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231127 Regular Council Agenda
The Corporation of the Town of Tillsonburg Council Meeting AGENDA Monday, November 27, 2023 5:15 PM LPRCA 4 Elm St Tillsonburg 1.Call to Order 2.Closed Session (5:15 p.m.) Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to consider the following: 2.4.1 EDM 23-13 CLD Project Big Swing Update 239 (2) (c) a proposed or pending acquisition or disposition of land by the municipality or local board; 239 (2) (i) a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence to the municipality or local board, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization; 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2.4.2 OPD 23-38 Water and Wastewater Contract Negotiations Update (V.3) 239 (2) (d) labour relations or employee negotiations; 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2.1 Adoption of Agenda 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof 2.3 Adoption of Closed Session Council Minutes 2.4 Reports 2.4.1 EDM 23-13 CLD Project Big Swing Update 2.4.2 OPD 23-38 Water and Wastewater Contract Negotiations Update (V.3) 2.5 Back to Open Session 3.Moment of Silence 4.Adoption of Agenda Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the agenda for the Council meeting of November 27, 2023, be approved. 5. Disclosures of Pecuniary Interest and the General Nature Thereof 6.Adoption of Council Minutes of Previous Meeting Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Council meeting minutes dated November 13, 2023, be approved. 7.Presentations 7.1 Presentation of Provincial Services Bars to Town of Tillsonburg Firefighters Presented by: Chief Caskanette Platoon Chief Larry Staley 40 year service bar• Platoon Chief Tony Hietkamp 35 years service bar• Captain Gary Wall 25 Year service medal• 7.2 Chief Caskanette - Community Risk Assessment and Master Fire Plan Report Proposed Resolution # Page 2 of 636 Moved By: ________________ Seconded By: ________________ THAT Council receives the presentation from Fire Chief Shane Caskenette regarding Community Risk Assessment and Master Fire Plan Report as information. 7.3 April Nix, Development Planner, Oxford County Re: Updating Environmental Policies in the Official Plan Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives the presentation from April Nix regarding Updating Environmental Policies in the Official Plan as information. 8.Public Meetings 9.Planning Reports 10.Delegations 11.Deputation(s) on Committee Reports 11.1 RCP 23-32 Recreation and Sports Advisory Committee Report Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled “Recreation & Sports Advisory Committee Report to Council” be received as information, and A. THAT Council approves the recommendations of the Recreation and Sports Advisory Committee as follows: B. THAT the Recreation & Sports Advisory Committee recommend that the communications/social media report be received by Council, and THAT the Recreation & Sports Advisory committee recommend that Council implement Option 2 as outlined in the report; and THAT a subcommittee be created to review scoring matrix for the Hall of Fame nominations consisting of Andrew Gradish, Taylor Campbell, Chris Parker, Susie Wray and Scott Gooding. 12.Information Items Proposed Resolution # Moved By: ________________ Page 3 of 636 Seconded By: ________________ THAT the following items be received as information: 12.1 Long Point Region Conservation Authority - 2024 Draft Budget 12.2 2024 Communities in Bloom Ontario Invitation 12.3 Oxford County Resolution PW 2023-45 Speed Management and Road Safety Reviews 12.4 Safe & Well Oxford County Re: Community Safety and Well-Being Plan: Gender Based Violence Proposed Resolution # Moved By: ________________ Seconded By: ________________ Whereas County Council approved a request to establish a Safe and Well Oxford Steering Committee as recommended in the joint Safe and Well Oxford: Community Safety and Well-being Plan, on behalf of area municipalities, to oversee the implementation of the goals and objectives established in the Plan on July 14th, 2021; And whereas the key priority risk themes identified within the Safe and Well Oxford Plan include: Mental Health;• Affordable Housing;• Substance Misuse;• Equity, Diversity and Inclusion.• And whereas the purpose of Safe and Well Oxford: Community Safety and Well- being Plan is to improve the safety and well-being of community members, by defining and addressing priority risks through proactive, integrated system-wide strategies, the responsibility of which falls within the jurisdiction of the County within Oxford; And whereas the Safe and Well Oxford Steering Committee considered a resolution passed by County Council at their July 13th, 2023 meeting to refer a presentation received by County Council from Ingamo Homes in relation to gender-based violence locally for consideration throughout the implementation of the Safe and Well Oxford: Community Safety and Well-being Plan; And whereas the Safe and Well Oxford Steering Committee received a presentation and request from the Domestic Abuse Response Team Oxford at their meeting held on September 14th, 2023 in relation to the need for support with resources, Page 4 of 636 advocacy, education and awareness to address gender-based violence locally. And whereas gender-based violence has been highlighted and acknowledged as a significant concern within Oxford County; BE IT HEREBY RESOLVED THAT THAT the Council of the Town of Tillsonburg approve an amendment to the Safe and Well Oxford: Community Safety and Well-being Plan to recognize gender-based violence as an additional priority risk area in the Safe and Well Oxford Community Safety and Well-being Plan and endorse the goals and objectives as outlined in the Safe and Well Oxford Steering Committee’s correspondence, dated November 3rd, 2023. 13.Financial Results 13.1 Finance Overview 13.1.1 FIN 23-31 2023 Third Quarter (Q3) Consolidated Operating Results Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled Fin 23-31 2023 Third Quarter Consolidated Operating Results be received as information. 