: 2022 Capital Business Plan
Objective Target
Date Q1 Project Status
Kinsmen Bridge Upgrade Design Q4 In Progress – Awarded to
Planmac
Facilities Asset Management Q3 In progress – Awarded to Roth
IAMS
2022 Asphalt Resurfacing Program Q3 In progress – Awarded to Brantco
Woodcock Drive and Pheasant Crt – Design Q3 In progress – Awarded to GM
Blueplan
2022 Sidewalk Inspection Program Q4 In progress
Cranberry Rd - Design Q3 In Progress – Project Awarded to
CJDL Engineering
Beech Blvd and Stoney Creek - Retaining
Walls Reconstruction Q3 In progress
Stoney Creek Sanitary Sewer Retaining
Walls - Design Q4 In progress
Lindsay St Reconstruction Q3 In progress – Awarded to Euro
Ex Construction
Frances St Reconstruction Q3 In progress – Awarded to Euro
Ex Construction
3D Lidar – Manhole Condition Assessment Q4 In progress – Awarded to
Andrews Engineering
Stoney Creek Sanitary Trunk Main Repair -
Design Q4 In progress – Awarded to Matrix
Solutions
2020 CFWD - Young Street Storm Outlet
Class Environmental Assessment (Design) Q4 In progress – Project Awarded to
GM Blueplan
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OPD 22-22 2022 First Quarter Operations and Development Services
Page 3 of 13
Light Duty Vehicles
2021 CFWD - Water unit #28 – Replace
pickup truck Q3 2021
Q3
Awarded / Delivery expected July
2022
2021 CFWD - Fire unit #37 – Replace
pickup truck Q4 2021
Q1 2023 In progress
2021 CFWD – Fire unit #38 – Replace SUV Q3 2021
Q1 2023 In progress
2021 CFWD - Hydro unit #65 – Replace
pickup truck
Q3 2021
Q3
Awarded / Delivery expected July
2022
2021 CFWD - New Parks/Facilities unit -
mini cargo van
Q3 2021
Q3
Awarded / Delivery expected July
2022
Heavy Duty Vehicles
Roads unit #80 – Replace loader Q4 In Progress
Roads unit #63 – Replace snowplow/sander Q2 2024 In Progress
Off Road Equipment
Roads unit #203 – Replace zero turn mower Q4 In Progress
Roads unit #98 - Replace trackless flail
mower Q3 Completed
Roads unit #135 - Replace trackless boom
flail Q3 In Progress
New sidewalk plow for Roads Q3 Completed
Key indicators measure growth in terms of infrastructure i.e. Roads, Sewers, Watermain,
Sidewalk, etc. and the associated maintenance level of service. The Towns ability to
mitigate the associated incremental costs to maintain the additional infrastructures
demonstrates the efficiencies of continuous internal improvement.
Table 3: Key Indicators
Key Indicators 2021 2020 2019 2018 2017 2016 2015 2014
Roads (Lane km) 242.3 238.3 235.4 234.1 233.6 229.4 226.8 226.1
Sidewalks (km) 117.1 107.6 98.6 97.4 96.6 94.2 91.6 89.5
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OPD 22-22 2022 First Quarter Operations and Development Services
Page 4 of 13
GOALS FOR NEXT QUARTER
Finalize Engineering Design Criteria & Standard Drawings
Continue renegotiation of Westtown Line Boundary road agreement
Complete redesign of the Airport website
CONSULTATION
The following staff/resources have been consulted for this report:
Senior Analyst/Deputy Treasurer
Manager of Public Works
Manager of Engineering
FINANCIAL IMPACT/FUNDING SOURCE
The consolidated 2022 Q1 Operations Services overall variance is summarized in Table 4.
Table 4: First Quarter Budget vs. Actual Variance Summary
Department Surplus / (Deficit)
Operations Administration 1,374
Engineering Services 17,432
Public Works (55,228)
Waste Management 1,320
Municipal Parking 12,970
Airport Operations (2,186)
Fleet Services 13,213
Transit Services (In-Town) 52,040
Total Variance $40,935 Surplus
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
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OPD 22-22 2022 First Quarter Operations and Development Services
Page 5 of 13
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Direction – Develop a communications strategy to increase awareness of
Council decisions and municipal programs, projects and services.
Priority Project – N/A
ATTACHMENTS:
Appendix A – Operating Summaries
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OPD 22-22 2022 First Quarter Operations and Development Services
Page 6 of 13
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OPD 22-22 2022 First Quarter Operations and Development Services
Page 7 of 13
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OPD 22-22 2022 First Quarter Operations and Development Services
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2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Total Revenues
Expenditures
Labour 63,717 63,176 541 (1%)
Purchases 5,194 4,365 829 (16%)
Interfunctional Adjustments (6,122) (6,126) 4 (0%)
Total Expenditures 62,789 61,415 1,374
Total Net Levy (62,789)(61,415)1,374
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2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 50,000 49,862 (138)(0%)
User Charges 3,824 1,601 (2,223)(58%)
Total Revenues 53,824 51,463 (2,361)
Expenditures
Labour 144,621 141,153 3,468 (2%)
Purchases 10,593 6,757 3,836 (36%)
Contracted Services 12,497 12,497 (100%)1
Interfunctional Adjustments (53,156)(53,148)(8) (0%)
Total Expenditures 114,555 94,762 19,793
Total Net Levy (60,731)(43,299)17,432
Notes
1 County GIS services - timing
Page 186 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants
User Charges 1,500 1,500
Contribution from Reserves
Total Revenues 1,500 1,500
Expenditures
Labour 306,060 360,997 (54,937) (18%)1
Purchases 171,755 171,008 747 (0%)
Contracted Services 20,937 23,401 (2,464) (12%)
Interfunctional Adjustments 126,948 126,984 (36) (0%)
Debt Principal & Interest 45,233 45,271 (38) (0%)
Total Expenditures 670,933 727,661 (56,728)
Total Net Levy (670,933)(726,161)(55,228)
Development Charges
DC Revenue Collected (414,593)
DC Contribution to Reserves 414,593
Notes
1 FT Overtime over $41,500 -Winter Maintenance; FT regular over $13,200 - allocation of staff time
Page 187 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 46,300 46,301 1 (0%)
User Charges 23,170 15,312 (7,858)(34%)1
Contribution from Reserves
Total Revenues 69,470 61,613 (7,857)
Expenditures
Labour 5,272 8,058 (2,786) (53%)
Purchases 16,341 10,114 6,227 (38%)1
Contracted Services 10,435 4,711 5,724 (55%)2
Interfunctional Adjustments 33,609 33,597 12 (0%)
Total Expenditures 65,657 56,480 9,177
Total Net Levy 3,813 5,133 1,320
Notes
1 Bag Tag sales/inventory purchases
2 Large Item Bins - Transfer Station
Page 188 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Levy, PILS 71,898 72,283 385 (1%)
Total Revenues 71,898 72,283 385
Expenditures
Labour 20,731 6,855 13,876 (67%)1
Purchases 12,500 16,428 (3,928) (31%)
Contracted Services 25,756 23,115 2,641 (10%)
Contribution to Reserves
Interfunctional Adjustments 11,522 11,526 (4) (0%)
Debt Principal & Interest
Total Expenditures 70,509 57,924 12,585
Total Net Levy 1,389 14,359 12,970
Notes
1 Allocation of staff time
2 Supplies Expense under Snow Removal under
3 Subcontractor Snow Clearing Expense under
Page 189 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants
User Charges 27,729 30,907 3,178 (11%)1
Total Revenues 27,729 30,907 3,178
Expenditures
Purchases 47,355 51,145 (3,790) (8%)1
Contracted Services 38,372 39,954 (1,582) (4%)
Interfunctional Adjustments 3,431 3,423 8 (0%)
Debt Principal & Interest
Total Expenditures 89,158 94,522 (5,364)
Total Net Levy (61,429)(63,615)(2,186)
Notes
1 Fuel Sales/purchases
Page 190 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 388,061 390,960 2,899 (1%)
Total Revenues 388,061 390,960 2,899
Expenditures
Labour 84,671 80,442 4,229 (5%)
Purchases 191,229 185,180 6,049 (3%)1
Contracted Services 500 454 46 (9%)
Contribution to Reserves
Interfunctional Adjustments 2,372 2,376 (4) (0%)
Debt Principal & Interest 3,852 3,858 (6) (0%)
Total Expenditures 282,624 272,310 10,314
Total Net Levy 105,437 118,650 13,213
Development Charges
DC Revenue Collected (2,815)
DC Contribution to Reserves 2,815
Notes
1 Supplies Exp over $9,300; Equipment Supplies & Repairs under $7,000; Insurance under $3,000; Training under $1,700;
Page 191 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
Grants 100,000 100,241 241 (0%)
User Charges 9,047 5,019 (4,028)(45%)
Total Revenues 109,047 105,260 (3,787)
Expenditures
Labour 19,016 18,256 760 (4%)
Purchases 4,366 5,338 (972)(22%)
Contracted Services 150,450 94,407 56,043 (37%)1
Interfunctional Adjustments 2,222 2,226 (4) (0%)
Total Expenditures 176,054 120,227 55,827
Total Net Levy (67,007)(14,967)52,040
Notes
1 Subcontractor Exp under $56,000 - timing of invoices
Page 192 of 319
Page 1 of 7
Subject: 2022 First Quarter Building, Planning & By-Law Services Results
Report Number: OPD 22-20
Department: Operations and Development Department
Submitted by: Geno Vanhaelewyn, Chief Building Official
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT report OPD 22-20 - 2022 First Quarter Building, Planning & By-Law Services
Results, be received as information.
BACKGROUND
This report contains information on activity volumes, trends over time, financials and
updates on major initiatives. The statistics provided are inclusive from January 1, 2022
to March 31, 2022.
DISCUSSION
BUILDING SERVICES
Construction activity in the Town of Tillsonburg has decreased in terms of overall permits
issued and the total value of construction for the first quarter. A decrease in all sectors
was experienced with an increase in industrial. These statistics are noted in the tables
that follow.
2022 – Building Permit Activity Overview – Q1 ending (Jan 1/22 – Mar 31/22)
Total Permits Issued 107
Total Construction Value $21,990,285
Total Permit Revenue $ 443,911
Page 193 of 319
OPD 22-20 – 2022 First Quarter Building, Planning & By-Law Services Results
Page 2 of 7
Value of Construction by Sector (Jan 1/22 – Mar 31/22)
Value of Construction Comparisons (Jan 1/22 – Mar 31/22)
TYPE 2017 2018 2019 2020 2021 2022
Residential
(Value) 3,911,090 7,550,226 5,089,508 15,574,762 24,397,902 16,033,472
Commercial
(Value) 476,880 1,143,580 303,200 976,510 679,230 322,813
Industrial
(Value) 168,254 165,000 156,300 2,702,800 358,000 5,609,000
Institutional
(Value) 0 36,000 1,506,500 50,300 35,000 25,000
TOTAL 4,556,224 8,894,806 7,055,508 19,304,372 25,470,132 21,990,285
Residential
$16,033,472
Industrial
$5,609,000
Commercial
$322,813 Institutional
$25,000
Page 194 of 319
OPD 22-20 – 2022 First Quarter Building, Planning & By-Law Services Results
Page 3 of 7
Number of Permits Issued (Jan 1/22 – Mar 31/22)
Residential Development
Inspection Activity Comparisons (Jan 1/22 – Mar 31/22)
Major Construction/Development Projects:
61 Townline Cedarcrest Wood Products – addition
19 Van St – Sewage Treatment Plant upgrades
1417 Bell Mill Sideroad – THK - warehouse addition
101 Spruce – Vacant Industrial - alteration
2 Clearview – storage facility buildings (2)
301 Tillson Ave –Martenria – addition
Lot 2 VanNorman Innovation Park
TYPE 2017 2018 2019 2020 2021 2022
Single Detached
Dwellings 13 22 11 27 34 19
Townhouse
Dwellings - - - - - 26
Total Dwelling
Units 17 12 21 31 84 53
Total All Permits 89 81 54 92 132 107
DEVELOPER NUMBER OF SINGLE
DETACHED & TOWNHOUSE
DWELLINGS
Performance Communities Inc – Hayhoe Homes 31
Wrenmark Limited 8
Simon Wagler Homes Inc. 4
Tillsonburg Developments Inc. 1
Everest Estate Homes 1
Output Measures/Activity 2017 2018 2019 2020 2021 2022
Building Inspections Completed 353 256 299 346 583 659
Page 195 of 319
OPD 22-20 – 2022 First Quarter Building, Planning & By-Law Services Results
Page 4 of 7
Northcrest Estates Subdivision PH 1 - Hayhoe Homes
Northcrest Estates Subdivision - PH 2 - Hayhoe Homes
101 North St E – 59 unit townhouse development – Hayhoe Rentals
Potters Gate Phase 3 – 53 singles & 26 towns – Oxnard Developments
361 Quarter Town Line – 360 West Development
164 Broadway – Strathallen/Popeye’s Chicken – commercial alteration
164 Broadway – Strathallen/barBurrito – commercial alteration
38 Oxford – Starbucks – commercial renovation
96 Tillson Ave – Livingston Ctr. – institutional alteration
Building Financial Impact
Financial records indicate that the Building sector has a surplus of $273,012 at the end
of Q1. The increase in activity and project value of construction is a direct result of the
increase in revenue found in the financial records. The forecast for year end is to be on
budget with an estimated $250,000 contribution to the Building Permit Reserves.
PLANNING SERVICES
2022 Planning activity has continued to remain very active particularly with increased
activity in site plan formal consultations and site plan approvals.
Planning Activity (Jan 1/22 – Mar 31/22)
Output Measures/Activity 2017 2018 2019 2020 2021 2022
Minor Variance Applications 1 5 2 4 8 6
Zone Change Application 3 3 6 3 5 3
Site Plan Formal Consultations 2 2 1 0 1 4
Site Plan Approvals 1 1 5 1 1 5
Site Plan Applications (in progress) 4 9 5 5 8 4
Subdivision Agreements 2 0 2 2 2 1
Pre-Servicing Agreements 2 0 1
Plans of Subdivision 1 1
Severances 4 2
Page 196 of 319
OPD 22-20 – 2022 First Quarter Building, Planning & By-Law Services Results
Page 5 of 7
Site Plan Applications (in progress)
49 North Street East
500 Broadway
301 Tillson Avenue
14 Glendale
116 Simcoe Street
261 Broadway
61 Vienna Road
19 Van Street
BY-LAW SERVICES
Records indicate that by-law and property standard enforcement activities and
occurrences are down slightly from the previous year. There were reductions in parking
tickets and the variance noted is directly related to COVID-19. These activities are noted
in the table below.
By-Law Activity (Jan 1/22 – Mar 31/22)
Output Measures– Quantity 2017 2018 2019 2020 2021 2022
Parking Tickets Issued 198 179 266 358 128 111
Animal Tags
Issued
Cats 756 632 472 673 806 -
Dogs 1634 1855 960 1440 1851 1616
Enforcement –
Complaints and
Occurrences
Parking,
Noise,
Garbage,
Taxi
23 32 - - 59 35
Property
Stds, Zoning,
Clean Yard,
Sign, Fence,
etc.
61 52 - - 42 66
Animal
Control 70 48 61 42
COVID-19 - - - - 24 3
By-Law Financial Impact
Financial records indicate that the By-Law sector has a surplus of $9,351 at the end of
Q1. The forecast for year end is to be on budget. A copy of the financial summary has
been attached to this report.
Page 197 of 319
OPD 22-20 – 2022 First Quarter Building, Planning & By-Law Services Results
Page 6 of 7
DEPARTMENTAL TASKS/BUSINESS OBJECTIVES
2022 Business Plan Objectives
Objective Target Project Status
Review and implement CloudPermit customer payment
integration Q2 In Progress
Complete Amanda/CloudPermit Integration Q1 Q2 In Progress
Inspector Training/Consistency & Policy Review Program Q4 In Progress
Communicate Building Code Amendments Q4 In Progress
2022 Building Code Amendments –
Notify/educate designers, contractor and general public Q1 Complete
By-Law Reviews – Building By-Law (in progress),
Garbage/Dumping By-Law (in progress), Pool Enclosure
By-law (in progress)
Q4 In Progress
Central Area Design Study – Façade Improvement
Program Q4 In Progress
Implement Planning Application Web Portal & Digital
Service Delivery
Q4
In Progress
Review Planning Process & Procedures Q3 In Progress
Review Innovative Options related to MMAH More Homes,
More Choice: Ontario’s Housing Supply Action Plan -
secondary dwelling units, tiny homes, etc.
Q2
Q3 In Progress
CONSULTATION
N/A
FINANCIAL IMPACT/FUNDING SOURCE
See attached financials.
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 198 of 319
OPD 22-20 – 2022 First Quarter Building, Planning & By-Law Services Results
Page 7 of 7
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal - The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Direction - Develop a communications strategy to increase awareness of
Council decisions and municipal programs, projects and services.
Priority Projects – N/A
ATTACHMENTS
- 2022 Q1 Budget vs Actuals – Building
- 2022 Q1 Budget vs Actuals - Protection
Page 199 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 202,310 457,050 254,740 (126%)1
Total Revenues 202,310 457,050 254,740
Expenditures
Labour 152,456 133,436 19,020 (12%)2
Purchases 17,077 13,484 3,593 (21%)
Contracted Services 28,000 32,341 (4,341) (16%)
Contribution to Reserves
Interfunctional Adjustments 26,625 26,625 0%
Total Expenditures 224,158 205,886 18,272
Total Net Levy (21,848)251,164 273,012
Notes
1 Permit Revenue over
2 FT labour under $18,900 - vacancy
Any surplus at year end will be contributed into the Building Department Obligatory Reserve
Page 200 of 319
2022 2022 Actual %Note
YTD Budget YTD Actuals Variance Variance Reference
Revenues
User Charges 18,609 12,534 (6,075)(33%)1
Total Revenues 18,609 12,534 (6,075)
Expenditures
Labour 62,133 51,383 10,750 (17%)2
Purchases 8,820 2,118 6,702 (76%)3
Contracted Services 1,363 3,389 (2,026) (149%)
Interfunctional Adjustments 8,325 8,325 0%
Total Expenditures 80,641 65,215 15,426
Total Net Levy (62,032)(52,681)9,351
Notes
2 Net labour under $10,700 - Crossing Guards $6,500; FT under $5,000 - Vacant position
3 Docupet Fees under $3,400; Training Exp under $1,400
1 Licence fees under - Animal control $2,700; Parking Enforcement under $2,300
Page 201 of 319
Page 1 of 7
Subject: Town Hall Lowest Cost/Lease Option Report
Report Number: CAO 22-03
Department: Office of the CAO
Submitted by: Kyle Pratt, CAO
Prepared by: Renato Pullia, Interim Director of Finance; Kyle Pratt, CAO; Cephas
Panschow, Development Commissioner.