13.2 Departmental Results Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the following reports be received as information: 13.2.1 Corporate Services 13.2.1.1 CS 23-13 2023 Q3 Corporate Services Department Results 13.2.2 Economic Development 13.2.2.1 EDM 23-21 2023 Q3 Economic Development and Marketing Results 13.2.3 Finance 13.2.3.1 FIN 23-30 - 2023 Q3 Finance Department Results Page 5 of 636 13.2.4 Fire and Emergency Services 13.2.4.1 FRS-23-10 2023 Q3 Fire Services Results 13.2.5 Operations and Development 13.2.5.1 OPD 23-44 2023 Q3 Operation and Development Services Results 13.2.5.2 OPD 23-44 - 2023 Q3 Building, Planning, By-Law Services Results 13.2.6 Recreation, Culture and Parks 13.2.6.1 RCP 23-41 2023 Q3 Recreation, Culture and Parks Results 14.Staff Reports 14.1 Chief Administrative Officer 14.1.1 CAO 23-18 Volunteer Recognition Program Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled “Volunteer Recognition Program” be received as information; and A. THAT the following volunteer recognition program framework be approved, effective January 1, 2024. B. Provide each volunteer with a card from the Town of Tillsonburg, entitling them to participate in the Attractions Ontario membership program. i. Provide long-term volunteers with a pin commemorating their years of volunteer service, commencing at 5 years and be granted for each 5th year of volunteering, such as: 5, 10, 15, 20, 25, 30+ years. ii. an annual luncheon for all volunteers to be held in the fourth quarter of each year to thank all volunteers for their work in the given year and to honour the work of long term volunteers. Annual luncheon to include recognition ceremony for long- term volunteers. iii. 14.2 Corporate Services 14.2.1 CAO 23-16 Committee of Adjustment Appointment 2024 Page 6 of 636 Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled Committee of Adjustment Appointment 2024 be received as information; and A. THAT all members of Tillsonburg Town Council be appointed to the Committee of Adjustment; and B. THAT an Appointment By-law be brought forward for Council’s consideration. C. 14.3 Economic Development 14.3.1 EDM 23-20 Community Improvement Plan Application - 101 Townline Road Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives report titled EDM 23-20 Community Improvement Plan Application – 101 Townline Road; and A. THAT the 101 Townline Road property be approved for the Tax Increment Grant Back Program of the Community Improvement Plan, related to enhancements of the property, at the Strategic Level, which offers the following growth related rebates:Years 1 to 6 - 100% rebate of the incremental tax increaseYear 7 - 80% rebateYear 8 - 60% rebateYear 9 - 40% rebateYear 10 - 20% rebatewith full property taxes being payable in year 11; B. THAT the 101 Townline Road property be approved for the Permit Fee Grant Back Program with a 50% rebate of the building permit fees up to a maximum of $10,000. C. 14.4 Finance 14.4.1 FIN 23-32 2024 Rates and Fees Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 23-32 - 2024 Updated Rates and Fees; and A. THAT a By-Law to provide a schedule of fees for certain municipal applications, services, and permits be brought forward for Council consideration. B. 14.5 Fire and Emergency Services Page 7 of 636 14.5.1 FRS-23-12 Community Risk Assessment and Fire Service Master Plan Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled FRS-23-12 Community Risk Assessment & Fire Service Master Plan be received as information; and A. THAT the proposed Fire Service Master Plan attached to Report FRS-23-12 as Appendix “A” as the strategic planning framework for the delivery of fire protection services within the Town of Tillsonburg over the next eight-year planning horizon be adopted; and B. THAT the Fire Chief be directed to develop an implementation strategy for the proposed Fire Service Master Plan to be presented to Council for consideration as part of the Town’s annual budget process. C. 14.6 Operations and Development 14.6.1 OPD 23-41 Newell Road Limit Changes Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled Newell Road Limit Changes be received as information; and, A. THAT a By-law be presented to Council for consideration to revise the limits of Newell Road from approximately 250 metres south of Baldwin Street to the intersection of Quarter Town Line and the south limits of Quarter Town Line be adjusted from the same 250 metres south of Baldwin Street to the intersection of Baldwin Street and Quarter Town Line. B. 14.7 Recreation, Culture and Parks 15.New Business 16.Consideration of Minutes 16.1 Advisory Committee Minutes Proposed Resolution # Moved By: ________________ Seconded By: ________________ That the following minutes of Advisory Committees be received as information: Page 8 of 636 Youth Advisory Committee Meeting Minutes of October 4, 2023 • Youth Advisory Committee Meeting Minutes of November 1, 2023 • Museum, Culture, Heritage and Special Awards Committee Meeting Minutes of October 18, 2023 • Museum, Culture, Heritage and Special Awards Committee Meeting Minutes of November 15, 2023 • 17.Motions/Notice of Motions 18.Resolutions/Resolutions Resulting from Closed Session 19.By-Laws Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the following By-Laws be read for a first, second, third and final reading and that the Mayor and Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 19.1 By-Law 2023-098 A By-Law to appoint a Committee of Adjustment for the Town of Tillsonburg pursuant to Section 44 of the Planning Act., R.S.O. 1990 c. P. 123 19.2 By-Law 2023-100 A By-Law to provide a schedule of fees for certain municipal applications, services and permits 19.3 By-Law 2023-101 A By-Law to amend Zoning By-Law 3295, as amended 19.4 By-Law 2023 102 A By-Law to repeal By-Law 2023-091 and amend By-Law 2021- 013 being a By-Law to provide for the licensing, regulation, and control of animals within the Town of Tillsonburg 20.Confirm Proceedings By-law Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT By-Law 2023-103, to Confirm the Proceedings of the Council Meeting held on November 27, 2023, be read for a first, second, third and final reading and that the Mayor and Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 21.Items of Public Interest Page 9 of 636 22.Adjournment Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Council meeting of November 27, 2023, be adjourned at _:__ p.m. Page 10 of 636 1 The Corporation of the Town of Tillsonburg Council Meeting MINUTES Monday, November 13, 2023 4:45 PM LPRCA 4 Elm St Tillsonburg ATTENDANCE: Mayor Gilvesy (Chair) Deputy Mayor Beres Councillor Luciani Councillor Parker Councillor Parsons Councillor Rosehart Councillor Spencer Staff: Kyle Pratt, Chief Administrative Officer Tanya Daniels, Director of Corporate Services/Clerk Renato Pullia, Director of Innovation and Strategic Initiatives and Interim Director of Finance/Treasurer Cephas Panschow, Development Commissioner Johnathon Graham, Director of Operations & Development Julie Columbus, Acting Director of Recreations, Culture & Parks Julie Ellis, Deputy Clerk _____________________________________________________________________ 1. Call to Order Mayor Gilvesy called the meeting to order at 4:45 pm 2. Closed Session (4:45) Resolution # 2023-483 Page 11 of 636 2 Moved By: Councillor Parker Seconded By: Deputy Mayor Beres THAT Council move into Closed Session to consider the following: 2.5.1 OLT Appeal - Instructions 239 (2) (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board; 239 (2) (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose; 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2.5.2 Downtown Tillsonburg Business Improvement Area Letter 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees; 239 (2) (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose. 2.5.3 FIN 23-27 BIA Loan Terms 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2.5.4 Mayor - CAO Performance Review - Process Outline 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees; 239 (2) (d) labour relations or employee negotiations. Carried 2.1 Adoption of Agenda 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof 2.3 Adoption of Closed Session Minutes 2.4 Adoption of Closed Session Committee Minutes 2.5 Reports Page 12 of 636 3 2.5.1 OLT Appeal - Instructions 2.5.2 Downtown Tillsonburg Business Improvement Area Letter 2.5.3 FIN 23-27 BIA Loan Terms 2.5.4 Mayor - CAO Performance Review - Process Outline 2.6 Back to Open Session 3. Moment of Silence 4. Adoption of Agenda (6:00 p.m.) Resolution # 2023-491 Moved By: Councillor Parker Seconded By: Councillor Rosehart THAT the agenda for the Council meeting of November 13, 2023, be approved. Carried 5. Disclosures of Pecuniary Interest and the General Nature Thereof None. 6. Adoption of Council Minutes of Previous Meeting Resolution # 2023-492 Moved By: Councillor Parsons Seconded By: Councillor Parker THAT the Council meeting minutes dated October 23, 2023, be approved. Carried 7. Presentations 8. Public Meetings Resolution # 2023-493 Moved By: Councillor Spencer Seconded By: Councillor Parsons THAT Council move into the Committee of Adjustment to hear an application for Minor Variance at 6:01 p.m. Page 13 of 636 4 Carried 8.1 A06-23 Application for Minor Variance - 233 Rokeby Sideroad Mayor Gilvesy provided an introduction to the process. Oxford County Planner Eric Gilbert attended before Council to provide an overview of A06-23 for 233 Rokeby Sideroad. The applicant appeared before Council to answer questions and none were tabled. No further individuals attended either in support or opposition of the matter. Resolution # 2023-494 Moved By: Deputy Mayor Beres Seconded By: Councillor Parker THAT the Oxford County Land Division Committee approve Application File A06-23t submitted by Danielle Pasztor, for lands described as PT LOTS 8, 9, MID CON 4 NTR in the Town of Tillsonburg, as it relates to: 1. Relief from Relief from Section 18.0, Future Development Zone (FD), 18.1 Uses Permitted – Table 18.1: Uses Permitted, to permit the construction of one new accessory structure with a maximum gross floor area not to exceed 145 m2 and in a location as generally illustrated on Plate 5 of Report CP 2023-350, to the satisfaction of the Town of Tillsonburg. Subject to the following condition: i. A building permit for the proposed accessory structure shall be issued within one (1) of the date of the Committee's decision. As the proposed variance is: (i) a minor variance from the provisions of the Town of Tillsonburg Zoning By-law No. 3295; (ii) desirable for the appropriate development or use of the land; (iii) in-keeping with the general intent and purpose of the Town of Tillsonburg Zoning By-law No. 3295; and, (iv) in-keeping with the general intent and purpose of the Official Plan. Page 14 of 636 5 Carried Resolution # 2023-495 Moved By: Councillor Rosehart Seconded By: Councillor Luciani THAT Council move out of Committee of Adjustment and move back into regular council session at 6:07 p.m. Carried 8.2 Applications for Official Plan Amendment and Zone Change OP23- 07-7 and ZN 7-23-04 - Thames Valley District School Board, 102 Dereham Drive Mayor Gilvesy provided introduction to the process. Oxford County Planner Eric Gilbert attended before Council to provide an overview of Item 8.2. Eric Gilbert answered various questions from members of Council. Rebecca Smith of Oxford County, Applicant - Support Rebecca Smith attended before Council to speak in support of their application. Rebecca Smith provided an explanation of the application and the housing plan for the property regarding housing strategy as well as answered various questions from Council. Andrea Sinclair, MHBC Planning - Support Andrea Sinclair attended before Council to speak in support of the application. Andrea Sinclair provided an overview of their comments and expressed a desire for the application to be approved on behalf of Victor Woods, being a neighbour to the subject property. Baldwin Place Residents Association - Mike Wild, President and David Cline, Vice-President - Opposition David Cline attended before Council to speak in strong opposition of the application. David Cline provided an overview of comments on behalf of Baldwin Place Residents Association expressing concerns of traffic impacts, student safety around the neighbouring school, population density, parking concerns and concerns on connection to the County of Oxford Official Plan. Page 15 of 636 6 Maureen Flynn - Opposition Maureen Flynn attended before Council to speak in opposition of the application. Maureen Flynn expressed concern regarding children being able to access School facilities and the capacity of local schools. Duska Carevic - Opposition Duska Carevic attended before Council to speak in opposition of the application. Duska Carevic expressed concern regarding traffic concerns, invasion of privacy, and parking issues surrounding the local school. BCL asked for an explanation of the notification. Eric Gilbert provided a comment on the circulation protocols required within The Planning Act. Mayor Gilvesy further asked Jonathon Graham, Director of Operations and Development, to provide comment on traffic plans. Dave Chesterman - Opposition Dave Chesterman attended before Council to speak in opposition of the application. Dave Chesterman expressed concerns regarding density of application, parking concerns, and traffic concerns. Council asked various questions to the County Planner. The following resolution was presented: Moved By: Councillor Parker Seconded By: Councillor Spencer A. THAT the Town of Tillsonburg advise County Council that the Town supports the application to amend the Official Plan (File No. OP 23-07-7) as