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
Option 1
THAT Council direct staff to retain a cost consultant to review the cost estimate for the
new construction “Greyfield” scenario;
AND THAT Council direct staff to proceed with an Environmental Site Assessment of
the new construction “Greyfield” Option site in the Harvey and Brock streets Municipal
Parking lots to determine the extent of environmental contamination, if any, and
potential for any remediation costs.
Option #2
Should Council require a more comprehensive cost estimate based on detailed design
plans and current market conditions, then an alternative option is:
THAT Council extend the previous contract with The Ventin Group Architects (+VG), for
the preparation of detailed design plans for the “Greyfield” Option in order to obtain a
current market cost estimate for new building construction;
AND THAT Council direct staff to retain a cost consultant to review the opportunity for
cost savings within the Town Centre Mall Option;
AND THAT Council direct staff to proceed with an Environmental Site Assessment of
the new construction “Greyfield” Option site in the Harvey and Brock streets Municipal
Parking lots to determine the extent of environmental contamination, if any, and
potential for any remediation costs.
Page 202 of 319
CAO 22-03 Town Hall Lowest Cost/Lease Option
Page 2 of 7
BACKGROUND
At its February 28, 2022 meeting, Council adopted the following resolution:
Resolution # 2022-070
Moved By: Deputy Mayor Beres
Seconded By: Councillor Gilvesy
THAT Council receives Report CAO 22-01 Town Hall Steering Committee
Recommendation;
AND THAT Council directs staff to negotiate a lease or other options with Strathallen
that is equal to or better than the lowest costed option identified in CAO 22-01 Town
Hall Steering Committee Recommendation.
DISCUSSION
The lowest costed option identified in CAO 22-01 report, attached as Appendix A, was
Option C (Greyfield) location, ‘Minimum’ scenario, meaning lowest footprint with
highest level of work-from-home:
Table 1 – Option C, Greyfield Site, Scenario Costing
Scenario Total 30 Year Costs Construction Costs
plus 10% contingency
“Maximum” Scenario
(No Work-from-home)
$ 17,546,357 $ 9,073,000
“Medium” Scenario
(Some Work-from-home)
$ 16,700,213 $ 8,640,000
“Minimum” Scenario
(High Work-from-home)
$ 11,330,167 $ 5,860,000
That option was one of four options identified in the CAO 22-01 report, derived from the
space needs study identifying the square footage requirements:
Table 2 – Area Requirement for Each Option (in Square Feet)
Option A –
Town Centre Mall
(Improvements
Financed by Mall
Owner)
Option A –
Town Centre Mall
(Improvements
Financed by
Town)
Option B –
10 Lisgar
Ave
Option C –
Brock/Harvey
“Greyfield” site
“Maximum” Scenario
(No Work-from-home)
27,317 SF 27,317 SF 23,640 SF
21,959 SF
“Medium” Scenario
(Some Work-from-
home)
26,000 SF 26,000 SF 22,500 SF 20,900 SF
Page 203 of 319
CAO 22-03 Town Hall Lowest Cost/Lease Option
Page 3 of 7
“Minimum” Scenario
(High Work-from-
home)
17,640 SF 17,640 SF 15,265 SF
14,179 SF
Strathallen’s Proposal
In seeking a lease or other options from Strathallen as directed by Council, Strathallen
has provided a proposal, attached as Appendix B. The proposal’s information was
reviewed and clarified, and is summarized below:
1. Total budget for retrofit/upgrade of Town Centre Mall: $13M, less value
engineering of $1.5-$2M = $11.5M conservatively
2. Strathallen would provide a $3M contribution, resulting in $8.5M ($11.5M - $3M)
to be financed
3. Town would finance $2.5M
4. Strathallen would provide financing on the remaining $6M over a 20-year lease
term at 5%, with principal and interest payments of $475K per year
5. The net lease rate for initial 30-year period would be $18.55 per square foot
(PSF) on 26,000 square feet (SF)
6. Operating costs during the 30-year lease would start at $3.10 PSF and be
indexed annually by CPI
In reviewing this with Strathallen, they confirmed that they are amenable to the Town
financing the entire $8.5M, and staff note it would be beneficial in doing so given more
favorable rates from Infrastructure Ontario, as shown below:
Table 3 – Strathallen vs Town Financing
Appendix C summarizes Strathallen’s current proposal, inclusive of all the items
summarized above, plus the common area maintenance (CAM) and hydro costs, to a
total 30-yr cost of $31.7M, or $40.65 PSF on 26,000 SF premises.
The proposal also notes “the lease arrangement holds the Landlord responsible to
maintain the building and associated capital costs including major components such as
Amount Rate Term
Yearly
Payment
Strathallen $6,000,000 5%20 $ 475,000
Town $2,500,000 4.27%20 $ 188,380
$8,500,000 $ 663,380
vs.
Town $8,500,000 4.27%20 $ 640,489
Town to finance entire $8.5 M through Infrastructure Ontario vs. finance
$2.5M through Infrastructure Ontario and $6M through Strathallen
Page 204 of 319
CAO 22-03 Town Hall Lowest Cost/Lease Option
Page 4 of 7
HVAC (15-year useful life) and roof (20-year useful life). Based on prices provided by
our third party cost consultant, a new build approaches $31.2M in addition to the
responsibility of any capital replacement costs.” Staff requested specific details on the
estimate of the $31.2M cost for a new Town Hall, but Strathallen did not provide any
additional information in this regard.
Updated Greyfield Site Figures
Since the CAO 22-01 report, Council adopted Hybrid Work Policy 6-010, of which the
implementation of such hybrid work model currently reflects the ‘Medium’ scenario area
requirement shown in Table 2. That scenario had 26,000 SF for the Town Centre Mall,
and 20,900 SF for the Greyfield Site.
In terms of the cost of a new build, +VG supported taking the ‘Medium’ scenario’s total
construction cost of $8,640,000 and inflating that by the Stats Canada, Non-Residential
Building construction price index, Q3 2021 vs Q1 2022 for Toronto, to reflect increases
in the cost of construction, being a change of 7.12%, for an updated principal amount of
$9,255,168. For a 20,900 SF building, that equates to $443 PSF.
That PSF rate is in line with the Altus Group’s 2022 Canadian Cost Guide, which
indicates an estimated range of $375 to $500 PSF for new municipal office construction
in the Greater Toronto Area (costs include above grade scope of work, complete with
foundations). Construction costs in the Greater Toronto Area, while similar to
Southwestern Ontario, are likely to be higher on average depending on the specific
characteristics of the development.
Strathallen noted that some significant costs were not captured in the construction + 30-
year cost figures. For example:
Environmental – “from our understanding the grey field site may be
contaminated. In the budget for this site we did not see any investigative costs to
determine and delineate any contamination (~$100k). If contamination is found
that would be another item to add to the budget.”
Parking – “the land lease requires the Town to reinstate any parking that is
displaced within the controlled land lease area. In the budget for the grey field
site there was no budget allocation to construct the ~100-150 spaces that are
being displaced by the development site.”
Capital – “the 30-year cost summary for the grey field site did not include any
capital cost in the last 10-years. Some of those items would include roof
replacement, paving, and HVAC. Those three items alone could add $1M+ in
years 21-30.”
In staff’s analysis of the Greyfield site option, shown in Appendix C, the missing cost
information was reviewed and conservative adjustments were made, including:
Page 205 of 319
CAO 22-03 Town Hall Lowest Cost/Lease Option
Page 5 of 7
1. Capital maintenance costs for years 21-30 of $1M
2. Location specific costs of $250K to cover any contamination remediation
3. Renovation costs of $500K ($250K every 15 yrs) for carpets, furniture, painting,
and other ancillary costs
4. Insurance costs $210K (30 yrs), changing from current tenant insurance to
building owner’s insurance
All costs in Appendix C are over 30 years, and the interest rate for financing has been
kept at 3% for comparison purposes with prior analysis. The actual rate, as of May 13th,
was 4.27% for a 30-year debenture, and it is expected that rates will continue to rise for
the balance of this year (Bank of Canada, April 13, 2022).
Appendix C summarizes updated +VG’s figures, inclusive of all the items summarized
above, including the common area maintenance (CAM) and hydro costs, to a total 30-yr
cost of $20.2M, or $32.29 PSF on 20,900 SF premises.
Overall Comments
The analysis in Appendix C indicates that, unless the Town achieves an equalized 30-
year total cost for both the Town Centre Mall Option and a New Construction “Greyfield”
Option development, the “Greyfield” Option would cost the taxpayers less and the Town
would own the building at the end of the period.
Strathallen has noted that an equalized 30-year total cost is not feasible with the current
+VG design specification and Greyfield pricing, but perhaps with a reduced scope. With
+VG’s current estimated costs, they feel there is significant construction cost risk in the
provided pricing. A smaller scale matching Greyfield’s site of 20,900 SF or a smaller
size unit can be accommodated at the Centre Mall, but this reduced layout will have a
common area hallway on the second floor for access to the excess space.
On whether or not there would be interest in purchasing the land underneath the mall
and/or the adjacent parking lots at market value, Strathallen noted they would be
interested in understanding the Town’s proposed terms.
CONSULTATION
This report has been prepared in consultation with Strathallen Capital Corp., +VG
Architects, along with an internal staff team comprised of the Chief Administrative
Officer, Interim Director of Finance, Development Commissioner, Manager of Parks &
Facilities, and the Chief Building Official.
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CAO 22-03 Town Hall Lowest Cost/Lease Option
Page 6 of 7
FINANCIAL IMPACT/FUNDING SOURCE
Appendix D summarizes the Appendix C information, and adds the impact per
household, as well as the incremental cost over the current lease payments being paid
by the Town.
Appendix D also adds the lowest costed option shown in prior reports, shown as 3-
‘Minimum Scenario’, which is the scenario with the most work-from-home days,
requiring space needs of 14,179 square feet.
Page 207 of 319
CAO 22-03 Town Hall Lowest Cost/Lease Option
Page 7 of 7
Table 4 – Summary of Options
Overall, as the Town Centre Mall option includes both a lease component and a
financing component, it has the highest overall 30-year cost, versus the Greyfield
Medium or Minimum scenarios where there are no lease costs.
Budget impact would depend on the option chosen, and the applicable rates at the
timing of financing.
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 – Position Tillsonburg as a leader in the municipal sector.
Priority Project – Immediate Term – Consolidated Town Hall initiative
ATTACHMENTS
1. Appendix A – CAO 22-01 report
2. Appendix B – May 2022 Strathallen’s Proposal
3. Appendix C – Strathallen’s Proposal & Medium Scenario Analysis
4. Appendix D – Scenario Analysis with Lowest Cost Option
Option Capital P+I Lease/Other Costs Total 30-yrs
Incremental 30-yr
Cost over Current
Lease
Incremental per
household cost
Town Centre Mall 13,086,411$ 14,469,000$ 27,555,411$ 17,942,797$ 114.11$
Greyfield Medium 14,249,052$ 2,700,000$ 16,949,052$ 7,336,438$ 41.25$
Greyfield Minimum 9,664,288$ 2,500,000$ 12,164,288$ 2,551,674$ 16.31$
Page 208 of 319
Page 1 of 10
Subject: Town Hall Steering Committee Recommendation
Report Number: CAO 22-01
Department: Office of the CAO
Submitted by: Kyle Pratt
Meeting Type: Council Meeting
Meeting Date: Monday, February 28, 2022
RECOMMENDATION
THAT Council receives Report CAO 22-01 Town Hall Steering Committee
Recommendation;
AND THAT Council endorses the Town Hall Steering Committees recommendation
regarding Option C – Greyfield Site – located at the corner of Brock and Harvey Street at
the “Maximum” square footage scenario to enable future growth and expansion;
AND THAT staff be directed to move forward with this option.
BACKGROUND
During the latter half of 2019, Council considered three options for a new Town Hall under
a Design/Build and Leaseback scenario. The building sizes ranged from 25,025 square
feet to 27,198 square feet with estimated 30 year Total Lease Costs ranging from $23.8
Million to $25.1 Million.
At their December 9, 2019 meeting, Council passed the following resolution, which
essentially terminated the Design/Build and Leaseback process and resulted shortly
thereafter with the Town Hall Steering Committee being reconstituted with a mandate to
look at all options for a new Town Hall.
THAT Report CAO 19-14 Town Hall Recommended Option – Town Hall Steering
Committee be received;
AND THAT, given that the quotes have come in well in excess of the benchmark
and will create a negative impact on future budgets, that Council reject all
Page 31 of 483Page 209 of 319
CAO 22-01
Page 2 of 10
proposals for the Design, Build/Lease of a new Town Hall and terminate the current
RFP process.
AND THAT staff communicate with the proponents in regards to the honorarium;
AND THAT staff report back in February with recommendations on how to proceed
with consideration of a complete set of options on how to proceed towards new
corporate space for the Town of Tillsonburg with lower costs to the Town.
The Town Hall Steering Committee has been working over the past two years to fulfill this
mandate and have been able to, despite the pandemic, work with Town staff and various
consultants to move this project forward.
One of the main tasks undertaken was an update to the 2016 Town Hall Space Needs
Study to reflect the changes since that study was completed. These changes include
restructuring within its various departments, more consideration given to how the overall
Town functions and who should be located in a new Town Hall. In addition to this, the
global pandemic has resulted in a shift in thinking as to how businesses can operate, and
specifically, with respect to flexible and virtual work arrangements.
Fabrik Architects was retained to conduct this update, which has been completed with
input from the Town Hall Steering Committee and Town staff.
The next step in the Town Hall project was the completion of a location/site Feasibility
Analysis, including conceptual design options. Town Staff have met with VG+ on a weekly
basis to discuss the three options for the Town Hall which include:
Option A – 200 Broadway (Tillsonburg Town Centre Mall)
Option B – 10 Lisgar Avenue (Customer Service Centre)
Option C – Grey field Site (Northeast corner of Brock and Harvey streets)
Once the conceptual floor plans for each of these locations was finalized, a Project
Analysis, outlining the estimated costs for three scenarios for each location, along with
the pros/cons for each, was completed. Town Staff and +VG Architects presented the
information to the Town Hall Steering Committee at their January 18, 2022 meeting.
Based on the input from the Committee, a number of revisions were made to the
information and brought back for consideration by the Committee at their January 31,
2022 meeting. Based on the revised information, the Town Hall Steering Committee has
made a recommendation for Council’s consideration as follows:
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RESOLUTION
Mover: Rick Strouth
Seconder: Jesse Goossens
THAT the Town Hall Steering Committee recommends Site C for the new Town
Hall with the largest square footage format;
AND THAT the Town Hall Steering Committee and VG+ be brought into the
February 14th Council meeting to present the three Town Hall options.
CARRIED
DISCUSSION
With Modernization funding provided by the Ontario Government, the Town was able to
retain The Ventin Group (+VG Architects) to develop Conceptual Floor Plans for each of
the three locations now under consideration. The purpose of the Conceptual Floor Plans
is to incorporate the information from the updated Space Needs Study into a floor plan
design that shows if/how the specific location could accommodate the Town’s
requirements.
Once this work was completed, a Project Analysis was conducted to better evaluate the
long term feasibility of the three options and help the Town in identifying the preferred
location and optimal solution for the Town’s space needs.
The following information has been developed with extensive input from Town Staff,
Department Heads and the Town Hall Steering Committee. It is important to note that
all locations have both pros and cons (see Appendix B – Report – Town Hall Stage 1
Designs and Site Options Analysis.
In terms of the required area for the new Town Hall, the Conceptual Floor Plans prepared
by +VG are based on the “Medium” Scenario, which is a combination of Work-from-the-
Office and Work-from-home options. However, +VG did provide proposed floor plan
areas and cost estimates for the “Maximum” (No Work-from-home) and “Minimum” (High
Work-from-home) scenarios for each of the three location options.
Because of how the existing built space is constructed and the flexibility afforded by new
construction, the first two options tend to have larger area requirement than the new
construction/Greyfield location. Table 1 summarizes the area requirement for each of the
options.
Table 1 – Area Requirement for Each Option (in Square Feet)
Page 33 of 483Page 211 of 319
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Option A – Town
Centre Mall
(Improvements
Financed by
Mall Owner)
Option A – Town
Centre Mall
(Improvements
Financed by Town)
Option B
– 10
Lisgar
Ave
Option C –
Brock/Harvey
“Greyfield”
site
“Maximum”
Scenario
(No Work-
from-home)
27,317 sf 27,317 sf 23,640 sf
21,959 sf
“Medium”
Scenario
(Some
Work-from-
home)
26,000 sf 26,000 sf 22,500 sf 20,900 sf
“Minimum”
Scenario
(High Work-
from-home)
17,640 sf 17,640 sf 15,265 sf
14,179 sf
Option A – 200 Broadway (Town Centre Mall)
Site A option is to renovate the existing Town Centre Mall location with the addition of an
entrance and customer service wickets on the Broadway frontage of the mall with the
majority of space and staff being located on the second floor of the Town Centre Mall.
This site has two different pricing options due to the fact that originally the financial
projections provided by Strathallen in regards to the amount of financing they would cover
for Leasehold Improvements did not provide an “apples to apples” comparison. Therefore,
VG+ and Town Staff requested a version of the pricing where the cost of site A was
funded by the Town in order to show a realistic comparison between Sites A, B, and C.
Cost Scenario Option A – Town
Centre Mall
(Improvements
Financed by Mall
Owner)
Total 30 Year Costs
Option A – Town
Centre Mall
(Improvements
Financed by Town)
Total 30 Year
Costs
Initial
Capital
Cost
“Maximum” Scenario
(No Work-from-home)
$20,840,238
$31,028,149 $ 9,907,787
“Medium” Scenario
(Some Work-from-
home)
$19,859,600
$29,531,868 $ 9,430,000
“Minimum” Scenario
(High Work-from-home)
$14,693,144 $20,035,732 $ 6,397,731
Page 34 of 483Page 212 of 319
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Page 5 of 10
The Town Hall Steering Committee agreed with the concerns for this site including the
fact that the building is already a 40 year old structure. VG+ noted that in order to avert
the worst impacts of climate change, the Government of Canada is committed to
achieving net-zero emissions by 2050. As a result, the need to meet requirements may
be a challenge if the Town Hall is inserted into an already existing building. If the Town
Hall is constructed as a new facility, requirements can be incorporated into the designs
and will not cause an issue in the future.
Strathallen noted that if the Town Hall would be constructed at the Mall, the Town could
take ownership of the building after 50 years. As such, this would require a 30 year lease
agreement plus an additional 20 year lease agreement. While the implication of
ownership from Strathallen can be seen as positive for the Town of Tillsonburg, the value
of a building of that age could be minimal and this could led to the cost of upkeep or
possible demolition being the responsibility of the Town of Tillsonburg.
Parking was a major discussion point in regards to which Town Hall location would be the
best option. It was noted by the Town Hall Steering Committee that the parking in the mall
is very limited. It was noted that those coming to the Council Chambers and the Corporate
Office do not have a designated place to park or a stand alone presence in Tillsonburg,
which the Town Hall Steering Committee noted would be a very welcoming and important
aspect for the Community.
The Committee wanted to express the fact that originally the Town of Tillsonburg agreed
to support the mall owners (now Strathallen) for 10 years. The Town of Tillsonburg has
gone well above that and it is believed that Strathallen will be able to find a new tenant in
the Mall, therefore this should not be a concern for the Committee or Council.
The Committee agreed that Site A is not their recommended location/design for the new
Town Hall.
Option B – 10 Lisgar Ave (Customer Service Centre)
Option B is the Customer Service Centre located at 10 Lisgar Avenue. This location would
involve renovating the existing Town owned facility. This location is reasonably close to
the Downtown Core and is currently the location of the Customer Service, Water, and
Building Department(s), as well as Hydro Operations/Administration. A large portion of
this building is occupied with the bays that are required to house the Hydro Operations
fleet. What is more, it was noted that similar to Site A, the parking for this lot is not ideal
and if chosen for the new Town Hall site, community members and/or staff would need to
park across the street in the Mall parking lot in order to get to the proposed Town Hall.
The total cost over 30 years and the initial capital costs for Option B is:
Page 35 of 483Page 213 of 319
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Page 6 of 10
Scenario Total 30 Year Costs Initial Capital Cost
“Maximum” Scenario
(No Work-from-home)
$ 18,967,221 $ 9,477,013
“Medium” Scenario
(Some Work-from-home)
$ 18,052,558 $ 9,020,000
“Minimum” Scenario
(High Work-from-home)
$ 12,247,658 $ 6,119,569
The Town Hall Steering Committee agreed that this is not their recommendation for a
new Town Hall. It was noted that if this option was in fact selected for a new Town Hall,
a new home for the operations and hydro teams that work out of this building would be
required (an additional $14M to $17.6M as per Appendix B - Town Hall Space Needs
Analysis Report), and that the Town of Tillsonburg could sell this building.
Option C – Greyfield Site at Brock/Harvey Streets (Municipal Parking Lot)
Option C is a new construction facility located at Harvey Street and Brock Street. This
facility would have access to much more available parking (which is not achievable with
Options A and B) and natural lighting. This location is also the most cost effective.
The total cost over 30 years and the initial capital costs for Option C is:
Scenario Total 30 Year Costs Initial Capital Cost
“Maximum” Scenario
(No Work-from-home)
$ 17,546,357 $ 8,247,733
“Medium” Scenario
(Some Work-from-home)
$ 16,700,213 $ 7,850,000
“Minimum” Scenario
(High Work-from-home)
$ 11,330,167 $ 5,325,789
The Town Hall Steering Committee agreed that Site C is their recommendation for the
new Town Hall. The Committee noted that the community of Tillsonburg is growing and
this is the best way to serve this growth. Committee members also agreed that this option
would assist in attracting people to Tillsonburg (works/residents).
The Committee’s discussion around the preferred Square Footage scenario focused on
either the “Medium” or “Maximum” scenario. While some cities may continue to support
the ramifications of COVID-19 and remain in a hybrid work model, they do not believe
Tillsonburg would fall under this umbrella. What is more, the Committee noted the amount
of growth and potential for future growth in Tillsonburg, and as such building a new Town
Hall that is limited in space would not be justifiable.
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Page 7 of 10
CONSULTATION
The purpose of the Town Hall Steering Committee is to provide input, feedback, advice
and recommendations on the business and financial decisions for the location and
construction/renovation of a building for the purpose of a Tillsonburg Town Hall. The
primary function of the Town Hall Steering Committee is to take responsibility for
establishing a business case and the achievement of outcomes of the Tillsonburg Town
Hall Project as identified in the Committee’s Terms of Reference.
The Town Hall Steering Committee is comprised of various private sector leaders and
members of Council, and supported by Town Staff from a variety of departments.
The Project Team that worked with +VG for this stage of the process was comprised of
the Chief Administrative Officer, Development Commissioner, Director of Corporate
Services and the Executive Assistant. The Senior Leadership Team (SLT) was apprised
with updates as needed and they reviewed and provided comments on the Conceptual
Floor Plans after their January 5, 2022 meeting. SLT members also participated in the
November 16, 2021 tour of various Town facilities and locations.
The Development Commissioner and +VG representatives reviewed Strathallen’s 2020
Proposal and subsequently engaged in discussions with Strathallen to update the
information for the various scenarios and this information has been included in their final
analysis.
FINANCIAL IMPACT/FUNDING SOURCE
The estimated cost of a new Town Hall at Site C (Grey Field) location over a 30 year
timeframe, and under the “Maximum” square footage (21,959 sf) as per the Town Hall
Steering Committee Recommendation is $17,546,357.
The construction cost for this option is estimated to be $8,247,733 to $9,073,000. It is
important to note that depending on when the construction will commence, pricing for
construction materials will likely increase as seen in the last two years.
Financing
Overall, Site C has 3 potential scenarios, which are outlined below, followed by
calculations of each scenario for comparison:
Scenario Total 30 Year Costs Construction Costs
including 10% contingency
“Maximum” Scenario
(No Work-from-home)
$ 17,546,357 $ 9,073,000
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Page 8 of 10
“Medium” Scenario
(Some Work-from-home)
$ 16,700,213 $ 8,640,000
“Minimum” Scenario
(High Work-from-home)
$ 11,330,167 $ 5,860,000
Taking each of the scenarios for Site C, using the most current interest rates for both the
construction period (estimated at 1-yr) and a 30-yr amortization, the following tables
shows the total cost for each scenario, both total paid in principal and interest, and impact
per household.
As noted, pricing for construction materials will likely increase as seen in the last two
years, plus interest rates are likely to rise. In the chart below, since last November the
rates have increased ~30 basis points for the 30 year rates (~40 points for the 5 year),
and that is without an increase to the Prime lending rate. Thus, we would anticipate that
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Page 9 of 10
by the time we issue the debenture in 2023, interest rate may be up to a percentage point
higher.
Also, municipalities in Ontario are responsible for ensuring that they do not exceed their
legislated Annual Repayment Limit (ARL). The ARL is the maximum amount that a
municipality in Ontario can pay each year in principal and interest payments for its long-
term debt and other long-term financial commitments. The ARL is set at 25 percent of a
municipality’s annual own-source revenues (such as property taxes, user fees and
investment income), less their annual existing long-term debt service costs and payments
for other long-term financial obligations.
The Ministry’s set ARL for 2021 was $2M against a limit of $5.725M (being total annual
principal + interest payments). The $2M amount is for principal and interest against
current debt, which the Town is projected to have by the end of 2022 $12.6M (see below).
That amount, plus 2022 budgeted, would bring the total debt to $17.5M including prior
year committed debt that has not yet been issued (done so at completion of respective
projects).
Debt issued for the Town Hall would be in addition to the $17.5M noted above, and if the
maximum scenario is selected, that would increase the Town’s total principal and interest
payments up to $3M. That would bring the Town’s ARL to about 12.8% in terms of the
25% limit.
Interest Rates
15-Nov 9-Feb
Construction 0.67%0.73%
30YR 3.04%3.35%
2022
PRINCIPAL
Total Tax Supported Debt Outstanding 8,756,328$
Total Operational Savings Debt Outstanding 2,765,500$
Total User pay debt Outstanding 1,097,769$
Total Debt outstanding 12,619,597$
New debt for 2022 1,416,000$
Prior-years Committed debt but not issued - tax 1,033,000$
Prior-years Committed debt but not issued - user pay 2,403,000$
Total 17,471,597$
Page 39 of 483Page 217 of 319
CAO 22-01
Page 10 of 10
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 – Position Tillsonburg as a leader in the municipal sector.
Priority Project – Immediate Term – Consolidated Town Hall initiative
ATTACHMENTS
Appendix A - Presentation – Town Hall Stage 1 Designs and Site Options Analysis
Appendix B – Report – Town Hall Stage 1 Designs and Site Options Analysis
Page 40 of 483Page 218 of 319
Strathallen Capital Corp.
Suite 1001, 2 Bloor Street West | Toronto, ON M4W 3E2
t: 416.922.5553 | f: 416.922.6667 | www.strathallen.com
The Corporation of the Town of Tillsonburg May 11, 2022
10 Lisgar Ave.
Tillsonburg, ON N4G 5A5
Attn: Mr. Kyle Pratt, CAO, Town of Tillsonburg
Kyle and Team,
First and foremost, on behalf of Strathallen and the ownership of Tillsonburg Town Centre, we appreciate the
opportunity to work with you to have the Tillsonburg Town Hall at the property long term. This underlines our
mutual agreement on the importance of ensuring the Town Hall has prominent exposure on Broadway in Downtown
Tillsonburg.
Thank you for your patience and allowing us the time to work through the Town Hall specifications. The detailed
scope of the future Town Hall speaks to the significance of this next phase for the benefit of the Town of Tillsonburg.
Gaining a deeper understanding of your requirements will assist in providing ideal financial terms to the citizens of
Tillsonburg in locating their Town Hall at the Town Centre. We have completed a detailed review of +VG’s revised
scope of work to integrate Tillsonburg Town Hall into Tillsonburg Town Centre including the engagement of a third-
party cost consultant with deep municipal knowledge for a detailed pricing package.
Through this exercise, and as previously noted to your team, the scope of work has significantly increased resulting
in material changes to both total cost and timeline. Based on the criteria proposed by +VG, we have estimated the
total budget for this project to be in the approximately $13,00,000. To meet these new design requirements, base
rents of $30-35 psf would be necessary to proceed with the project, which from past discussions we understand to
be untenable by the Town. As a solution, we have spent time to value engineer the scope of work for cost reduction
with little compromise and would be pleased to present these options to the Town and +VG .
As an example, to achieve the specified R-value of roof insulation, the removal of all the existing roof membrane for
a landfill is unnecessary given its significant remaining useful life. Alternatively, additional insulation could be
applied on top on the existing roof assembly, achieving the desired R-value, with the same warranty at a lower cost.
The Landlord would continue to maintain any roof obligations, which typically has a useful life of 20 years. This
mitigates any cost to the Town much unlike the obligations should the Town own their facility. Several similar cost
saving items have been identified by our team which would achieve considerable cost savings, in turn reducing the
annual rental cost.
In keeping with our alignment to have the Town Hall remain at Tillsonburg Town Centre, we propose the following
terms:
- The Town Centre would offer a onetime contribution of $3 million toward the Town’s design and
construction costs.
- The net lease rate for this initial 30-year period would be $18.55 psf on 26,000 sf.
- In addition, the landlord would provide financing for an additional $6 million over the initial 20-years of the
lease term at 5% interest, which equates to a principal and interest payment of $475K per year.
- Operating costs during the lease term would start at $3.10 psf and be indexed annually by CPI.
Page 219 of 319
Strathallen Capital Corp.
Suite 1001, 2 Bloor Street West | Toronto, ON M4W 3E2
t: 416.922.5553 | f: 416.922.6667 | www.strathallen.com
We would like to highlight that this lease arrangement holds the Landlord responsible to maintain the building and
associated capital costs including major components such as HVAC (15-year useful life) and roof (20-year useful
life). Based on prices provided by our third party cost consultant, a new build approaches $31.2M in addition to the
responsibility of any capital replacement costs.
We believe these new terms reflect the evolution of our discussions and to our willingness to collaborate and create
terms that provides the Town with the lowest controlled costs over a 30-year period while providing a Town Hall
that meets municipal standards and has a significant presence anchoring main street downtown for decades to
come.
Should the Town of Tillsonburg chose not proceed with a long term lease arrangement at the Tillsonburg Town
Centre to pursue the alternative site proposed, further discussions would be required on the lands encumbered by
the land lease as it relates to the rights and impact on Tillsonburg Town Centre.
We appreciate your consideration for such an important decision and look forward to a mutually positive outcome
for both parties. It is our expectation that our fulsome proposal be disclosed to the Town Hall Committee Members
as well as Council and would be pleased to make ourselves available for further discussion.
Please feel free to reach out directly to discuss.
We look forward to hearing from you.
Sincerely,
Ben Cressman,
SBLP Tillsonburg Town Centre Inc.
Cc:
Cephas Panschow - CPanschow@tillsonburg.ca
Renato Pullia - rpullia@tillsonburg.ca
Kennedy Atkinson - katkinson@tillsonburg.ca
Terra Attard -tattard@strathallen.com
Don Burton - donburton@strathallen.com
Page 220 of 319
Appendix CItem CommentsSF Unit Rate Annual Rate 30 Yr SUB TOTAL SF Unit Rate Lump-Sum Annual Rate 30 Yr SUB TOTALCapital Cost/ PrincipalSee Costing SchedulePrincipal Payment26,000 $13M - $1.5M value engineering N/A N/A $ 11,500,000 20,900 N/A N/A $ 9,255,168 Strathallen contribution (LI) $ 3,000,000 Town to finance $ 8,500,000 Interest Cost (30 YR term)Cost of Borrowing for constructionInterest Rate @3.00% amortized over 30 YR26,000 Debt of $8.5M over 30 years * 3.00% 30 $ 4,509,912 20,900 3.00% 30 $ 4,910,587 Carry CostFinanced by Town (Site A,B &C)Principal + interest @3.00% over 30 YR26,000 30 $ 13,009,912 20,900 3.00% 30 $ 14,165,755 Base Building Lease (SIteA)*26,000 $ 18.55 $ 482,300 30 $ 14,469,000 N/A N/A N/A N/A $ - Temporary relocation (Moving and swing space cost) $ 500,000 $ 500,000 Operating Cost (CAM)AverageUnit Rate: 30YRAS PROVIDED BY LESSOR (NOT INDEXED)26,000 $ 3.10 CAM (indexed @ 2.3%**) $ 80,600 30 $ 3,427,934 N/A N/A N/A N/A $ - Estimated Property MaintenanceAverage Unit Rate: 30YRAVERAGE ANNUAL OVER 30YRN/A N/A N/A N/A * (Included) 20,900 $ 3.73 Property Maintenance $ 77,957 30 $ 2,338,710 Operating Cost (Hydro)AverageUnit Rate: 30YRAVERAGE ANNUAL OVER 30YR26,000 $ 2.95 Hydro $ 76,700 30 $ 2,301,000 20,900 $ 2.04 Hydro $ 42,636 30 $ 1,279,080 $ 31,707,846 $ 18,283,545 psf 30 $ 40.65 ADD: $ 210,000 $ 1,000,000 $ 500,000 $ 19,993,545 Plus $ 250,000 $ 20,243,545 psf 30 $ 32.29 RESIDUAL VALUE AFTER 30 YEARS (50% ASSET VALUE ON SITE B&C AND 0% FOR SITE A) ZERO $ 4,627,584 Age of Asset [after 30 Years] 71 Years 30 Years Item CommentsSF 30 Yr SUB TOTAL SF Unit Rate Lump-Sum Annual Rate 30 Yr SUB TOTALMax. Space Flexibility Option [Medium Hybrid]The analysis Bench Mark for the comaparison of 3 site options 26,000 Base Building Lease: $12.50 for 2nd floor $18.00 for Gr. floor Average 30 YR $ 31,707,846 20,900 $ 20,243,545 Optimized Floor Plate Option [Max. Hybrid]32% reduction in space needs to the bench mark as per FABRIK's Space Needs Study Report17,640 Base Building Lease: $12.50 for 2nd floor $18.00 for Gr. floor Average 30 YR $ 21,512,012 14,179 $ 13,734,121 No Work From Home Option [No Hybrid]5% increase in space needs to the bench mark claculated based on the program in FABRIK's Space Needs Study Report27,317 Base Building Lease: $12.50 for 2nd floor $18.00 for Gr. floor Average 30 YR $ 33,314,377 21,959 $ 21,269,218 TOTAL CARRYING COST 30 YEARS* Interest rate shown is 3% for comparative purposes. Actual rate currently 4.3%, and likely closer to 5% at time of debenture Capital Maintenance (yrs 21-30 roof, parking, HVAC) Modernization Renos ($250K every 15 yrs) Location specific costs Insurance (premiums 30yrs) SITE A_TOWN CENTRE MALL LEASEHOLD IMPROVEMENTS FINANCED BY TOWN - MAY 2022TOWN OF TILLSONBURG _ TOWN HALL SITE OPTIONS ANALYSIS _30 YEARS QUANTITATIVE ANALYSISEXPENDITURESStrathallen Current ProposalALTERNATE FLOOR AREA COST OPTIONS (30 YR)TOTAL CARRYING COST 30 YEARSTown Updated +VG's FiguresNotes: 1. At 4.3%, 30-yr interest would be $6.8M2. **assumed average index over 30 years 3. Hydro rate is Town's current rateSITE C_GREYFIELDPage 221 of 319
Appendix C
Town Hall Options Analysis
Capital + Interest + Other Costs, not including CAM & Hydro
Updated May 2022
1 - Option Town Centre Mall: Initial cost $8,500,000
Households
At 30 yrs, 3.00%, Amortizer: * Per household 6,091 Total Paid
Annual P&I: 433,664$ 71.20$ Principal 8,500,000$
Plus: 30‐yr Lease 482,300$ Interest 4,509,911$
Total 915,964$ 13,009,911$
Construction Period Cost^ 76,500$
Less: Current lease 220,937$ Total Capital P+I 13,086,411$
695,027$ 114.11$ Lease Payments 30‐yrs 14,469,000$
per HH Total Financing + Lease 27,555,411$
Sq. ft.: 26,000
Psf: 35.33$ Current lease pmts indexed 2.3% over 30‐yr 9,612,614$
^Assuming 1 yr period, .90% Incremental cost 17,942,797$
2 - Option Greyfield Site (Medium Scenario): Initial cost $9,255,168
Households
At 30 yrs, 3.00%, Amortizer:* Per household 6,091 Total Paid
Annual P&I: 472,192$ 77.52$ Principal 9,255,168$
Interest 4,910,587$
Annual Pmt 472,192$ 14,165,755$
Less: current lease 220,937$ Construction Period Cost^ 83,297$
251,255$ 41.25$ Total Capital P+I 14,249,052$
per HH Other Costs 2,700,000$
Total Financing + Other Costs 16,949,052$
Sq. ft.: 20,900
Psf: 27.03$ Current lease pmts indexed 2.3% over 30‐yr 9,612,614$
^Assuming 1 yr period, .90% Incremental cost 7,336,438$
3 - Option Greyfield Site (Minimum Scenario): Initial cost $6,277,232
Households
At 30 yrs, 3.00%, Amortizer:* Per household 6,091 Total Paid
Annual P&I: 320,260$ 52.58$ Principal 6,277,232$
Interest 3,330,560$
Annual Pmt 320,260$ 9,607,792$
Less: current lease 220,937$ Construction Period Cost^ 56,496$
99,323$ 16.31$ Total Capital P+I 9,664,288$
per HH Other Costs 2,500,000$
Total Financing + Other Costs 12,164,288$
Sq. ft.: 14,179
Psf: 28.60$ Current lease pmts indexed 2.3% over 30‐yr 9,612,614$
^Assuming 1 yr period, .90% Incremental cost 2,551,674$
*With amortizer debentures, borrowers pay an equal payment throughout the term. With serial debentures, borrowers pay equal
amounts of principal every six months, and interest is calculated on the declining principal balance, and payments decline each year.