submitted by the County of Oxford for lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg, to re-designate the lands from Low Density Residential to Medium Density Residential; and B. THAT the Council of the Town of Tillsonburg approve in-principle the zone change application (ZN 7-23-04), submitted by the County of Oxford, whereby the lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg are to be rezoned from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-sp)’. The following amended resolution was presented: Page 16 of 636 7 Resolution # 2023-496 Moved By: Councillor Parker Seconded By: Councillor Spencer THAT Item 8.2 be deferred to County staff to request consideration of an open house and further consultation with a return to Council in the January cycle. Carried 9. Planning Reports 9.1 SB20-06-07 - Request for Extension of Draft Plan Approved Plan of Subdivision Oxford County Planner Eric Gilbert provided an overview of item 9.1 and answered various questions from members of Council. Resolution # 2023-497 Moved By: Councillor Luciani Seconded By: Councillor Rosehart THAT the Council of the Town of Tillsonburg advise Oxford County that the Town supports a two-year extension of draft approval for a plan of subdivision submitted by Southside Construction Management Limited., for lands described as Pt Lt 8, Con 11 (Dereham), Pt1, 41R7957, Town of Tillsonburg, to February 10, 2026, to grant additional time to satisfy the conditions of draft plan approval and register the remaining phase(s) of the draft plan of subdivision. Carried 9.2 CP 2023-363 Oxford County Report Re: Conservation Authority Service Agreements Resolution # 2023-498 Moved By: Councillor Parsons Seconded By: Deputy Mayor Beres A. THAT Council of the Town of Tillsonburg receive Report CP 2023-363; and Page 17 of 636 8 B. THAT Town Council advise the County that the Town supports entering into MOU/agreements with the Upper Thames River Conservation Authority and the Grand River Conservation Authority for Programs and Services as outlined in Report CP 2023-363. Carried 10. Delegations 11. Deputation(s) on Committee Reports 11.1 CAO 23-23 Recommendation from EDAC - Video Series Resolution # 2023-499 Moved By: Councillor Spencer Seconded By: Councillor Luciani A. THAT report titled Recommendation from Economic Development Committee – Video Series be received as information; and B. THAT Council approve the recommendation of the Economic Development Committee: THAT the Economic Development Committee recommends the creation of a public-facing video series outlining the process for building permit applications; AND THAT the Economic Development Committee recommends developing a workshop video series outlining the processes involved with items such as: additional residential unit applications, infilling and severances. Carried 12. Information Items Resolution # 2023-500 Moved By: Deputy Mayor Beres Seconded By: Councillor Spencer THAT the following items be received as information: Page 18 of 636 9 12.1 Correspondence from The Honourable Peter Bethlenfalvy, Minister of Finance Re: 2024 Ontario Municipal Partnership Fund (OMPF) 12.2 LPRCA Board of Directors Meeting Minutes of October 4, 2023 Carried 13. Staff Reports 13.1 Chief Administrative Officer 13.1.1 CAO 23-27 Membership- Affordable and Attainable Housing Committee Resolution # 2023-501 Moved By: Councillor Luciani Seconded By: Councillor Parsons A. THAT report titled CAO 23-27 Membership- Affordable and Attainable Housing Committee be received as information; and B. THAT the amended Terms of Reference for the Affordable and Attainable Housing Committee, be approved; and C. THAT the Clerk be instructed to fill the vacancy; and D. THAT a By-Law to amend Section 1 of By-Law 2023-009, be brought forward for Council consideration. Carried 13.1.2 CAO 23-26 31 Earle Street Project Update Resolution # 2023-502 Moved By: Deputy Mayor Beres Seconded By: Councillor Rosehart THAT report titled CAO 23-26, 31 Earle Street Project Update be received as information. Carried 13.1.3 CAO 23-25 Sole Sourcing VG+ Architects - Town Hall Project Resolution # 2023-503 Page 19 of 636 10 Moved By: Councillor Parker Seconded By: Councillor Parsons A. THAT report titled “CAO 23-25 Sole Sourcing– Town Hall Project” be received as information; B. THAT staff be authorized to sole source professional architectural services from The Ventin Group Ltd (+VG Architects) in accordance with Section 6 (b) of the Purchasing Policy for the preparation of design and tender documents for a new Town Hall, for $770,220 + taxes, with the understanding that the $330,220 portion would only be undertaken should construction proceed; C. That a By-Law be presented for Council’s consideration authorizing the Mayor and Clerk to execute documents necessary to effect an agreement with The Ventin Group Ltd. Carried 13.1.4 CMHC Housing Accelerator Fund Application Update 2 Renato Pullia, Director of Innovation and Strategic Initiatives and Interim Director of Finance/Treasurer, provided an overview of report 13.1.4. Jonathon Graham, Director of Operations and Development, provided an overview of the initiatives within the submission. Resolution # 2023-504 Moved By: Councillor Spencer Seconded By: Councillor Parker A. THAT report titled “CMHC Housing Accelerator Fund Application Update 2” be received as information; and B. THAT should the Town be successful in its application, Council affirm its commitment to achieving the Canada Mortgage and Housing Corporation (CMHC) Housing Accelerator Fund (HAF) application initiatives; and C. THAT staff be directed to implement all non-financial components of the seven CMHC HAF initiatives within the 2024-2026 Business Plans; and Page 20 of 636 11 D. THAT the housing and population growth forecasts be presented to the Town’s Economic Development Advisory Committee and the Affordable and Attainable Housing Advisory Committee; and E. THAT the Clerk be directed to provide a copy of this report to Ontario’s Minister of Municipal Affairs and Housing, affirming Tillsonburg’s commitment to accelerating its housing supply through the implementation of the outlined housing initiatives, and to seek assistance through the Building Faster Fund and other available financial supports. Carried 13.2 Corporate Services 13.3 Economic Development 13.3.1 EDM 23-19 Request for Reduction in Lot Coverage Requirements - Lot 3, VIP Resolution # 2023-505 Moved By: Councillor Parsons Seconded By: Councillor Spencer A. THAT report titled EDM 23 – 19 Request for Reduction in Lot Coverage Requirements – Lot 3, VIP be received; and B. THAT 1677123 Ontario