For either one, once the interest rate is set, that rate stays the same for the term of the loan.
Page 222 of 319
Page 1 of 3
Subject: Compensation Review for Elected Officials
Report Number: CS 22-10
Department: Corporate Services Department
Submitted by: Director of Corporate Services
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
That the Compensation Review for Elected Officials Report be received as information.
BACKGROUND
The following is contained in By-Law 4207 (Establish the Rate of Remuneration for
Members of Council of the Corporation of the Town of Tillsonburg for the 2018-2022
Term of Council):
Review of Council Remuneration
5. 1 That Council Remuneration shall be reviewed each Council term during the
last 24 months of the term.
5. 2 That the report and recommendations as a result of the review shall be
presented to Council at a meeting open to the public.
5. 3 That any changes as a result of the Council remuneration review shall take
effect on the 15 day of the new Council term and shall remain in effect for the
Council term.
DISCUSSION
Recently, the Township of Norwich outsourced a 2022 Compensation Review for
Elected Officials and local municipalities such as the Town of Tillsonburg was asked to
provide our compensation information to the consultant as part of this study. Staff
asked that the results of the study be shared so that we could review the collected
information as well as the results.
The summary report which was considered by the Township of Norwich Council is
attached to this report.
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CS 22-10
Page 2 of 3
The study shows that the Mayor’s annual rate of pay is at the high end of the
comparator’s within the market comparison while the Deputy Mayor’s annual rate of pay
along with the Council Member annual rate of pay seem to be in line with the 50th
percentile of the comparator information.
Staff undertook a survey of annual rates of pay for Mayor’s in more comparable/urban
municipalities with the results being:
Strathroy – Mayor receives $50,100 (Council members receive $19,350)
Coburg – Mayor receives $40,440
The Town of Ingersoll – Mayor receives $35,000
City of Woodstock – Mayor receives $73,026
The 2022 Base Rate of Pay for current members is as follows:
Mayor - $40,354.59
Deputy Mayor - $20,159.68
Councillor - $18,792.41
The annual base rate is adjusted by using the % adjustment provided for the Employee
Salary Grid (Cost of Living Adjustment).
It is suggested that since the annual rate of pay seems to be in line with the comparator
information contained within the Town of Norwich report that no changes be made to
Council compensation at this time. Staff welcome any feedback that members of
Council might have regarding this matter.
If there are no changes then staff will prepare the By-Law to establish the rate of
remuneration for Members of the Council of the Corporation of the Town of Tillsonburg
for the 2022-2025 term of Council.
CONSULTATION
N/A
FINANCIAL IMPACT/FUNDING SOURCE
N/A
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CS 22-10
Page 3 of 3
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☐ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☒ 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.
ATTACHMENTS
1. Township of Norwich 2022 Compensation Review for Elected Officials
Page 225 of 319
Township of Norwich
2022 Compensation Review for Elected Officials
Summary Report
Marianne Love, ML Consulting
April 26, 2022
Page 226 of 319
Background
Compensation for Elected Officials at the Township of Norwich was reviewed in 2019 and received as information.
2022 Base Pay Rates—Mayor: $25,410; Deputy Mayor: $22,271; Councillor: $18,840
Compensates for duly called meetings of Council, Advisory Committee Meetings, related business
functions, Ad Hoc Committee meetings, official functions
Salary adjusted annually by the Cost-of-Living Adjustment provided to the non-union employee salary
grid
Per diem rates for Members of Council:
$160 per diem for attendance at conferences and conventions; up to 3 per diems are provided per
event, up to 3 events per year
$125 for training session/seminar; up to 3 sessions per year
Lap-top is provided; internet/data charges are not covered
Kilometrage is paid at the previous year’s CRA rate: $0.59 per kilometre
Travel and accommodation expenses are reimbursed for conferences, training and seminars
No participation in Group Benefits Plan, OMERS or RRSP
No reimbursement of cell phones or line charges
The Consultant was retained to review comparator pay data, prepare a market analysis for Elected Official
positions and provide observations relating to pay practice
1
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Executive Summary
3Elected Official base pay rates have been adjusted annually
2022 base pay rates—Mayor: $25,410; Deputy Mayor: $22,271; Councillor: $18,840
The 2022 base pay compensation for the Mayor is below the 50th percentile of the municipal
comparators identified; the 2022 base pay compensation for Deputy Mayor and Councillor is
above the 50th percentile.
The comparator group is representative and includes municipalities used in the 2021
Management/Non-union Compensation Review; the 50th percentile pay target identified for the
employee group is a reasonable pay target for Elected Official base pay.
Other elements of compensation (i.e., per diem payments, technology/line charges, travel and
meal expense) are generally competitive.
Method of establishing annual adjustments for Elected Official base pay aligns with best
practice in the sector.
Recommend periodic review of Council Compensation (i.e., once during a term of Council)
2
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Market Competitiveness—Methodology and
Source Data
4
A custom survey was prepared using 9 comparator municipal organizations.
The comparator group was selected having regard to relevant scope/criteria:
Historic comparators
Geographic location
Similar service alignment/”like” services
Size (i.e., population/operating budget)
The comparator group includes:
Central Elgin, Malahide, Middlesex Centre, Thames Centre, Tillsonburg, Zorra, Ingersoll,
North Perth, Wilmot.
These comparators were used for the 2021 Township Management/non-union Compensation
Review
Number of members of Council range from 5 to 10; and none of the comparators report use
of standing committees in their governance structure
2 of the 9 comparators do not have a Deputy Mayor
3
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2022 Municipal Comparators (9)
Comparator County/Region Population
20121 Stats
Canada
Number of
Council
Members
Wilmot Waterloo 21,991 5
Middlesex Centre Middlesex 19,272 7
Tillsonburg Oxford 18,615 7
North Perth Perth 15,538 10
Thames Centre Middlesex 13,980 5
Ingersoll Oxford 12,100 7
Central Elgin Elgin 13,994 7
Malahide Elgin 9,308 5
Zorra Oxford 8,628 5
Norwich Oxford 11,151 5
CONFIDENTIAL Page 8
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Market Observations
6
Compensation for the positions of Mayor, Deputy Mayor and Councillor positions was reviewed
and compared to the defined pay market using 2022 base pay rates.
Base pay comparative statistics were prepared using a variety of percentile targets. The
percentile target is a measure of how the positions are ranked in the comparator group, highest
to lowest
the 50th percentile target is the $ Rate where 50% of the wage rates in the comparator
organizations are below this amount and 50% are above; the 50th percentile is the market
median rate
The “% Difference” shown beside each percentile value is the amount that the current base pay
amount for the Mayor, Deputy Mayor and Councillor positions is above or below the market
target percentile value.
5
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Market Observations
7
6
Township of Norwich
2022 Council Market Summary
Job Title
2022
Base Salary
Rate
No.
of
Obs.
Market
Median % Diff.
Market
P55 % Diff.
Market
P60 % Diff.
Annual Annual Annual Annual
Mayor $25,410 9 $30,502 +20.0%$31,461 +23.8%$32,419 +27.6%
Deputy Mayor $22,271 7 $20,000 (10.2%)$20,002 (10.2%)$20,003 (10.2%)
Councillor $18,840 9 $17,430 (7.5%)$17,465 (7.3%)$17,500 (7.1%)
2022 MARKET SUMMARY - ANNUAL JOB RATE
(_%) = above market +_% = below market
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Market Observations
8Market comparison for Norwich Elected Official positions based on the 50th percentile is as
follows:
The Mayor is 20% below the 50th percentile; the 2022 50th percentile rate is $30,502; 2022
base pay rates range from $24,980 (Malahide) to $39,931 (Tillsonburg)
The Deputy Mayor is 10.2% above the 50th percentile; the 2022 50th percentile rate is
$20,000; 2022 base pay rates range from $18,626 (Malahide) to $28,061 (Ingersoll)
Councillors are 7.5% above the 50th percentile; the 2022 50th percentile rate is $17,430; 2022
base pay rates range from $12,899 (Malahide) to $22,194 (Middlesex Centre)
All comparators report that the base pay rates for Elected Official positions are adjusted annually
by CPI or a cost of living adjustment provided to the employee salary grid
7
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Market Observations
9Technology:
All comparators provide a lap top, ipad, or a technology allowance.
2 comparators provide cellphones for all members of Council; 2 comparators provides a cell phone
to Mayor only; and 2 comparators provide to the Mayor and to the Councillor or Deputy Mayor
Extended Health Benefits:
3 of 9 comparators offer Group Health/Dental benefits; and 1 comparator offers benefits on a 50%
co-pay basis.
Travel Reimbursement:
Kilometrage reimbursement ranges from $.50/km to $.61/km (CRA rate).
One comparator provides an annual travel allowance ($900 for Mayor, $900 for Deputy Mayor and
$600 for Councillor) and km reimbursement for travel to conferences; one comparator provides an
annual allowance of $1,000 for the Mayor and $500 for the Deputy Mayor and Councillor in addition
to a km reimbursement of $.50/km
8
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Market Observations
10Conference/Training:
5 of 8 comparators report reimbursement for conference expenses
One comparator provides a $350/day allowance inclusive of meal and travel expenses
3 comparators provide per diem rates of conference/seminar attendance in addition to travel/meal
expenses; per diem rates provided: $160/day, $180/day and $164/half day or full day
None of the comparators offer OMERS participation; none provide RRSPs.
8
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Market Observations
11Reporting of Expenses
The format and level of detail of reporting in the Statement of Council Compensation varies
among the municipalities, with some municipalities showing a greater level of detail
Frequency of Meetings:
Generally, Council meets twice a month and could vary by jurisdiction
All comparators hold Special, Public and Other meetings; the number varies between the
municipalities and fluctuates within the municipality based on the mandates and issues
arising
An Elected Official’s workload also fluctuates based on local issues centric to their
community and participation on various committees
All comparators report that Elected Officials attend and participate in professional
development, workshops and conferences
9
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Market Observations
12Market trends and prevailing practice:
Base pay rates for Elected Officials are typically adjusted annually based on the annual
adjustment provided to the Employee Salary/Wage Grid
This allows for a year over year increase to align with cost-of-living increases and
mitigates large adjustments identified in cyclical market reviews.
Compensation is reviewed once during the term of Council; often in the third year or in
the last year of the 4-year term and typically by surveying neighbouring municipalities.
Municipalities use a range of factors to help them set compensation levels for Elected
Officials. The most common practice is to survey the compensation paid by
neighbouring municipalities to ensure that Elected Official compensation is
competitive considering the fiscal capacity of the municipality. (AMCTO Report,
March 2018)
10
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Conclusion
13
The 50th percentile target (P50) is a reasonable pay target for base pay having regard to the
comparator group and the prevailing pay practice.
The comparator group is representative based on select criteria and is aligned with the
comparator group used for the Employee Compensation Review.
The 2022 base pay compensation for Mayor is below the 50th percentile of the comparator group
identified and requires adjustment.
Other elements of compensation are generally competitive to the comparator group.
The method of annual adjustment to base pay for Council compensation aligns with best practice
11
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Recommendations
14
The following recommendations are provided for Council’s consideration:
1.Adjust the base pay rate for the Mayor, effective January 1, 2023 to reflect the 50th
percentile of the defined comparator group to $30,502 plus the economic adjustment
provided to the 2023 Management/Non-union Salary Grid
2.Confirm the base pay rates for Deputy Mayor ($22,271) and Councillor ($18,840) plus the
economic adjustment provided to the 2023 Management/Non-union Salary Grid, effective
January 1, 2023
3.No change to ancillary compensation such as per diem rates, technology, meal and travel
expenses.
4.Continue the practice of providing annual adjustments by using the % adjustment provided for
the Employee Salary Grid.
5.Continue to use the same municipal comparators as those used for Employee Compensation
Reviews and revise the comparator group when the comparators for the Employee group
change.
6.Adopt the practice of reviewing Council Compensation in the last year of Council, with any
changes being effective the first year of the new Council term.
12
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Page 1 of 2
Subject: Right to Disconnect from Work Policy
Report Number: CS 22-14
Department: Corporate Services Department
Submitted by: Michelle Smibert, Director of Corporate Services
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
That the Right to Disconnect from Work Policy be approved.
BACKGROUND
On December 2, 2021, the Employment Standards Act, 2000 (ESA) was amended to
include the requirement for employers with 25 or more employees to have a written
policy on disconnecting from work which must be in place by June 2, 2022.
The ESA outlines that “disconnecting from work” is defined as not engaging in work-
related communications, including emails, telephone calls, video calls or sending or
reviewing other messages, to be free from the performance of work.
DISCUSSION
The proposed policy meets our obligations under the ESA and contributes to a
workplace that values employee health and well-being, while outlining exceptions to
disconnecting from work to maintain optimal service delivery.
CONSULTATION
Manager of Human Resources, Management Team
FINANCIAL IMPACT/FUNDING SOURCE
N/A
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CS 22-14
Page 2 of 2
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☐ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☒ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
ATTACHMENTS
Appendix A – Right to Disconnect Policy
Page 241 of 319
X-XXX
Page 1 of 6
CATEGORY
Policy X-XXX: Right to Disconnect Policy
Approval Date: Month, DD, YYYY
Approval Authority: Council, Resolution #
Effective Date: June 2, 2022
Next Scheduled Review Year: 2023
Department: Human Resources
Last reviewed: Month, DD, YYYY
Revision Date/s:
Schedules:
POLICY STATEMENT
The health and wellbeing of our employees is of the utmost importance to us, and we, the Town
of Tillsonburg, encourage and support our employees in prioritizing their own wellbeing. Work-
related pressure and the inability to disconnect from work can lead to stress, deterioration of
mental health, impacts on family or personal relationships and overall well-being. In light of the
current landscape of work, an employee’s work environment or location, and ongoing work
commitments, employees may feel obligated or choose to continue to perform their job duties
outside their normal working hours.
The Town of Tillsonburg is committed to supporting our employees in balancing their working
and personal lives. This policy has been established to support employee wellness, minimize
excessive sources of stress related to work or workload, and ensure that employees have the
ability to disconnect from their work outside their normal work day.
SCOPE
This policy applies to all employees for the Town of Tillsonburg and excludes members of Town
Council.
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X-XXX
Page 2 of 6
ROLES & RESPONSIBILITIES
Role of the Employee:
All employees regardless of their position are responsible for understanding the intent
of this policy and following the guidelines it contains.
Manage their working time while at work.
Take reasonable care to protect their safety, health and welfare, and the health and
safety of co-workers.
Be mindful of co-workers, and all others, right to disconnect.
Be conscious of their work pattern and aware of their work-related well-being, and
remedy if necessary.
If unable to disconnect, discuss with their Manager/Supervisor
Role of Management
All employees in a supervisory role are responsible for working with their team to
establish work practices that support the Right to Disconnect Policy.
Ensure the employees within their team are able to disconnect from work outside of
normal working hours.
Be mindful of times emails are sent and should they notice that a member of their
team is sending emails at odd hours or are logging in excessively, they should speak
to the employee as soon as possible, as this may indicate they are finding it difficult to
manage their workload during normal working hours.
The senior leadership team is responsible for enforcing this policy, and for mediating
any conflicts that may arise between staff and supervisors.
DEFINITIONS
Disconnecting Not engaging in work-related communications, including emails,
From work telephone calls, video calls, or the sending or reviewing of other
messages, so as to be free from performing work.
Normal work day The typical number of hours an employee is scheduled for in a work day.
A normal work day varies by employee, position, and/or department. An
employee’s normal hour of work are set out in their employment contract
and/or applicable collective agreement.
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X-XXX
Page 3 of 6
Due to the nature of their position, some employees are afforded flexibility
in working hours and location, which may occasionally affect their normal
work hours in a day. For example, an employee attends a personal
appointment during their regular work day, but subsequently works past
their normal end time to account for time spent at the personal
appointment. For the purposes of this policy, the employee’s normal work
day would be considered extended accordingly.
PROCEDURE
1.0 Employees have the right to disconnect from their work outside of their normal working
day without fear of reprisal. Employees are encouraged to set clear boundaries between
their work and personal lives.
2.0 The right to disconnect means that employees:
2.1 Can and should stop performing their job duties and work-related tasks when
they are not expected to work;
2.2 Are not expected or required to respond to work-related communication outside
their regular working hours, while on break, or during any paid or unpaid time off;
2.3 Are encouraged to utilize their scheduled breaks and time off entitlements for
non-work related activities; and
2.4 Will not face repercussion or be penalized for not communicating or continuing to
work outside of their regular working hours.
3.0 Employees must also be respectful of others’ right to disconnect and should not expect
others to respond, communicate, or complete work outside of their normal work day.
4.0 Where employees are required to work outside of their normal work day, they will be
entitled to compensation either in the form of banked lieu time or overtime in accordance
with their Collective Agreement or the Personnel Policy.
5.0 Employees who, on a regular basis, cannot manage their workload during their regularly
scheduled hours should meet with their direct supervisor/manager to evaluate their
current workload, priorities, and due dates. Managers/supervisors will work with
employees to come up with a solution to ensure regular job duties can be completed
during their normal work day.
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X-XXX
Page 4 of 6
6.0 Meetings
6.1 Where possible, meetings should be scheduled during regular business hours, or
normal working hours if the attendees have work schedules outside of regular
business hours.
6.2 Those organizing meetings should be mindful of the time of those whom they are
inviting to attend, and ensure that those invited will play an active role and have
something to contribute to the matters being discussed.
7.0 Communication
7.1 Employees should recognize that there is no organizational expectation of
immediate response outside of their normal work day, and they retain the right to
disconnect at the end of their normal work day.
7.2 Employees may feel obligated to send or respond to messages when not
working. On occasion communication may be sent to employees when they are
not working, such as on an employee’s day off or scheduled vacation.
Employees are not expected to read or respond to any organizational
communication when not at work, with the exception of unforeseen
circumstances, such as an emergency.
7.3 It may be necessary to communicate with or forward important information to an
employee who is not working. If employees do send communications to others
who are not at work, they should not expect a response until the other employee
returns. If the matter is urgent or an emergency and requires an immediate
response from a colleague, employees must reach out to their
manager/supervisor, or other management designate, if their manager/supervisor
is also away from work.
8.0 Exceptions
8.1 The Town of Tillsonburg understands that employees may want or need to work
outside their normal work day to meet a time-sensitive deadline, to attend to an
urgent or emergency matter, or due to unforeseen circumstances; however,
employees are not required to regularly or frequently work outside their
scheduled hours to complete or catch up on work.
8.2 Some employees are required to participate in an on-call/standby rotation in
accordance with the Personnel Policy or their Collective Agreement. For the
purposes of this policy, an employee being compensated to be on stand-by/on-
call does not have the right to disconnect from work related to the reasons for
being on-call (communication unrelated to being on-call may be addressed
during normal working hours).
8.3 Work-related communications that employees are expected to respond to outside
of normal working hours include those related to shift scheduling, arrangements
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X-XXX
Page 5 of 6
for off-shift meetings or arranging a return to work if employees have been out of
the workplace for a period of time.
9.0 Time Away From Work
9.1 The Town of Tillsonburg understands the importance for employees to have time
off away from work including breaks, meal breaks, and vacation to recharge and
resume their work productively and safely. Employees should use their annual
vacation time in accordance with their Collective Agreement or the Personnel
Policy for rest, relaxation, and personal pursuits.
9.2 At least one week in advance of a scheduled vacation, employees should
discuss with their supervisor any job duties that need to be completed while the
employee is on vacation. Managers/supervisors will work with employees to
delegate job-specific duties that must be completed maintain workflow and
productivity. Employees should not be reluctant to take vacation due to
workload, unless there are limitations or restrictions because of a due date,
project priority, scheduling conflict, unforeseen circumstance or other urgent
operational need that prevent an employee from taking a vacation at a specific
time requested.
10.0 Productivity
Working additional hours does not always equate to higher productivity. Employees can
maximize their productivity during their work day by using time management strategies,
such as:
10.1 Blocking off periods in their schedule and calendar to complete specific tasks or
address communication;
10.2 Working with their manager to organize work in order of priority or importance;
10.3 Breaking down projects and tasks into manageable chunks;
10.4 Setting goals to work continuously for a specified period before taking a break or
responding to communication.
11.0 Reporting Concerns
11.1 All employees are expected and required to report any concerns or issues they
may have which they feel is impacting their ability to disconnect-from-work.
11.2 Employees should report such concerns or issues, in writing, to their immediate
supervisor. If that is not appropriate or the matter cannot be resolved by doing
so, employees should direct their concerns or issues to Human Resources.
11.3 Employees will not be subject to reprisal for reporting such concerns as outlined
above.
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X-XXX
Page 6 of 6
12.0 Posting, Notice, and Retention
12.1 A copy of this Policy shall be provided to each employee of the Town of
Tillsonburg within 30 calendar days of implementation. Should any changes be
made to the Policy after its implementation, the Town of Tillsonburg shall provide
each employee a copy of the revised Policy within 30 days of the changes being
made.
12.2 The Town shall provide a copy of this Policy to all new employees upon
onboarding and within 30 calendar days of the employee commencing
employment.
12.3 This policy will be reviewed on an annual basis to ensure relevance and
adherence with provincial legislations. It is subject to updates, changes, and
cancellation at any time without advance notice to employees.
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Page 1 of 5
Subject: Review of Hybrid Work Policy
Report Number: CS 22-18
Department: Corporate Services Department
Submitted by: Director of Corporate Services
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
That the Council receive the review of the hybrid work policy as information.
BACKGROUND
At the April 19th, 2022 Council meeting, a notice of motion was passed which amongst
other items, asked for the following:
“AND FURTHER having been advised that the recently approved Hybrid Work Policy
could result in staff not being able to attend in person meetings, or to complete other
tasks for which in person attendance at town facilities is considered important and often
in the best interest of the municipality.”
DISCUSSION
The Hybrid Work Model program is now in place and has been since May 2nd, with a
total of 33 staff members participating. (Note: the Town employs 210 staff with 47
employees eligible to participate in this non-mandatory program). Each staff member
was required to complete and sign agreements which are now on file with the Human
Resources office. We are finding that staff is normally working more hours in the office
compared to those required as per the signed agreement. The large majority of staff,
particularly management, have been requested to be in the office a minimum of 3 days
per week. The following shows the number of staff working in the office along with the
number of days each week:
12 Staff are in the office 2x a week
15 Staff are in the office 3x a week
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CS 22-18
Page 2 of 5
6 Staff are in the office 4x a week
After further review, generally staff has been attending meetings and other events/tasks
with no issues or concerns on availability to attend in-person meetings. As a result, staff
are not recommending any changes to the Hybrid Work Model policy at this time. Staff
will continue to monitor the program and adjust to corporate needs.
In addition to the notice of motion passed by Council, a member of Council has asked
that we also address the following questions:
Will there be sufficient staff working in town facilities to ensure that staff feel safe
and supported in the workplace, and for the public to feel welcome and well
served? Answer: Yes, under the Health and Safety legislation, the Town has
always had obligations as it relates to ensuring Supervisory coverage and we
continue to comply with the legislation even with the Hybrid Work model.
Will staff be committed to attending regular public meetings of council and
committees? Answer: staff have been attending all regular meetings of council
and committees with the only exception being if a staff member has COVID
symptoms then they will connect electronically. If a staff member is on vacation
or if they too ill to participate then they will not be attending the meeting which is
what occurred even before COVID.
Will the Hybrid Work Policy provide enough opportunities for staff to create
connections with other staff, and with people in the community and for people in
the community to connect with staff? Answer: The Hybrid Work Policy provides
for staff to be in the office during a certain amount of days of the week which will
assist in creating these connections with staff and people in the community.
Even during COVID, connections were made with telephone and zoom meeting
opportunities.
What are the most significant positives / negatives about hybrid work from home
for employees / the town? Answer: Hybrid work helps to maintain optimal
productivity while also allowing staff to maintain work, life, balance. Most staff
working the hybrid work model will work more hours than scheduled. The
Corporation has also seen a reduction in sick time overall. One of the negatives
is that not all staff members can participate in this model but staff is looking into
opportunities as already mentioned to Council like a four-day work week, flexing
opportunities, etc)
what are the most significant positives / negatives about working in place at town
facilities for staff / the town? Answer: a significant positive is synergy created
between staff members working on on-going projects while a negative is
decreased productivity and the lack of work, life balance flexibility which can
cause a decrease in morale and eventually staff leaving for better opportunities)
Staff would like to reiterate the importance of flexible working arrangements and the
positive impact that it has on the recruitment and retention of employees. In both the
public and private sectors, we are seeing more job opportunities then candidates to fill
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CS 22-18
Page 3 of 5
these roles so anything we can do to help attract employees is essential. It should be
noted that in comparison with other like municipalities, our wage grid is not competitive
(and needs to be reviewed) and also the fact that our employees work a 40-hour work
week with a 30 minute lunch break when others work 35 hours or 37.5 hours per week
with an hour lunch already puts us at a disadvantage so the hybrid work option is an
important element in our recruitment and retention processes. We are already seeing
challenges in recruitment and SLT believes that the removal of the hybrid option could
see staff leave for other/better opportunities in the sector.
During the last two years of COVID, we have seen the work from home model work well
from both a Corporate and personal perspective. For those who are involved in the
work from home model, it has a morale booster. It is worth noting that several
municipalities offer hybrid work/flexible arrangements. Municipalities in close proximity
include, but are not limited to:
Brantford – “Remote First” work from home approach – determined by position
Norfolk County – work from anywhere policy in place
Kingsville – allow work from home 1 to 2 days per week
Central Elgin – provides for alternative work arrangements and work from home
even before COVID to allow for maximum flexibility with scheduling and work
location
Brant County – hybrid model continues and they are working out the details with
the management team.
Wilmot – Hybrid with anchor days based on operational needs
Oxford - full flexible work arrangements – compressed work week, job sharing,
reduced hours and hybrid
Bruce – full flexible work arrangements
East Zorra – Tavistock – flexible work arrangements – WFH 2 days a week
Zorra – 4 day work week
Orangeville – 50% hybrid
Elgin – not working remotely since end of March due to a cyber-issue. They are
looking at going remote again.
Cambridge – Hybrid up to 3 days per week
St Mary’s - they do not have a hybrid model but offer flexible work arrangements
– flex hours, banked time, work from home for specific reasons.
Middlesex Centre – hybrid work model based on role
Woolwich – hybrid with 3 anchor days in office
Thames Centre – one day a week from home as an option in addition to a flex
time program
Strathroy-Caradoc – work from home policy
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CS 22-18
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Chatham Kent – remote work policy based on position
City of London – remote work
Waterloo – allows remote work with anchor days in the office
County of Huron – hybrid work model
CONSULTATION
SLT/Management Team
FINANCIAL IMPACT/FUNDING SOURCE
N/A
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal: The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and
opportunities to shape municipal
initiatives.
Strategic Direction: Enhance employee engagement and training as the foundation for
exceptional customer service.
ATTACHMENTS
Appendix A – Hybrid Work Model Policy
Page 251 of 319
CS 22-18
Page 5 of 5
Page 252 of 319
6-010
Page 1 of 4
CATEGORY
Policy 6-010: Hybrid Work Model Policy
Approval Date: March 14, 2022
Approval Authority: Council, Resolution #2022-086
Effective Date: Upon Council Approval
Next Scheduled Review Year: 2023
Department: Corporate Services
Last reviewed:
Revision Date/s:
Schedules:
POLICY STATEMENT
The Town of Tillsonburg supports flexibility with certain positions so that team members can
work from home. This policy outlines the process for participation and expectations for
employees working from home under a hybrid work model.
SCOPE
This policy applies to the following employees: Non-union, full time employees.
Employees within the scope of this policy are eligible to apply for participation if they
have demonstrated a satisfactory level of job experience and consistently met or
exceeded expectations for job performance.
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6-010
Page 2 of 4
DEFINITIONS
Hybrid Work Model: means that the employee must work at a minimum two (2) days per
week in the Town of Tillsonburg office as designated.
IMPLEMENTATION PROCEDURE
This policy does not alter or replace the terms of an existing employment contract.
Employees must comply with all Town of Tillsonburg policies, procedures, and instructions
that would apply if the employee were working at their regular worksite.
Work hours, compensation, absence reporting and leave scheduling will continue to
conform to applicable policies and agreements. Requests to work overtime or use leave
time must be approved by the employee’s supervisor in the same manner.
Home/hybrid work arrangements are not substitutions for, or part of, the accommodation for
employees with disabilities. In cases where an employee requests this work arrangement
for medical reasons or to accommodate a disability, the Town has a duty to accommodate
(to the point of undue hardship). There is a separate process in place to arrange
accommodation related to illness or disability facilitated through the Human Resources
department.
Approval Process:
Hybrid Work Model Arrangement is not an entitlement and will only be considered:
i. where working off-site will not negatively impact client/ customer/ citizen service and the
ability of the employee’s co-workers to perform their duties, and is operationally feasible;
ii. when the employee’s work can reasonably be done off-site;
iii. where the employee has demonstrated that they are self-motivated, self-disciplined, can
work independently, are able to manage distractions and have the ability to meet deadlines;
iv. when the overall quality and productivity of work is maintained at acceptable level, as
determined by the immediate supervisor.
Where all above conditions are met, approval for participation in the Hybrid Work Model is
subject to the approval of the employee’s immediate supervisor.
The approval of participation in the hybrid work model is subject to operational and work-
related requirements, and may be modified or cancelled as necessary at any time, at the
supervisor’s discretion, with reasonable notice provided to the employee.
Availability:
When working at home employees must ensure availability to work and continuity of
communication during the core business hours (8 am to 4:30 pm). The employee is
responsible for maintaining effective and timely communication and workflow management
with clients, co-workers and their supervisors, including monitoring of voice mail and email
as applicable. Employees must make appropriate dependent care arrangements and must
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6-010
Page 3 of 4
manage their personal responsibilities in a way that allows them to successfully meet their
job responsibilities.
While participating in the hybrid work arrangement model, the employee’s designated
remote workspace must be located within a reasonable commuting distance from the Town
of Tillsonburg.
Health and Safety:
Town of Tillsonburg is committed to ensuring that the alternate worksite is safe and hazard
free. Employees participating in the Hybrid Work Model Arrangement are required to
complete a Home Office Safety assessment and the workspace must meet all the criteria
detailed in the assessment.
Employees will remain fit for duty during working hours. Employees cannot meet with work
clients or coworkers at their home, or provide their home phone number or address for
contact to conduct work business.
Employees must immediately report all work-related accidents or injuries to their supervisor
and in in the case of a workplace injury/illness, a member of Human Resources is permitted
to attend their residence to perform an inspection. Additionally, the employee may be
required to grant access to their residence from such authorities as the Ministry of Labour or
the Workplace Safety Insurance Board (WSIB). Incidents of workplace violence and
harassment must be reported by the employee to the supervisor as soon as possible.
Confidentiality
Employees are responsible for protecting the confidentiality of any privileged and/or
confidential Town information/documents while it is being transported to and from their
home and while it is in their home. Employees are expected to follow the provisions
identified in the Records Management Policy and Procedure.
Responsibilities:
The employee shall:
a) review and understand the Hybrid Work Model Policy;
b) review and understand all other applicable policies (HR, Health and Safety and IT
Policies) related to remote work;
c) discuss and seek the approval of their immediate supervisor for participation in a hybrid
work model arrangement;
d) upon approval, review, agree, and sign the Hybrid Work Model Agreement;
e) review the working from Home Office Safety Information Sheet;
f) complete and sign the Home Office Safety Assessment; and
g) Use their own work related equipment and be responsible for the maintenance and repair
of that equipment including home maintenance, insurance, adequate internet, telephone
connection, and utilities.
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The immediate supervisor shall:
a) review, discuss, assess and authorize requests for hybrid work model arrangement
where appropriate;
b) ensure that an appropriate trial period is completed for ongoing Hybrid Work Model
Arrangements and ensure that such agreements do not negatively impact on required
business continuity or service levels;
c) review and sign the Hybrid Work Model Agreement with your employee and forward the
completed document to Human Resources; and
d) confirm the details, changes or discontinuation of all ongoing Hybrid Work Model
Arrangements with the employee in writing through the completion of a new Hybrid Work
Model Agreement or written notice to discontinue the arrangement.
Page 256 of 319
Page 1 of 3
Subject: THI MOUD
Report Number: CS 22-19
Department: Corporate Services Department
Submitted by: Director of Corporate Services
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
That the Council receives the THI MOUD report as information.
BACKGROUND
At the May 24, 2022 Council meeting, staff was asked to review a number of concerns
and questions raised as part of the MOUD as proposed to be revised by the THI Board.
DISCUSSION
The following is a summary of the concerns/questions raised at the previous meeting
along with answers provided by staff:
What is the standard practice for tenure of Hydro Board members? Is it 9 years
as proposed in the MOUD?
Answer: Typical industry practice is 3 years’ term with 2 optional renewals for a
total of 9 years. With that being said it is at the sole discretion of the shareholder
to decide on the renewal. If the shareholder is happy with the board they renew
the term, if not they reject the renewal and then recruit new board
member/members.
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CS 22-19
Page 2 of 3
What is the maximum number of Board Members?
Answer: The current Articles of THI requires a minimum of 5 directors and permit
a maximum of 9 members. Section 2.1.2 of the OEB Affiliate Relationships Code
states: A utility shall ensure that at least one-third of its Board of Directors is
independent from any affiliate.
Who is involved in the evaluation process of the Board members?
Answer: The Board’s intention is for members to complete an individual board
member evaluation tool as approved by the Board that would be reviewed by the
Board’s Governance Committee.
What members are on the Governance Committee?
Answer: The MOUD was referred to the Governance Committee for review which
consists of the Chair Dan Rasokas, Vice Chair Ann Loker, Board member Alex
Urbanowicz and Amelia Jaggard as Board Secretary.
Current shareholder would now be an affiliate member – why and what does this
mean?
Answer: although there is no definition of what an “affiliate related director is”, the
following is found in the proposed MOUD: an affiliate related director is someone
that is a representative of a shareholder, a municipal council, a member of any
affiliate or an employee of the Town. Recently, shareholder representatives have
been asked to leave any closed session meetings by the rest of the Board. At
one point the Board was proposing a Closed Session Policy that excluded all
shareholder members (included ‘Affiliated Director’) and only included
Independent Directors.
Why isn’t there a cap on the Board members per diem?
Answer: Currently there isn’t a remuneration by-law similar to what guides the
salaries for Council. Each year, the cost of living adjustment is applied to the per
diem rates.
There were some questions raised by Council concerning the addition of shareholder
representation as well as the removal of Board members. Additional information
regarding this matter will be provided by the Town’s solicitor in a future closed session
meeting.
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CS 22-19
Page 3 of 3
CONSULTATION
CAO and THI General Manager
FINANCIAL IMPACT/FUNDING SOURCE
N/A
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.