Inc be granted a reduction in the Lot Coverage requirements regarding their purchase of Lot 3 in the Van Norman Innovation Park; C. THAT the Lot Coverage requirement be reduced to 9.7 percent; and D. THAT a 30 day timeline to closing from the passing of this resolution. Carried 13.4 Finance 13.4.1 FIN 23-25 - Amendment to 2023 Final Tax Rate Schedule Resolution # 2023-506 Page 21 of 636 12 Moved By: Deputy Mayor Beres Seconded By: Councillor Parker THAT report titled FIN-23-25 be received as information; and THAT a by-law to amend By-Law 2023-52 to include the R1 tax rate for 2023 be presented to Council for consideration. Carried 13.4.2 FIN 23-26 - 2024 Interim Property Tax Levy Resolution # 2023-507 Moved By: Councillor Spencer Seconded By: Deputy Mayor Beres THAT report titled FIN 23-26 be received as information; and THAT a By-Law to levy the 2024 interim property tax levy be presented to Council for consideration. Carried 13.4.3 FIN 23-28 BIA Financial Matters Resolution # 2023-508 Moved By: Councillor Rosehart Seconded By: Councillor Parsons THAT report titled “BIA Financial Matters” be received as information. Carried 13.5 Fire and Emergency Services 13.6 Operations and Development 13.6.1 OPD 23-40 RFQ 2023-003 Municipal Parking Lot Winter Maintenance Resolution # 2023-509 Moved By: Councillor Parsons Seconded By: Deputy Mayor Beres Page 22 of 636 13 A. THAT report titled Municipal Parking Lot Winter Maintenance be received as information; and, B. THAT a By-law be presented to Council to authorize the Mayor and Clerk to sign the contract to perform Municipal Parking Lot Winter Maintenance to Jamie Horvath Holdings Inc. for a five-year period beginning November 15th, 2023 and ending April 15th, 2028. Carried 13.6.2 TGO Inter-Community Transit Resolution # 2023-510 Moved By: Councillor Luciani Seconded By: Councillor Rosehart A. THAT report titled ODP 23-42 TGO Inter-Community Transit Services Review and Update be received as information; and B. THAT staff be directed to begin discussions with Oxford County for the potential funding and/or management of the Inter-Community portion of T:GO services effective April 1st 2025 and beyond; and C. THAT, should the Town be unsuccessful in obtaining the Provincial “top-up” grant, staff be directed to reduce the T:GO Inter-Community service hours to continue to operate the service without municipal investment. Carried 13.7 Recreation, Culture and Parks 13.7.1 RCP 23039 Tillsonburg Community Garden - 2023 Agreement Resolution # 2023-511 Moved By: Councillor Parker Seconded By: Councillor Spencer A. THAT Report RCP 23-39 Tillsonburg Community Garden - 2023 Agreement be received as information; and Page 23 of 636 14 B. THAT Council approve the proposed agreement as outlined within this report; and C. THAT a By-Law to authorize the Mayor and Clerk to execute the Agreement be presented to Council for consideration. Carried 14. New Business 15. Consideration of Minutes 15.1 Advisory Committee Minutes Resolution # 2023-512 Moved By: Councillor Parsons Seconded By: Councillor Luciani THAT the following Advisory Committee minutes be received as information: Carried 16. Motions/Notice of Motions 16.1 Councillor Spencer - Economic Development Advisory Committee Appointment Resolution # 2023-513 Moved By: Councillor Spencer Seconded By: Deputy Mayor Beres WHEREAS Council received a request from the Business Improvement Area Board Of Management on October 23rd meeting of Town of Tillsonburg Council recommending Mark Renaud be appointed as the representative of the Downtown Tillsonburg Business Improvement Area (DTBIA) on the Economic Development Advisory Committee; BE IT THEREFORE RESOLVED A. THAT Mark Renaud, Executive Director of the Downtown Tillsonburg Business Improvement Area be appointed to the Page 24 of 636 15 Economic Development Advisory Committee as the DTBIA representative; and B. THAT a By-Law to amend By-Law 2023-009, A By-Law to appoint members to Town of Tillsonburg Council advisory committees, be presented to Council for consideration. Carried 16.2 Deputy Mayor Beres - Council Member Training Resolution # 2023-514 Moved By: Deputy Mayor Beres Seconded By: Councillor Spencer WHEREAS the current term of Council has been active for one year; and WHEREAS it is imperative that elected officials be cognizant of their governing documents; and WHEREAS education and training is key to understanding roles and responsibilities of elected officials, BE IT THEREFORE RESOLVED A. THAT Staff be directed to arrange via an external expert the following training to members of Town of Tillsonburg Council: i. Code of Conduct Training ii. Closed Meeting Protocol Training iii. Privacy Training; and B. THAT the funding for the training be provided from the Council operating budget. Carried 17. Resolutions/Resolutions Resulting from Closed Session 18. By-Laws Resolution # 2023-515 Moved By: Deputy Mayor Beres Seconded By: Councillor Spencer Page 25 of 636 16 THAT by-law 2023-089 be amended to include the appointment of Mark Renaud as the BIA member to the Economic Development Advisory Committee. Carried Resolution # 2023-516 Moved By: Councillor Luciani Seconded By: Councillor Rosehart THAT the following By-Laws be read for a first, second and third and final reading and that the Mayor and Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 18.1 By-Law 2023-087 A By-Law to amend By-Law 2023-052 adopting Budgetary Estimates, Tax Rates, Installment Due Dates, and to Further Provide for Penalty and Interest on Default of Payment Thereof for 2023 18.2 By-Law 2023-0-88 A By-Law to Provide for an Interim Tax Levy for the year 2024 18.3 By-Law 2023-089 A By-Law to amend By-Law 2023-009 being a By- Law to appoint members to Town of Tillsonburg Advisory Committees 18.4 By-Law 2023-090 A By-Law to Amend By-Law 2022-029 being a By- Law to regulate traffic and the parking of motor vehicles in the Town of Tillsonburg 18.5 By-Law 2023-091 Animal Licensing A By-Law to amend By-Law 2021- 013 Being a By-Law to provide for the licensing, regulation and control of animals within the Town of Tillsonburg, as amended 18.6 By-Law 2023-092 User Fees By-Law A By-Law to Amend By-Law 2022-087 Being a By-Law to provide a schedule of fees for Certain Municipal Applications, Services and Permits 18.7 By-Law 2023-095 Community Garden Agreement A By-Law to authorize an Agreement for the Tillsonburg Community Garden with the Multi-Service Centre Carried Page 26 of 636 17 19. Confirm Proceedings By-law Resolution # 2023-517 Moved By: Councillor Parker Seconded By: Deputy Mayor Beres THAT By-Law 2023-096 A By-Law to Confirm the Proceedings of the Council Meeting held on November 13th, 2023, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 20. Items of Public Interest 21. Adjournment Resolution # 2023-518 Moved By: Councillor Rosehart Seconded By: Councillor Parsons THAT the Council meeting of November 13, 2023 be adjourned at 8:37 p.m. Carried Page 27 of 636 November 27, 2023 Town of Tillsonburg FIRE SERVICES MASTER PLAN Page 28 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master Plan Slide 2 Introduction Tim Beckett Isaac Comandante Page 29 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master Plan 1.Conduct Community Risk Assessment addressing the nine (9) mandatory profiles to make informed decisions regarding the current service capabilities. 