ATTACHMENTS
Appendix A – redlined MOUD
Page 259 of 319
Page 1 of 6
MEMORANDUM OF UNDERSTANDING AND DIRECTION
BETWEEN
THE CORPORATION OF THE TOWN OF TILLSONBURG ("TOWN")
AND TILLSONBURG HYDRO INC. ("THI")
1.0 STATEMENT OF INTENT:
This Memorandum of Understanding and Direction (MOUD) is designed to identify
individual and collective responsibilities that will ultimately provide for safe, reliable and
financially responsible distribution of electrical energy to identified stakeholders. The
purpose of this MOUD is to confirm the working partner relationship between the TOWN
and THI (The PARTIES) that reinforces and enhances their joint commitment to
maintain a vibrant Electrical Energy Utility to the benefit of the community they serve.
Therefore this document shall set out the general expectations of the TOWN (as Sole
Shareholder) and THI.
2.0 GUIDING PRINCIPLES (GOVERNANCE):
The following guiding principles will direct the deliberations of the TOWN and THI in
achieving that goal. It must be further understood that the TOWN is the Sole
Shareholder of THI and that THI is a distinct and separate Corporation granted the
benefits of operating under the regulations of the Ontario Business Corporations Act.
The Board Shall;
a) Govern and provide stewardship of the business and affairs of THI. In so doing,
shall adhere to all appropriate legislation and regulations that impact the
electrical distribution industry in the Province of Ontario
b) Provide that the focus of safe, reliable and financially responsible distribution is
adhered to
c) Address any conflict of interest, act honestly and in good faith with a view to the
best interests of THI and shall exercise the same degree of care, diligence and
skill that a reasonably prudent person would exercise in similar circumstances
d) Promote operational and strategic improvement projects that will enhance the
profile of THI and the TOWN
The TOWN Shall;
a) Encourage and support the THI Board and staff in their endeavors
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Page 2 of 6
b) Receive an annual return on its' investment in the form of a cash Dividend,
subject to the conditions set out in Section 7.0-Dividend Policy
3.0 BUSINESS ACTIVITIES:
THI may engage in any business activities as may be permitted by the Ontario Energy
Board Act, 1998 (OEB Act) and the Electricity Act, 1998 (Electricity Act), and as
authorized by the Board from time to time, including;
a) Distributing electricity
b) Business activities, the principal purpose of which is to use more effectively the
assets of the distribution system of THI
c) Generating electricity from renewable energy sources
d) Conservation and Demand Management activities
In carrying out these business activities THI shall be guided by the following;
a) Compliance with all applicable laws and regulations.
b) Operate in a manner that considers community values to the extent possible,
TOWN practices and policies.
c) Act in a safe and environmentally responsible manner
d) Employ prudent business practices
e) Have regard to the fact that the TOWN is a Municipal Corporation
f) Maintain and appropriately enhance THI owned infrastructure
4.0 BOARD COMPOSITION:
The Board of Directors of THI (the BOARD);
a) Shall be a number as permitted by current By-law(s) of THI minimum of seven
(7) members. Consideration may be given to increasing the number of
Directors to ensure maintenance of a desired skill set, within prudent and,
cost effective parameters.
a)b) Shall review the number of Board Directors every three years.
b)c) Shall consist of;
a. One member selected by the TOWN at large, who is to be considered
an Affiliate Related Director. An Affiliate Related Director is someone
that is a representative of a shareholder, a municipal council, a
member of any affiliate or an employee of the Town.
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b. A minimum of 4 (four) and a maximum of six (6) independent members, A
minimum of six (6) members are to be considered as Independent
Directors in accordance with the skills matrix as recommended
developed by the Board. An Independent Director means a director
that is independent from, the shareholder, the municipal council, any
affiliate or employee of the Town, as required by section 2.1.2 of the
Affiliates Relationship Code.
d) Shall take into consideration Director qualifications, skills and experience,
in the discharge of THI duties for oversight of; strategy, utility operations,
finance, regulatory, technical resources and customer service.
e) Shall protect the best interests of the electricity rate payers and
shareholder, and shall ensure financial integrity.
b.f)Shall strive for a tenure term of nine years with possible one-year term
extensions thereafter. Independent Directors shall be reappointed after
each three year increment based on individual performance. An
Independent Director’s tenure may be extended after nine years by one-
year terms when their qualifications and value are in the best interest of
THI.
c)g) Shall meet the requirements as outlined by the Ontario Energy Board
(OEB) through and the Affiliate Relationships Code (ARC)
d)h) The Chair of the Board shall be selected by Board members
e)i)No member of the Board shall receive any remuneration or compensation, other
than as expressly stated in applicable By-Law
5.0 TOWN APPROVAL:
The Board shall seek the approval of the TOWN in respect to each of the following
matters prior to the BOARD undertaking or causing to undertake, authorizing or
approving any of the following matters with respect to THI:
a) Any changes or amendments to the share structure of THI
b) Any changes to the business activities of THI as identified in Section 3.0
c) Entering into any discussions or negotiations regarding a potential merger,
amalgamation, divestiture or acquisition of THI or another corporation.
Page 262 of 319
Page 4 of 6
6.0 REPORTING:
THI is required to provide the TOWN with an annual Business Plan and Budget (the
"Business Plan"). THI is to carry out its affairs and carry out its business operations in
accordance with the Business Plan. THI will provide the TOWN with any revision,
update or amendment of a material nature to the Business Plan.
The Business Plan will take the format as adopted by the Board of THI but shall include
the following;
a) Comprehensive financial plan with significant operational projects
b) Most recent Audited Financial Statements
c) A statement of any material variances in the projected ability for THI to meet or
continue to meet its strategic, financial or development goals, including any
material variances from current Business Plan
In addition to the presentation of the annual Business Plan and Budget, THI shall
provide updated Financial reports, in a format as adopted by the Board, to the TOWN
on a semi-annual basis.
7.0 DIVIDEND POLICY:
Subject to the provisions herein, the Board of THI shall declare and issue an Annual
Dividend to the TOWN as referenced in Section 2.0.
The payment of the Dividend shall be subject to the following;
a) No dividend shall be declared where to do so would significantly impact THI's
ability to satisfy any appropriate replacement or improvement of assets of THI
b) No Dividend shall be declared if the Board can demonstrate to the TOWN that;
a. After any expected payment, THI would be unable to meet its financial
commitments and pay its liabilities when due
b. The realizable value of THI's assets would be less than the aggregate of
its liabilities and its stated capital of all classes
With concurrence of the THI Board and the TOWN, the Annual Dividend Policy shall be
established as in accordance with Schedule 1 (attached), subject to the conditions in
7.0, and confirmed at the Board's November board meeting, or before December 31.
The approval and the declaration of the actual Annual Dividend shall take place at the
conclusion of the annual audit of THI.
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Page 5 of 6
A Special Dividend may be considered and approved at the discretion of the Board;
a) After the review of Annual Financial Statements, and
b) Consultation with the Corporation of the TOWN of Tillsonburg
8.0 COMMUNICATIONS PROTOCOL:
Positive and effective communication is a cornerstone of relationship building and
ultimately enhances the long-term working relationship of the TOWN and THI. In
supporting the spirit of this Agreement, the communication protocol between the parties
shall be identified as follows;
a) As to specifically identified services or general information exchange, in writing
on Corporate letterhead directed to;
i. To TOWN - Clerk copied to CAO
ii. To THI -Secretary copied to Chair and Vice-Chair
b) Best efforts are expected to be used to identify and acknowledge when any issue
of communication will be considered and responded to
c) The Chair of THI will deliver at a minimum, and not counting the Annual General
meeting, semi-annual status reports to the TOWN (Shareholder)
9.0 REVISIONS:
This document shall be reviewed at least once every two years and may be revised
from time to time as circumstances may require. A review of the MOUD can be initiated
by either party subject to appropriate communication and consultation.
Date:
Acknowledged and Agreed to as of the date above
CORPORATE OF THE TOWN OF TILLSONBURG
____________________________
Name
____________________________
Title
TILLSONBURG HYDRO INC.
____________________________
Name
____________________________
Page 264 of 319
Page 6 of 6
Title
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Page 1 of 2
Subject: Council Vacancy on the Boundary Adjustment Subcommittee
Report Number: CS 22-20
Department: Corporate Services Department
Submitted by: Ann Wright, Deputy Clerk
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT the Council for the Town of Tillsonburg appoints ______________ as a council
representative on the Tillsonburg Boundary Adjustment Advisory Committee.
BACKGROUND
On April 12, 2021 Council established the Boundary Adjustment Subcommittee and
appointed Councillor Parker and Deputy Mayor Beres as the council representatives on
the Committee.
The mandate of the Boundary Adjustment Subcommittee is to review the growth being
experienced by the town and the remaining inventory of development land and identify
potential land needs to support the sustainable growth objectives of the Town in
accordance with the Community Strategic Plan. The role of the Committee is:
1.1 To identify strategic opportunities to increase the land supply for future development
1.2 To advise Council on matters related to future land needs.
The Boundary Adjustment Committee meets the third Tuesday of the month at 7:30 a.m.
until approximately 9:00 a.m.
DISCUSSION
Councillor Parker has had to resign from the Boundary Adjustment Subcommittee due to
the committee meetings conflicting with his hours of work, and so there is now a Council
representative vacancy on the Committee that should be filled.
Page 266 of 319
CS 22-20 Council Vacancy on the Boundary Adjustment Subcommittee
Page 2 of 2
CONSULTATION
None.
FINANCIAL IMPACT/FUNDING SOURCE
None.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Direction – Engage community groups, including advisory committees and
service organizations, in shaping municipal initiatives.
Priority Project – Not applicable.
ATTACHMENTS
None.
Page 267 of 319
Page 1 of 6
Subject: Offer to Purchase – Alley Lands between 6 and 8 John St
Report Number: EDM 22-14
Department: Economic Development Department
Submitted by: Cephas Panschow
Meeting Type: Closed Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT a by-law be brought forward to authorize the Mayor and Clerk to enter into an
agreement of purchase and sale with Tillsonburg Properties for Community Living for
the Alley Lands located between 6 John Street and 8 John Street and to be described
by a new reference plan.
BACKGROUND
Council declared the Alley lands located between 6 John Street (Lot 606, Plan 500) and
8 John Street (Lot 607, Plan 500) as surplus to the Town’s needs at their September 21,
2021 meeting:
THAT Council receives Report EDM 21-25 Surplus Land Declaration – Alley
Lands between 6 and 8 John Street;
AND THAT the Alley Lands located between 6 John Street (Lot 606, Plan 500)
and 8 John Street (Lot 607, Plan 500), and shown as a public road, be closed;
AND THAT Alley Lands between 6 John Street and 8 John Street, to be
described by a new reference plan, be declared surplus to the needs of the Town
of Tillsonburg in accordance with Bylaw 2021-031 (land disposition) including
suitable notification to the public.
Page 268 of 319
EDM 22-14
Page 2 of 6
A sign notifying the public of the Town’s intent to declare the property surplus was
posted on the property with a deadline of October 12, 2021 for interested parties to
register their interest. Both adjacent property owners initially expressed interest in the
property, but one property owner has confirmed that they are no longer interested in
acquiring the property. Tillsonburg Properties for Community Living has submitted an
Offer to Purchase for the lands and the purpose of this report is to seek Council
approval to enter into an Agreement of Purchase and Sale for these lands.
Subject Property: Lands between 6 and 8 John Street Properties
Page 269 of 319
EDM 22-14
Page 3 of 6
DISCUSSION
The Alley lands between 6 and 8 John Street are approximately 6 metres (20 feet) wide
and 16 metres (52 feet) long and comprise approximately 1,100 square feet of land
area. While the Alley is currently shown as an open road allowance, it is not a paved
surface nor is there any municipal or public use of the property.
The Offer to Purchase submitted by Tillsonburg Properties for Community Living is
summarized as follows:
Offer Details Comments on the Offer
Details
Price $2,500 for the lands plus
reimbursement of the Town’s costs
up to $5,000 for a total price of up
to $7,500 plus HST
Price reflects the value of
the lands and covers the
Town’s costs to enable a
transfer of the property
Area (estimated
subject to final
adjustments)
1,100 square feet A new reference plan to
describe the property has
been requested
Irrevocable
Date
May 27, 2022
Closing Date July 4, 2022
Purchaser
Conditions
Seller declaring the lands surplus,
bylaw closing the road, and lands
being rezoned to Residential
Lands have already been
declared surplus along with
approval to bring forward a
bylaw to close the road. The
property is already zoned
Residential “R1”.
The improved offer from TPCL includes a price of $2,500 for the property over and
above the commitment to cover the costs to the Town necessary to transfer the
property.
Based on the improved offer and the fact that the other property owner declined to
submit an offer, the Development Commissioner is recommending that Council approve
the agreement with Tillsonburg Properties for Community Living.
Page 270 of 319
EDM 22-14
Page 4 of 6
CONSULTATION
The intent to declare the property as surplus to the Town’s needs was circulated to all
Town Departments and Tillsonburg Hydro Inc as detailed in report EDM 21-25 Surplus
Land Declaration - Alley Lands between 6 and 8 John St with all concerns being
addressed.
Public Notice of the Surplus Property was provided through a sign posted on the
property on September 17, 2021.
FINANCIAL IMPACT/FUNDING SOURCE
An estimate of the property’s value was obtained through a Letter of Opinion prepared
by Royal Lepage RE Wood Realty dated October 1, 2021. The Letter of Opinion
indicated that the estimated value of the property is $15,000. While the offer as
submitted does not achieve the estimated value of the property, there are limited
purchasers for the property and the additional land does not lend itself well for
development so the price submitted appears to be what the market is willing to pay for
the property.
Since the Town’s costs to transfer the property will be covered by the Purchaser (up to
the limit of $5,000), the $2,500 value for the land will result in net revenue for the Town.
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.
Page 271 of 319
EDM 22-14
Page 5 of 6
Strategic Direction – Not applicable.
Priority Project – Not applicable
ATTACHMENTS
Offer to Purchase – Tillsonburg Properties for Community Living
Appendix A – Legal Plans
Excerpt from Part 9, Judges’ Plan 500
Page 272 of 319
EDM 22-14
Page 6 of 6
Plan 41R-4383
Page 273 of 319
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Page 1 of 4
Subject: Westwinds Subdivision Road Naming
Report Number: OPD 22-23
Department: Operations and Development Department
Submitted by: Geno Vanhaelewyn, Chief Building Official
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Council approves “Darrow Drive”, “Hill Street”, “Westwinds Gate”, and
“Westwinds Court” as road names for the Westwinds subdivision.
BACKGROUND
Planning Services received a formal request from the developer of the Westwinds
subdivision for the approval of four new road names “Darrow Drive”, “Hill Street”,
“Westwinds Gate”, and “Westwinds Court” to be used in the subdivision.
DISCUSSION
The request for approval is required as a Draft Plan of Subdivision condition and
verification that the proposed names will meet the requirements of the Road Naming
Policy found in By-Law 3553.
The road naming policy identifies that the naming of roads and subdivisions for the
municipality should be determined in a manner that incorporates local history, culture
and environmental features. In this case, the developer is proposing to use local
history by incorporating names of one of the former Councilors of the West Ward, as
well as another Councilor from the first Town Council.
The following maps identifies the location and request.
Page 280 of 319
OPD 22-23 – Westwinds Subdivision Road Naming
Page 2 of 4
LOCATION MAP
Page 281 of 319
OPD 22-23 – Westwinds Subdivision Road Naming
Page 3 of 4
SUBDIVISION PLAN
CONSULTATION
Recreation, Culture and Parks Department’s Culture and Heritage Manager/Curator was
consulted and noted that the proposed road names of “Darrow Drive” and “Hill Street”
meet the section of the Town's policy for road naming and are recognized for the heritage
within the community.
Darrow Drive is being named in recognition of W.C. Darrow who was a member of the
first Town Council.
Page 282 of 319
OPD 22-23 – Westwinds Subdivision Road Naming
Page 4 of 4
Hill Street is being named in recognition of Charles Hill who was one of the first
Councilors elected in the former West Ward, where the Westwinds subdivision is located.
Westwinds Gate and Westwinds Court are both proposed as names derived from the
name of the subdivision, which recognizes the former West Ward where the subdivision
is located.
Fire Services/9-1-1 were circulated for emergency conflict assessment and approval
was granted with no conflicts.
FINANCIAL IMPACT/FUNDING SOURCE
Not applicable
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 – N/A
Priority Project – N/A
ATTACHMENTS
- Developer Request Letter - Westwinds Road Names
Page 283 of 319
May 3, 2022
Mr. Geno A. Vanhaelewyn
Town of Tillsonburg
10 Lisgar Avenue
Tillsonburg, ON
N4G 5A5
Dear Mr. Vanhaelewyn,
RE: Plan of Subdivision (Westwinds Subdivision) – Request for Street Names
97 North Street West
Our File: SSD/TLS/20-01
Zelinka Priamo Ltd., on behalf of Southside Construction Management Limited, is pleased to
submit the following Street Names for the draft approved Plan of Subdivision located at 97 North
Street West in the Town of Tillsonburg.
An outline of the subdivision name and proposed street names is provided below along with a
brief explanation of how it meets the Town’s Road Naming Policy By-law:
Subdivision Name
Westwinds Subdivision: The Plan of Subdivision is located along the current western
boundary of the Town of Tillsonburg, and the former West Ward when the Town was
founded. The Town is celebrating their 150th anniversary this year and the name pays
homage to the former ward name, as well as its current location along the settlement
boundary.
Street Names
Darrow Drive: W.C. Darrow was a member of the first Town Council. In recognition of
the Town’s 150th anniversary and Councillor Darrow’s service to the community
Darrow Drive is proposed. Given the historical context, the name ‘Darrow’ is consistent
with the Town’s Road naming policies.
Hill Street: Charles Hill was one of the first Councillors elected in the former West Ward
when the Town of Tillsonburg was established. In recognition of the Town’s 150th
anniversary and Councillor Hill’s service to the community Hill Street is proposed. As
per the Town’s Road Naming Policy, Hill Street is consistent given its historical context
within the former West Ward of the Town.
Westwinds Gate: Name derived from the name of the subdivision. Consistent with the
rational provided above for the subdivision name.
Westwinds Court: Name derived from the name of the subdivision. Consistent with the
rational provided above for the subdivision name.
Page 284 of 319
A plan has been provided showing the location of the proposed street names within the draft
approved plan of subdivision.
We trust the enclosed is sufficient for your review and we look forward to a timely approval
process. Should you have any questions or require additional submission material, please feel
free to contact our office.
Yours very truly,
ZELINKA PRIAMO LTD.