2.A review of all current fire services and programs, based upon the Community Risk Assessment. •Fire administration fire prevention, fire inspection, public education, training, fire suppression, apparatus, facilities, station location, deployment and emergency management. •How are service currently being provided and to identify areas needing improvement? •Recruitment and retention of volunteer firefighters Slide 3 Project Scope Page 30 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master Plan The Community Risk Assessment will be used to identify the fire safety risks to inform the development of goals and objectives for the delivery of fire protection and emergency response. Optimizing the methodology of the three lines of defense will allow Tillsonburg Fire and Rescue to provide a comprehensive fire protection program. •Public Education •Fire Prevention and Code Enforcement •Emergency Response Slide 4 Strategic Goals Page 31 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master Plan Fire Services Master Plan Process Slide 5 Introduction DECIDE TO PLAN ORGANIZE FOR PLANNING DEFINE GOALS AND OBJECTIVES COLLECT AND ANALYZE DATA DEFINE PROGRAMS AND/OR SYSTEMS REQUIREMENTS DEFINE ALTERNATE PROGRAMS AND/OR SYSTEMS PREPARE THE PLAN IMPLEMENT THE PLAN RE-VISIT AND EVALUATE COMMUNITY RISKS AND THE PLAN PLANNING ANALYSIS IMPLEMENTATION CONDUCT A COMMUNITY RISK ASSESSMENT There are several observations and recommendations provided in this master plan to improve operational effectiveness and efficiencies and enhance administrative and operational processes. Page 32 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master PlanSummary of Recommendations Slide 6 Key among the 31 recommendations is: •Establish service levels for emergency response that includes the analysis and risk factors identified in the community risk assessment. •Establish dedicated fire and life safety education and dedicated inspection and enforcement positions with a focus on risk reduction through lines 1 and 2. •Transition to a composite staffing model with full time firefighters during peak periods. •Ensuring all fire fighters and fire service staff are certified to appropriate levels as identified by the Council approved service levels. Page 33 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master Plan Summary of Recommendations •Conduct a staffing review of the FireComms division to determine a more efficient and effective staffing model. •Development of capital asset and reserve fund program to ensure sustainable funding models for future replacement of apparatus and equipment. •Undertake a complete functional an operational assessment of the TFRS fire station. Slide 7 Page 34 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master PlanSummary of Recommendations Slide 8 Recommendation #1: Revise the current Establishing and Regulating Bylaw to provide for a Council supported core service levels that are informed by the current Community Risk Assessment and providing for TFRS to meet all applicable provincial legislation and regulations. Recommendation #2: Define deployment models to best mitigate risk identified in the CRA. Page 35 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master PlanSummary of Recommendations Slide 9 Recommendation #3: Outline service delivery as follows: •Public Education •Fire Prevention and Code Enforcement •Emergency Response •Emergency Telecommunications •Training •Maintenance of Fire Service vehicles and equipment Page 36 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master PlanSummary of Recommendations Recommendation #4: Establish a dedicated administrative support position for TFRS to provide critical assistance with ongoing daily activities to allow the fire chief and assistant fire chiefs to focus on leading the department to meet future demands and challenges. Recommendation #5: Establish two officer positions to provide capacity for training, fire prevention, and public education requirements. Slide 10 Page 37 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master PlanSummary of Recommendations Recommendation #6: Conduct a staffing review for TFRS to ensure resources are available in the emergency communications centre to address workload at any given 24-hour cycle and ensure appropriate numbers of dispatchers including adjustments for peak periods. Recommendation#12: Establish dedicated fire and life safety education staff with a mandate to develop, implement and measure fire and life safety programming based on identified risks in the CRA. Slide 11 Page 38 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master PlanSummary of Recommendations Recommendation # 15: Establish dedicated Fire Code inspection and enforcement positions to provide a proactive inspection program addressing identified risks in the CRA. Recommendation #19: Work with Corporate IT to ensure dedicated and appropriate IT support for implementation of new systems and on-going and timely support of existing and future systems. Slide 12 Page 39 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master PlanSummary of Recommendations Recommendation #27:Implement Option 3 and transition to a composite fire department with the staffing of 10 firefighters (5 per platoon) to cover 12-hour day shifts when activity is at its peak. Recommendation #28: Develop a part-time firefighter program, utilizing existing qualified volunteers to maintain on-duty numbers. This will allow for provisions of vacation, sick-time, and enhance training, inspection, administration, education, and initial emergency response. The goal is to transition to a full-time composite staffing model, supporting the immediate term (1-24 months). Slide 13 Page 40 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master PlanSummary of Recommendations Recommendation #20: Conduct a review of primary and back-up communications centres to ensure they meet the current and future needs of the community and staff working in centres as well as align to standards set out in NFPA 1225 Standard for Emergency Services Communications. Recommendation #23: Consider incorporating the primary EOC along with primary dispatch centre in to the new location of the town hall. Slide 14 Page 41 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master PlanSummary of Recommendations Recommendation #25: Work with corporate finance to develop a long-term capital asset and reserve fund program with appropriate sustainable funding models for apparatus, equipment, and facilities. Recommendations #30: Utilize a purpose-built fire service records management system to ensure support to all programs required to meet the service levels. Slide 15 Page 42 of 636 Yellowknife Fire Division Master Plan Town of Tillsonburg Community Risk Assessment and Fire Services Master Plan THANK YOU For more information contact: Behr Integrated Solutions Phone: 403-444-6940 www.behrintegrated.com Questions and Comments Slide 16 Page 43 of 636 Page 1 of 17 Report version: 20230925 Report CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 REPORT TO COUNTY COUNCIL Phase 2 Official Plan Review (Environmental Policies) – Suggested Policy Directions To: Warden and Members of County Council From: Director of Community Planning RECOMMENDATIONS 1. That County Council direct Planning staff to proceed with engagement on the Suggested Environmental Policy Directions that have been developed to further inform Phase 2 of the County’s Official Plan review, as generally outlined in Report CP 2023-289; 2. And further, that Report CP 2023-289 be circulated to the Area Municipalities for information. REPORT HIGHLIGHTS The purpose of this report is to present Council with the Suggested (Environmental) Policy Directions paper that is proposed to serve as the general basis for community engagement and input on potential updates to the County’s environmental policies as part of Phase 2 of the County’s Official Plan review process (i.e., Phase 1 consisted of updates to the County’s Agricultural Policies). The primary purpose of updates to the environmental policies is to ensure they are consistent with current requirements under the Planning Act, and ensure they continue to reflect local planning goals and objectives. This report includes a number of background documents which provide the more detailed technical basis and land use planning rationale for the various environmental policy directions currently being suggested. This report and related attachments are intended to form the basis for further community and stakeholder engagement. Pending Council’s approval of the report recommendations staff will proceed with the next steps (as generally set out in this report) to obtain further community and stakeholder input on the suggested directions for policy development. Page 44 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 2 of 17 IMPLEMENTATION POINTS The review and update of the County’s environmental policies constitutes the second phase of the current Official Plan review process. The primary purpose of this review is to identify any updates to the policies that may need to be considered to ensure they are consistent with relevant Provincial legislation, plans, policies, and guidelines, as required by the Planning Act, including the Provincial Policy Statement (PPS), 2020. However, revisions to improve overall intent, clarity, and implementation, and to better reflect local strategies/plans and related goals and objectives are also being considered. There are a number of directions being considered as part of the Official Plan update which would go somewhat beyond the minimum requirements set out in the PPS in order to help better achieve Oxford’s goal of preserving and enhancing the natural environment, including climate change mitigation and adaptation, as expressed through the County’s strategic plan. Financial Impact 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. Communications Community engagement is an important component of the Official Plan review process, including the proposed review and update of the County’s environmental policies. Staff have considered the feedback received in June 2022 from the Area Municipalities, the Agricultural and Planning Advisory Committee, Woodstock Environmental Advisory Committee (EAC), along with other groups and the public, which is detailed further in the background section below. As part of the next round of engagement, planning staff will be seeking further input on suggested policies directions to help inform the development of draft policies. This round of engagement is proposed to include 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. Additional information on the planned engagement opportunities is provided under Next Steps. 2023-2026 STRATEGIC PLAN Oxford County Council approved the 2023-2026 Strategic Plan on September 13, 2023. The Plan outlines 39 goals across three strategic pillars that advance Council’s vision of “Working together for a healthy, vibrant, and sustainable future.” These pillars are: (1) Promoting community vitality, (2) Enhancing environmental sustainability, and (3) Fostering progressive government. Page 45 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 3 of 17 The recommendations in this report supports the following strategic goals. Strategic Plan Pillars and Goals PILLAR 1 PILLAR 2 PILLAR 3 Promoting community vitality Enhancing environmental sustainability Fostering progressive government Goal 1.2 – Sustainable infrastructure and development Goal 1.3 – Community health, safety and well-being Goal 2.1 – Climate change mitigation and adaptation Goal 2.2 – Preserve and enhance our natural environment Goal 3.2 – Collaborate with our partners and communities See: Oxford County 2023-2026 Strategic Plan 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. As discussed in CP 2022-48 this second phase of the OP update is focused on Section 3.2 of the OP which currently provides policy direction on: Natural Heritage System (including implementation tools, and environmental study requirements and management policies); Water Resources (including watershed and sub-watershed planning and source protection); Open Space; Soil Resources; Page 46 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 4 of 17 Natural Hazards; and, Energy Efficiency and Air Quality 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. Background Review and Preliminary Engagement Input from engagement in June 2022 included feedback