Casey Kulchycki, BAA, MCIP, RPP
Senior Planner
Page 285 of 319
Page 1 of 4
Subject: Oxnard Phase 4 Subdivision Road Naming
Report Number: OPD 22-24
Department: Operations and Development Department
Submitted by: Geno Vanhaelewyn, Chief Building Official
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Council approves “Waterhouse Crescent”, “Burgess Crescent”, and “Jacko
Street” as road names for the Potters Gate Phase 4 subdivision.
BACKGROUND
Planning Services received a formal request from the developer of the Potters Gate
Phase 4 subdivision for the approval of three new road names “Waterhouse Crescent”,
“Burgess Crescent”, and “Jacko Street” to be used in the subdivision.
DISCUSSION
The request for approval is required as a Draft Plan of Subdivision condition and
verification that the proposed names will meet the requirements of the Road Naming
Policy found in By-Law 3553.
The road naming policy identifies that the naming of roads and subdivisions for the
municipality should be determined in a manner that incorporates local history, culture
and environmental features. In this case, the developer is proposing to use local
history by incorporating names of the former Councilors of the South Ward, as well
as the family name of the previous landowner.
The following maps identify the location and request.
Page 286 of 319
OPD 22-24 – Oxnard Phase 4 Subdivision Road Naming
Page 2 of 4
LOCATION MAP
Page 287 of 319
OPD 22-24 – Oxnard Phase 4 Subdivision Road Naming
Page 3 of 4
PROPOSED SUBDIVISION PLAN
CONSULTATION
Recreation, Culture and Parks Department’s Culture and Heritage Manager/Curator was
consulted and noted that the proposed road names of “Waterhouse Crescent” and
“Burgess Crescent” meet the section of the Town's policy for road naming and are
recognized for the heritage within the community.
Waterhouse Crescent & Burgess Crescent are being named in recognition of J.
Waterhouse and E. Burgess who, along with G.B. Tillson, were the first Councilors of the
former South Ward of Tillsonburg, where the Potters Gate Subdivision lands are located.
Page 288 of 319
OPD 22-24 – Oxnard Phase 4 Subdivision Road Naming
Page 4 of 4
Streets have already been named after G.B. Tillson, but the names Waterhouse and
Burgess have not.
Jacko Street is being named in recognition of the family name of the previous owners of
what are now the Potters Gate Subdivision lands. The Jacko family owned, resided on,
and farmed the lands from 1968 until 2021.
Fire Services/9-1-1 were circulated for emergency conflict assessment and approval was
granted with no conflicts.
Staff will communicate with the previous owners of the land to inform of the dedication if
approved.
FINANCIAL IMPACT/FUNDING SOURCE
Not applicable.
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 – N/A
Priority Project – N/A
ATTACHMENTS
- Developers Request Letter – Oxnard Ph 4 Subdivision Road Naming
Page 289 of 319
1
Geno Vanhaelewyn
From:Soheil Khodadadi <Soheil@oxnarddevelopments.com>
Sent:Wednesday, April 13, 2022 10:29 AM
To:Kendall Wharton
Cc:Geno Vanhaelewyn; Jeff Jafarpour; Ashcon Jafarpour
Subject:Potters Gate PH4 Subdivision - Formal Request for Street Names
Attachments:Potters Gate PH 4 Siteplan - with Street Names.pdf; 00043-0119[1].pdf
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or on clicking links
from unknown senders.
Hello Kendall,
Please find this email as Oxnard’s formal request for naming the streets in our latest approved subdivision development
in Tillsonburg – Potters Gate PH4.
Please review the attached site plan for our proposed names. The information to support each name is below:
Waterhouse Crescent & Burgess Crescent
2022 marks the 150th Anniversary of Incorporation of the Town of Tillsonburg. At that time Tillsonburg was divided into
three Wards with three Councilors to be elected per Ward. Potters Gate PH4 would have been in the South Ward. The
first Councilors for this Ward were J. Waterhouse, E. Burgess and G.B. Tillson. Although there is a Tillson Street and
Tillson Avenue in town, the names Waterhouse and Burgess have not been used. In this the 150th Anniversary year, we
think it would be appropriate to recognize the contributions of the very first south ward councilors with street names in
our development.
Jacko Street
“Jacko” is the family name of the previous land owner and we would like to propose their name on one of the streets in
this subdivision development. I attached the parcel registry for your review.
Please review and let us know if the proposed names are acceptable by Town.
Thanks so much for your consideration in advance.
Kind Regards,
Soheil Khodadadi
Project Coordinator, M.Arch
Oxnard Development Inc.
9140 Leslie St., Unit 210
Richmond Hill, ON
L4B 0A9
(905)762-9200 ext#224
soheil@oxnarddevelopments.com
Page 290 of 319
Page 1 of 3
Subject: Tillsonburg Airport Advisory Committee – Virtual Meetings
Report Number: OPD 22-25
Department: Operations and Development Department
Submitted by: Richard Sparham, Manager of Public Works
Meeting Type: Council Meeting
Meeting Date: Thursday, June 16, 2022
RECOMMENDATION
THAT Council approves the request from the Tillsonburg Airport Advisory Committee to
continue meeting virtually.
BACKGROUND
Council for the Town of Tillsonburg passed the following resolution at their meeting on
April 19, 2022 (Resolution # 2022-144), which states:
THAT plans be put in place for council members and staff to return to the council
chambers for regularly scheduled council meetings as soon as possible, and in
accordance with the end of the COVID-19 pandemic as determined by the
provincial government. At this time, the provincial government has stated that
Ontario COVID-19 Public Health measures and advice and all remaining
measures, directives and orders are to end by April 27, 2022.
A hybrid option will continue to be available for individuals, who are unable to
attend in person citing health or distance concerns.
With the provincial statement in mind and as per the town’s Procedural By-Law
section 5.3 which reads “Electronic meetings for both open and closed meetings
will be permitted in the following circumstances: during a pandemic and in certain
emergency situations”, the provincial government’s declaration supports the
town’s return to open, in person meetings of council and council committees.
AND FURTHER having been advised that the recently approved Hybrid Work
Policy could result in staff not being available to attend in person meetings, or to
complete other tasks for which in person attendance at town facilities is
important, that council requests a staff report outlining revisions to the Hybrid
Work Policy that will assure council and the community that staff attendance at
Page 291 of 319
OPD 22-25 Tillsonburg Airport Advisory Committee – Virtual Meetings
Page 2 of 3
town facilities is considered important and often in the best interest of the
municipality.
Should Southwestern Public Health issue regulations requiring in-person public
meetings to cease because of a continuance or reoccurrence of COVID-19,
Councillors and staff will return to the full hybrid meeting option for the required
period of time specified by public health.
Although not specifically stated, the communication put forth was to include all
Committee meetings within the resolution and that individual Committees wishing to
conduct the meetings virtually shall make a request to Council.
DISCUSSION
The Tillsonburg Regional Airport is located in Southwest Oxford with the Airport
Advisory Committee being comprised of individuals located in various areas of the
County and beyond. Further, a few of the members, being pilots, are often connecting
from more remote locations.
As indicated in the attached meeting minutes of the Tillsonburg Airport Advisory
Committee of May 26, 2022:
Moved by: Euclid Benoit
Seconded by: Dan Cameron
THAT the Tillsonburg Airport Advisory Committee will take a resolution to Council
to continue meeting virtually.
Carried
The committee therefore is requesting to conduct the Tillsonburg Airport Advisory
Committee meetings virtually.
CONSULTATION
The following staff and resources have been consulted in preparing this report:
Director of Operations and Development
FINANCIAL IMPACT/FUNDING SOURCE
No impact to the budget.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
Page 292 of 319
OPD 22-25 Tillsonburg Airport Advisory Committee – Virtual Meetings
Page 3 of 3
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Direction – Engage community groups, including advisory committees and
service organizations, in shaping municipal initiatives.
Priority Project – N/A
ATTACHMENTS:
Tillsonburg Airport Advisory Committee Meeting minutes
Page 293 of 319
Page 1 of 3
The Corporation of the Town of Tillsonburg
Tillsonburg Airport Advisory Committee
May 26, 2022
5:30 p.m.
Electronic Meeting
MINUTES
Present: Mark Renaud, Councillor Gilvesy, Emily Crombez, Jeff Miller, Dan Cameron,
Euclid Benoit.
Absent with Regrets: David Brandon, Jeff Dean, Valerie Durston, Mayor Molnar.
Also Present:
Carlos Reyes, Director of Operations and Development
Richard Sparham, Manager of Public Works
Eric Duffy, Airport Manager
Tracy Hird, Public Works Co-ordinator
1) Call to Order
The meeting was called to order at 5:30 p.m.
Chair declared that there is a quorum for this meeting.
2) Adoption of Agenda
Resolution #1
Moved by: Emily Crombez
Seconded by: Dan Cameron
THAT the Agenda as prepared for the, May 26th, 2022 meeting be adopted.
Carried
3) Minutes of the Previous Meeting
Resolution #2
Moved by: Councillor Gilvesy
Seconded by: Euclid Benoit
Page 294 of 319
Page 2 of 3
THAT the Minutes of the Tillsonburg Airport Advisory Committee meeting dated April
21st, 2022 be approved.
Carried
4) Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5) Committee to Continue Meeting Virtually
Proposed Resolution #3
Moved by: Euclid Benoit
Seconded by: Dan Cameron
THAT the Tillsonburg Airport Advisory Committee will take a resolution to Council to
continue meeting virtually.
Carried
6) General Business and Reports
a) Hangar Updates – Staff
No new movement on hangar development. All current delays are Contractor
related.
Staff shared the new development map that the Engineering Department is
working on. It is currently a work in progress.
b) Master Plan Update – Staff
i) Update on Hydro Supply
Staff has forwarded everything to ERTH and is waiting on a response.
The committee has asked that once ERTH reports back that staff create a
report for future information.
The hydro supply for the fence will come in from the road.
ii) Taxiway Construction Update
The taxiway pavement surface can now be used, however, there is still
surveying taking place.
Full completion is anticipated by the end of next week.
iii) Airport Fence and Gate Installation
Work will commence in the next couple of weeks when the other Contractors
are finished.
Fence and Gate Contractor – Hudson Entry & Automation.
The gate will have a FOB system.
Page 295 of 319
Page 3 of 3
iv) End of Runway Trees – Staff
Staff met last Friday to come up with a plan.
Committee recommends that Engineering stake out the property lines.
Engineering to provide a better map to figure out what size of trees will be
removed.
Staff will provide a timeline as soon as possible.
c. Safety Spreadsheet – Staff
Ben Nichols, Health & Safety Coordinator completed a Health and Safety
Inspection at the Airport. Staff received a report that they are currently
working though.
d. Fuel Sales and Airport Movement - Staff
Fuel sale totals and airport movement stats were sent out to the group
through a separate email. Very positive numbers were reported.
In the future, monthly reports will be accessed through a link where
committee members can view the numbers at any time.
7) Other Business
Staff updated the committee that the large agricultural mower has been
returned. The same Trackless Vehicle equipment will be used this season as
in the past. In the future, staff will investigate to find a better solution that
does not damage the runway.
Runway 0220 is in really bad shape. The water issues at the South end are
still an issue. Staff advised that the runway has been rolled once this year.
Staff will investigate the drainage issue. It was suggested that they give David
Stevens Drainage a call as they should have some information.
8) Next Meeting
June 23rd, 2022 at 5:30 p.m.
Note: The committee will not be meeting in July.
9) Adjournment
Resolution #4
Moved by: Jeff Miller
Seconded by: Emily Crombez
THAT the May 26th, 2022, Tillsonburg Airport Advisory Committee meeting be
adjourned at 6:15 p.m.
Carried
Page 296 of 319
Page 1 of 3
The Corporation of the Town of Tillsonburg
Tillsonburg Transit Advisory Committee
May 17, 2022
10:00 a.m.
Hybrid Meeting
MINUTES
Present: Cindy Allen, Sherry Hamilton, Rick Martin, Kathryn Leatherhead, Lynn Temoin and Councillor Luciani Also Present:
Ashley Taylor, Transit Coordinator
Carlos Reyes, Director of Operations
1. Call to Order
The meeting was called to order at 10:03 a.m.
2. Adoption of Agenda
Resolution #1
Moved by: Cindy Allen
Seconded by: Lynn Temoin
THAT the Agenda as prepared for the Tillsonburg Transit Advisory Committee
meeting of May 17 2022, be adopted.
Carried
3. Minutes of the Previous Meeting
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosure of pecuniary interest were declared.
Page 297 of 319
Page 2 of 3
5. General Business and Reports
5.1. In Town Transit Update
5.1.1. Statistics
Staff provided an overview of the In-Town Statistics. The In-Town bus had
932 riders in March 2022 and 725 riders in April 2022.
5.1.2. Stop Times on Signs
Staff gave an overview of the new time stickers that are being ordered for
each In-Town stop to allow the riders to easily see the time the bus comes
to each bus stop.
5.1.3. Sobeys Bus Stop
Staff discussed that the current Sobeys stop was not in an ideal location
and will be moving so that passengers can load at the side of the building
and not in the middle of the parking lot.
5.1.4. Rural Transit Solutions Fund
Staff provided an update on the Rural Transit Solutions fund.
5.1.5. Tillsonburg 150
Staff discussed the idea of T:GO assisting with the promotions of the
Tillsonburg 150 event (advertising etc.)
5.2. Inter-community Transit Update
5.2.1. Statistics
Staff provided an overview of the Inter-Community Statistics.
5.3. New Bus Stop in Woodstock
Staff presented where a new bus stop location on Route 1 will be located
in Woodstock. This stop will allow riders to access the shopping area in
the south end of Woodstock.
5.4. Port Burwell Summer Promotion
Promotion of the Port Burwell run was discussed. The new flyer that was
created for social media and posters was shown. Various other ideas were
discussed including free rides, promotions with local Port Burwell business
and prize draws.
6. Next Meeting
Page 298 of 319
Page 3 of 3
July 19th, 2022 at 10:00 a.m.
7. Adjournment
Resolution #3
Moved by: Kathryn Leatherhead
Seconded by: Pete Luciani
THAT the May 17th, 2022 Tillsonburg Transit Advisory Committee meeting be
adjourned at 10:42 a.m.
Carried
Page 299 of 319
Tillsonburg 150 Ad-Hoc Committee Minutes, May 17, 2022 Page 1 of 4
The Corporation of the Town of Tillsonburg
Tillsonburg 150 Ad Hoc Committee
May 17, 2022
4:30 p.m.
Council Chambers
MINUTES
Present:
Chair Joan Weston, Deputy Mayor Dave Beres, Aleksandra Webber, Courtney Booth,
Absent with Regrets:
Christine Wade, Rosemary Dean
Staff Also Present:
Patty Phelps- Culture and Heritage Manager/Curator
Margaret Puhr- Administrative Assistant – Recreation, Culture & Parks
Gina Armand - Records & Legislative Coordinator
1. Call to Order
The meeting was called to order at 4:33pm by Chair Joan Weston
2. Adoption of Agenda
Resolution #1
Moved by: Dave Beres
Seconded by: Courtney Booth
Page 300 of 319
Tillsonburg 150 Ad Hoc Committee Minutes, May 17, 2022 Page 2 of 4
THAT the Agenda as prepared for the Tillsonburg 150 Ad-Hoc Committee meeting
of May 17, 2022, be adopted.
Carried
3. Minutes of the Previous Meeting
May 3, 2022 Committee Minutes – Correction to 5.7 Strike out “The event banner is
ready to be erected”.
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest were declared
5. General Business and Reports
5.1 Bentley’s
Bentley’s has been secured for the month of June. Volunteers will be selling
souvenirs every Saturday in June, from 10 am – 4:00 pm. Committee
Members will run the store on Thursday evenings. To be discussed in more
detail at next meeting.
5.2 Volunteers
There are currently 2 volunteers who will be selling souvenirs from 10am-4pm
in Bentley’s. A cash float box will be provided by the Committee. Volunteers
from the Lion’s Club have been secured to unload and load the band truck as
and help with the stage set up. Volunteers are needed for the Kid’s Zone and
the Paw Patrol adult costume. There are 2 student volunteers secured to help
during the event. More details be discussed at next meeting.
5.3 T-Go Bus
The Committee has enough funds to run a monthly advertising campaign for
the month of June on both the T-go, and the Inter-County Go buses.
Page 301 of 319
Tillsonburg 150 Ad Hoc Committee Minutes, May 17, 2022 Page 3 of 4
Committee Members were in agreement to have an ad on both buses for the
entire month of June.
5.4 Tillsonburg 150 Events Review & Implementation
Applications for the full day events need to be handed in to Margaret Puhr as
soon as possible.
The parade has been cancelled. The gun salute has been cancelled due to
Covid precautions. The Chair will try to have the fly over happen at 12:20pm to
have it coincide with the Legion’s Flag Ceremony.
Souvenirs are to arrive in early June. They include the wine tumbler, soft cover
journal, keychain, pub glass, and camper mug.
Town logo frisbees have been ordered and will be given out as prizes.
Red and white balloons have been ordered with the Town’s logo.
Members discussed decreasing the prices of souvenirs for customers to cost.
The general consensus was to sell souvenirs at cost plus tax, rounding up to
the nearest dollar. Packaging and wrapping for souvenirs will be discussed at
next meeting.
An order of 1000 wooden nickels was recommended for giveaways.
Committee members agreed to order the 1000 wooden nickels.
Committee members are gathering sizes of the volunteer t-shirts and will be
confirmed at next meeting.
Bookmarks with the schedule of events was also recommended and will be
discussed at next meeting.
Banners for Broadway St. are designed. Town is waiting for second quote as
required before proceeding. The posters for storefronts are completed and are
Page 302 of 319
Tillsonburg 150 Ad Hoc Committee Minutes, May 17, 2022 Page 4 of 4
being distributed across town. Save the date cards should be delivered with
the next paper route.
The time capsule is being engraved and should be completed by this
weekend. Pictures will be taken for social media and the Town’s website.
There will be a 3pm dedication to the Town regarding The Tillsonburg Lions
Memorial Tree Grove.
6. Next Meeting
June 7, 2022 at 4:30 pm.
7. Adjournment
Resolution #2
Moved by: Courtney Booth
Seconded by: Aleksandra Webber
THAT the May 17, 2022 Tillsonburg 150 Ad-Hoc Committee meeting be adjourned
at 5:10pm.
Carried
Page 303 of 319
Page 1 of 3
The Corporation of the Town of Tillsonburg
Tillsonburg Airport Advisory Committee
May 26, 2022
5:30 p.m.
Electronic Meeting
MINUTES
Present: Mark Renaud, Councillor Gilvesy, Emily Crombez, Jeff Miller, Dan Cameron,
Euclid Benoit.
Absent with Regrets: David Brandon, Jeff Dean, Valerie Durston, Mayor Molnar.
Also Present:
Carlos Reyes, Director of Operations and Development
Richard Sparham, Manager of Public Works
Eric Duffy, Airport Manager
Tracy Hird, Public Works Co-ordinator
1) Call to Order
The meeting was called to order at 5:30 p.m.
Chair declared that there is a quorum for this meeting.
2) Adoption of Agenda
Resolution #1
Moved by: Emily Crombez
Seconded by: Dan Cameron
THAT the Agenda as prepared for the, May 26th, 2022 meeting be adopted.
Carried
3) Minutes of the Previous Meeting
Resolution #2
Moved by: Councillor Gilvesy
Seconded by: Euclid Benoit
Page 304 of 319
Page 2 of 3
THAT the Minutes of the Tillsonburg Airport Advisory Committee meeting dated April
21st, 2022 be approved.
Carried
4) Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5) Committee to Continue Meeting Virtually
Proposed Resolution #3
Moved by: Euclid Benoit
Seconded by: Dan Cameron
THAT the Tillsonburg Airport Advisory Committee will take a resolution to Council to
continue meeting virtually.
Carried
6) General Business and Reports
a) Hangar Updates – Staff
No new movement on hangar development. All current delays are Contractor
related.
Staff shared the new development map that the Engineering Department is
working on. It is currently a work in progress.
b) Master Plan Update – Staff
i) Update on Hydro Supply
Staff has forwarded everything to ERTH and is waiting on a response.
The committee has asked that once ERTH reports back that staff create a
report for future information.
The hydro supply for the fence will come in from the road.
ii) Taxiway Construction Update
The taxiway pavement surface can now be used, however, there is still
surveying taking place.
Full completion is anticipated by the end of next week.
iii) Airport Fence and Gate Installation
Work will commence in the next couple of weeks when the other Contractors
are finished.
Fence and Gate Contractor – Hudson Entry & Automation.
The gate will have a FOB system.
Page 305 of 319
Page 3 of 3
iv) End of Runway Trees – Staff
Staff met last Friday to come up with a plan.
Committee recommends that Engineering stake out the property lines.
Engineering to provide a better map to figure out what size of trees will be
removed.
Staff will provide a timeline as soon as possible.
c. Safety Spreadsheet – Staff
Ben Nichols, Health & Safety Coordinator completed a Health and Safety
Inspection at the Airport. Staff received a report that they are currently
working though.
d. Fuel Sales and Airport Movement - Staff
Fuel sale totals and airport movement stats were sent out to the group
through a separate email. Very positive numbers were reported.
In the future, monthly reports will be accessed through a link where
committee members can view the numbers at any time.
7) Other Business
Staff updated the committee that the large agricultural mower has been
returned. The same Trackless Vehicle equipment will be used this season as
in the past. In the future, staff will investigate to find a better solution that
does not damage the runway.
Runway 0220 is in really bad shape. The water issues at the South end are
still an issue. Staff advised that the runway has been rolled once this year.
Staff will investigate the drainage issue. It was suggested that they give David
Stevens Drainage a call as they should have some information.
8) Next Meeting
June 23rd, 2022 at 5:30 p.m.
Note: The committee will not be meeting in July.
9) Adjournment
Resolution #4
Moved by: Jeff Miller
Seconded by: Emily Crombez
THAT the May 26th, 2022, Tillsonburg Airport Advisory Committee meeting be
adjourned at 6:15 p.m.
Carried
Page 306 of 319
Culture, Heritage & Special Awards Advisory Committee, June 1, 2022 Page 1 of 4
The Corporation of the Town of Tillsonburg
Cultural, Heritage & Special Awards Committee
June 1, 2022
4:30 p.m
Council Chambers
MINUTES
Present:
Chair-Carrie Lewis Courtney Booth, Nisha Khan, Councillor Penny Esseltine, Jason
Pankratz, Rosemary Dean
Absent with Regrets: Tabitha Verbuyst
Staff Present:
Patty Phelps- Culture and Heritage Manager/Curator
Gina Armand-Records & Legislative Coordinator
1. Call to Order
The meeting was called to order at 4:30pm by Chair-Carrie Lewis.
2. Adoption of Agenda
Resolution #1
Moved by: Courtney Booth
Seconded by: Rosemary Dean
THAT the Agenda as amended for the Culture, Heritage and Special Awards
Advisory Committee meeting of June 1, 2022, be adopted.
Page 307 of 319
Culture, Heritage & Special Awards Advisory Committee, June 1, 2022 Page 2 of 4
Carried.
3. Previous Minutes
Committee Minutes No errors or omissions
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of Pecuniary Interest were disclosed.
5. Closed Session
Resolution #2
Moved by: Jason Pankratz
Seconded by: Nisha Khan
THAT the Culture, Heritage and Special Awards Advisory Committee move into
Closed Session to consider a personal matter about identifiable individuals, including
municipal or local board employees; under Section 239 (2)(b) of the Municipal Act.
5.1. Adoption of the Closed Session Agenda
5.2. Disclosures of Pecuniary Interest and the General Nature Thereof
5.3. Closed Session Items
5.3.1. Section 239 (2) (b) personal matters about identifiable individuals,
including municipal or local board employees;
Carried
6. General Business & Reports
The Committee would like to thank Collette Takacs for her hard work and dedication
on the Committee thus far as she has stepped away from the Committee for
personal reasons. The Committee Members wish Collette all the best.
Committee Members were updated on the progress from the Tillsonburg 150
Committee. T-shirts are free to staff provided they order via the link in email.
Souvenirs are available to purchase at the Museum and will be sold at cost.
Souvenirs not sold, will be brought to the 150 event to sell on July 1st.
Page 308 of 319
Culture, Heritage & Special Awards Advisory Committee, June 1, 2022 Page 3 of 4
Members were updated on the time capsule event that will take place on July 1st.
Posters and information was provided to all members.
Members discussed and decided to purchase a keychain to add to the time capsule
on behalf of the Culture, Heritage, and Special Awards Committee.
Information was also provided on the High Tea event. Public are welcome to attend
between 10am-2pm. Tillsonburg`s Town Crier will be featured doing her cry on CBC
Morning News on June 2, 2022.
6.1. Heritage Listings
Committee Chair advised the Members that the Heritage Listings have all been
sent to the museum for proof reading. The goal is to have the listings ready for
approval before the end of this term. Committee Members agreed to hold an
additional committee meeting on August 10, 2022 from 4:30pm – 5:30pm to
discuss further.
6.2. Grant Application submitted by Ben Andress which requests funds to support
Forge Fest. (Attached)
Resolution #3
Moved by: Jason Pankratz
Seconded by: Courtney Booth
THAT the Cultural, Heritage and Special Awards Advisory Committee approve the
Cultural Grant Application submitted by Ben Andress which requests funds to support
Forge Fest
AND THAT staff notify the applicant of the Committee’s decision and to provide
information regarding the applicant’s responsibilities according to the Cultural
Grant Guidelines;
AND THAT staff forward the Cultural Grant in the amount of $1,100 to Forge Fest.
Carried
A fly cheque was discussed and will be requested by Liaison to Finance as soon as
possible.
Page 309 of 319
Culture, Heritage & Special Awards Advisory Committee, June 1, 2022 Page 4 of 4
6.3. Vote for Vice Chair of Committee
Committee Members discussed having a Vice Chair appointed should the Chair fall
ill or be unable to attend a meeting. A Motion was passed.
Resolution #4
Moved by: Carrie Lewis
Seconded by: Rosemary Dean
THAT Jason Pankratz be the new appointed Vice Chair for the Culture, Heritage and
Special Awards Advisory Committee
Carried
7. Next Meeting
Wednesday, August 10, 2022 at 4:30 p.m.
8. Adjournment
Resolution #5
Moved by: Rosemary Dean
Seconded by: Nisha Khan
THAT the June 1, 2022 Culture, Heritage and Special Awards Advisory Committee
meeting be adjourned at 5:26 p.m.
Page 310 of 319
Page 1 of 3
The Corporation of the Town of Tillsonburg
Recreation & Sports Advisory Committee
June 6, 2022
5:30 p.m.
Council Chambers
MINUTES
Present:
Taylor Campbell, Scott Gooding, Chris Parker, Carrie Lewis, Christian Devlin
Absent with Regrets:
Kim Sage, Susie Wray
Staff Present:
Andrea Greenway, Margaret Puhr
1. Call to Order
The meeting was called to order at 5:32p.m.
2. Adoption of Agenda
Resolution #1
Moved by: Carrie Lewis
Seconded by: Taylor Campbell
THAT the Agenda as prepared for the Recreation & Sports Advisory Committee
meeting of June 6, 2022, be adopted.
Carried
3. Minutes of the Previous Meeting
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
Page 311 of 319
Page 2 of 3
5. General Business and Reports
5.1. Hall of Fame update – changes made by Andrea were circulated, and approved,
therefore it will be adopted and process will be started. Andrea will start putting
notifications on the town page in the newspaper and the website. Forms will be
available at the community centre and possibly on the website.
5.2. General discussion – Chris reached to by-law regarding the horse waste on the
trail, the animal control by-law would cover it if the person was seen when it
happens, with the size of the by-law team it is not easily accomplished. They will
be on the lookout.
Scott would like to see some regular weekly cleaning of the tennis courts,
leaves, needles etc., as they are a slip hazard. Andrea will discuss with parks
manager.
Christian would like the large rocks at Annandale diamonds moved to expand
the parking lot. This was also discussed as a spot for playground. Chris did not
see the need to do that and the playground is a future consideration as there is
not one nearby.
Christian wondered if the parks signs will in the future be replaced with more
durable materials. Chris noted that this issue has not been discussed, but could
be in the future.
Chris would like to start locking the portable toilets at Annandale diamonds to
prevent them from being used for drug injections. This is a growing issue
throughout town.
Andrea gave an update on the Clerks department meeting with Chairs and Staff
Liaisons. Issues discussed were: terms of references; in-person vs virtual
meetings; member commitment to the committee attendance and work; role of
committees being not in a role to direct staff or assign staff tasks; AODA training
for committee members to be done in person; refresher training to all members
halfway through term; discussion on cross-over among some committees;
maximum number of members in order to be effective; recognition of committee
members. Clerks department will be sending an email looking for feedback from
all members. Recruitment for new term will be starting in September.
Page 312 of 319
Page 3 of 3
6. Next Meeting
July 6 at 5:30p.m., Council Chambers.
7. Adjournment
Resolution #2
Moved by: Scott Gooding
Seconded by: Christian Devlin
THAT the June 6, 2022 Recreation & Sports Advisory Committee meeting be
adjourned at 6:15p.m.
Carried
Please contact the Staff Liaison listed below to gain access to this electronic
meeting:
Contact
Margaret Puhr
mpuhr@tillsonburg.ca
519-688-3009 ext.4202
Page 313 of 319
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 May 4, 2022
Approved June 1, 2022
The Board of Directors Meeting was held via videoconference, on Wednesday, May 4, 2022,
pursuant to section C.9, of the LPRCA’s Administrative By-Law.
Members in attendance:
John Scholten, Chair Township of Norwich
Michael Columbus, Vice-Chair Norfolk County
Dave Beres Town of Tillsonburg
Robert Chambers County of Brant
Valerie Donnell Municipality of Bayham/Township of Malahide
Tom Masschaele Norfolk County
Stewart Patterson Haldimand County
Ian Rabbitts Norfolk County
Peter Ypma Township of South-West Oxford
Regrets:
Kristal Chopp Norfolk County
Ken Hewitt Haldimand County
Staff in attendance:
Judy Maxwell, General Manager
Aaron LeDuc, Manager of Corporate Services
Lorrie Minshall, Special Projects
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, May 4, 2022.
The Chair notified the members that Ken Hewitt will be running as a candidate for
Haldimand-Norfolk in the upcoming provincial election. Therefore, he is stepping away
from the LPRCA Board until further notice, pending the outcome of the election.
2. Additional Agenda Items
There were no additional agenda items.
3. Declaration of Conflicts of Interest
None were declared.
Page 314 of 319
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 -
4. Minutes of the Previous Meeting
a) Board of Directors Meeting of April 6, 2022
There were no questions or comments.
A-48/22
Moved by T. Masschaele
Seconded by D. Beres
THAT the minutes of the LPRCA Board of Directors Meeting held April 6, 2022 be
adopted as circulated.
CARRIED
5. Business Arising
There was no business arising from the previous minutes.
6. Review of Committee Minutes
There were no Committee Minutes presented.
7. Correspondence
a) Paul De Cloet – Thank you
b) Ken Hewitt – Election
Ken Hewitt’s email regarding stepping away from LPRCA board duties was included as
an additional item of correspondence.
A-49/22
Moved by R. Chambers
Seconded by P. Ypma
THAT the correspondence outlined in the Board of Director’s Agenda of May 4, 2022
with additions be received as information.
CARRIED
8. Development Applications
a) Section 28 Regulations Approved Permits
Through the General Manager’s delegating authority, 18 applications were approved in
the past month, LPRCA-66/22, LPRCA-68/22, LPRCA-69/22, LPRCA-70/22, LPRCA-
71/22, LPRCA-72/22, LPRCA-73/22, LPRCA-75/22, LPRCA-76/22, LPRCA-77/22,
LPRCA-78/22, LPRCA-80/22, LPRCA-81/22, LPRCA-82/22, LPRCA-83/22, LPRCA-
84/22, LPRCA-87/22, and LPRCA-88/22.
Page 315 of 319
FULL AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma
- 3 -
All of the staff-approved applications met the requirements as set out in Section 28 of
the Conservation Authorities Act.
A-50/22
Moved by M. Columbus
Seconded by V. Donnell
THAT the LPRCA Board of Directors receives the Staff Approved Section 28
Regulations Approved Permits report as information.
CARRIED
b) New Business
a) General Manager’s Report
The General Manager provided an overview of operations this past month.
The General Manager and Vice-Chair attended the Conservation Ontario Annual
General Meeting, held virtually on April 11, 2022. Alan Revill, Cataraqui Region
Conservation Authority, was elected as Conservation Ontario Chair, and Alan Dale,
Upper Thames River Conservation Authority, was elected as Conservation Ontario
Vice-Chair for 2022.
The Province released the Phase 2 Regulations defining rules for the 2024 budget
discussions. Staff is reviewing the regulations and a report will be brought back to the
board with further details.
The parks and campgrounds opened on May 1 and seasonal sites continue to be filled.
Tree planting is ongoing but has been delayed somewhat by rain.
A-51/22
Moved by P. Ypma
Seconded by S. Patterson
That the LPRCA Board of Directors receives the General Manager’s Report for April
2022 as information.
CARRIED
b) Q1 Financial Report – March 31, 2022
The Manager of Corporate Services reviewed the financials up to and including March
31, 2022.
Revenues to date represent 26.6% of the annual budget and expenditures 15.1%.
Planning revenues are $128,007 and are in line with the previous year. Forestry
revenues are currently $195,175 and are projected to meet target.
Page 316 of 319
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 -
To date, 396 seasonal campsites have been paid and seasonal camping revenues are
projected to meet or exceed budget.
Overall, the Authority is in a positive financial position up to, and including, March 31,
2022.
A-52/22
Moved by T. Masschaele
Seconded by I. Rabbitts
THAT the LPRCA Board of Directors receives the Q1 Financial Report – March 31,
2022 for the period up to and including March 31st, 2022 as information.
CARRIED
c) Authorization Federal Funding Agreement
In July 2021, staff submitted a federal grant application to help fund the Backus
Revitalization Project.
The grant was approved for $143,250 in March 2022. To fully execute the agreement, a
Board resolution of authorization was required.
To date, $242,091 has been raised, including this grant funding, toward the estimated
project cost of $250,000.
A-53/22
Moved by P. Ypma
Seconded by V. Donnell
THAT the LPRCA Board of Directors pass a resolution to authorize execution of
the funding agreement with the Federal Government for eligible funding totaling
$143,250.
CARRIED
Adjournment
The Chair adjourned the meeting at 6:55 p.m.
_______________________________ ________________________________
John Scholten Judy Maxwell
Chair General Manager/Secretary-Treasurer
/dm
Page 317 of 319
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 2022-____
A by-law to authorize the execution of an agreement of Purchase and sale with
Tillsonburg Properties for Community Living for the Alley Lands located between 6
John Street and 8 John Street and to be described by a new reference plan and to
close a portion of the said lands.
WHERAS the Corporation of the Town of Tillsonburg deems it necessary and expedient to
enter into an agreement of purchase and sale of those lands described as Alley Lands
located between 6 John Street and 8 John Street to be described by a new reference plan.
WHEREAS pursuant to Section 8 of the Municipal Act, 2001, C. 25, a municipality has the
capacity, rights, powers and privileges of a natural person for the purpose of exercising its
authority under this or any other Act;
THEREFORE the Council of the Town of Tillsonburg enacts as follows:
1. THAT the Agreement of Purchase and Sale attached hereto as Schedule A forms
part of this by-law;
2. That the Mayor and Clerk be hereby authorized to execute the Agreement of
Purchase and Sale on behalf of the Corporation of the Town of Tillsonburg; and
3. THAT a portion of the Alley Lands located between 6 John Street (Lot 606, Plan 500)
and 8 John Street (Lot 607, Plan 500), in the Town of Tillsonburg, County of Oxford,
as indicated on Schedule "A" attached, is hereby closed.
4. AND THAT this By-Law shall come into full force and effect on the day of passing.
READ A FIRST AND SECOND TIME THIS 16th DAY OF JUNE 2022.
READ A THIRD AND FINAL TIME AND PASSED THIS 16th DAY OF JUNE, 2022.
_______________________ MAYOR – Stephen Molnar
________________________
CLERK – Michelle Smibert
Page 318 of 319
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2022-042
A by-law to confirm the proceedings of Council at its meeting held on June 16,
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 June 16, 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 16TH DAY OF JUNE, 2022.
READ A THIRD AND FINAL TIME AND PASSED THIS 16TH DAY OF JUNE, 2022.
_______________________________ MAYOR – Stephen Molnar
_______________________________
CLERK – Michelle Smibert
Page 319 of 319