from the Area Municipalities, the Agricultural and Planning Advisory Committee, Woodstock Environmental Advisory Committee (EAC), along with other groups and the public. The results from the feedback received indicated a number of common areas of interest/concern by respondents, including: A desire and general support for improving/increasing protection of natural spaces, rivers and streams; General support for planning for watershed health, restoration, and improvement of rivers, streams, and water resources; Protect natural spaces to support species that inhabit those areas, including species at risk; Ensure the farming community is involved in policy development and be clear on how policies and recommendations will, or will not, impact and support farmers; Incorporate and reflect parts of the community’s sustainability plan (Future Oxford) in the OP Recognize that the rivers and valleys in the County provide important recreational opportunities with many trails, canoeing opportunities, and more; Improve and provide clarity regarding environmental study requirements, as generally implemented through development processes, and develop technical guidance to support implementation; Public parks and community green spaces are highly valued and provide opportunities for recreation, supporting health and wellness, and access to nature. These values should be recognized and these areas protected for long-term public use; and A desire for increased number and amount of parks and greenspace within Oxford. In addition to the early input above, Staff have also reviewed relevant legislation, regulations, policies and guidelines and undertaken extensive background research and review of various documents, reports, data and other information in order to inform the potential environmental policy updates including, but not limited to: Updates to the Planning Act and associated regulations, the Provincial Policy Statement (PPS), 2020, and draft 2023 updates to the PPS; Provincial guidelines related to PPS implementation, including: o 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; Other provincial or federal legislation including the Conservation Authorities Act, Species At Page 47 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 5 of 17 Risk Act, Endangered Species Act, the Fisheries Act, Excesses Soil regulations, etc.; Official plans from other municipalities with similar land use contexts (e.g. prime agricultural areas with a mix of urban and rural settlements), with a focus on those currently under review or recently approved by the Province; Relevant planning applications and related decisions (local and Ontario Municipal Board/Land Tribunal); Review of various related studies, research, reports, and other supporting materials; GIS analysis of spatial data and related information; and Review of County and Area Municipal studies, strategies and master plans relating to parks, open space and trails, renewable energy and climate change, water protection (e.g. source water) and infrastructure (i.e. transportation, water and wastewater etc.). Comments Through the strategic plan, County Council has expressed a desire to improve the environmental sustainability of Oxford, including the preservation and enhancement of the natural environment and climate change mitigation and adaptation. Opportunities to implement this direction through land use planning and other potential measures will be included as one of the many considerations in this phase of the OP review. This report includes the following attachments to help establish the technical basis and land use planning rationale for the various environmental policy directions currently being suggested. Suggested Policy Directions (Attachment 1) Draft Oxford Natural Heritage Systems Study (ONHSS) 2023 (Attachment 2) ONHSS Recommendations Summary (Attachment 3) This report and the above attachments are intended to form the basis for further community and stakeholder engagement. Further discussion of these attachments is provided as follows: Oxford Natural Heritage Systems Study (ONHSS) 2023 The Oxford Natural Heritage System Study (ONHSS) provides a science-based approach for understanding the existing inventory of natural heritage features and areas within Oxford, and how these features work together as part of a landscape level terrestrial system which also connects to neighbouring municipalities and their watersheds and sub-watersheds. First initiated in 2006, the ONHSS has been reviewed and updated several times, and has served as primary background document for identifying the current inventory of natural heritage features and areas in the County. Updates have generally occurred on a five-year basis in order to monitor natural succession, as well as human influenced changes on the landscape (e.g. vegetation loss through development and other human activity), and have also benefited from steady improvements in technology, including the quality of aerial imagery. The 2023 update uses aerial imagery from 2020 to provide the most current inventory for the County. This updated data also provides a unique opportunity to assess longer term trends and changes on the landscape, given the generally consistent methodology with past updates. Page 48 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 6 of 17 The ONHSS data is also used to help inform secondary planning, master planning and other County and Area Municipal projects (including development proposals/review) with respect to natural heritage related considerations and the potential need for more detailed studies. A copy of the updated draft ONHSS 2023 study is included as Attachment 2 to this report. The inclusion of information from the ONHSS, as a background technical document, will be used to help inform the updates to the natural heritage policies in the OP as well as other policy updates, where applicable (e.g., natural hazards, water resources, etc.). As a starting point in this regard, the ONHSS 2023 has been used to inform the Suggested Policy Directions document in Attachment 1. The ONHSS recognizes that the protection of natural areas for the long term through land use planning (e.g. Official Plan policies and development review process) is one tool to help assist with the protection and restoration of biodiversity (i.e. all living things and how they interact) and overall environmental sustainability, there are a number of other potential tools and measures beyond land use planning that likely also warrant consideration (e.g. expanding stewardship, partnership and education programs, establishing goals and targets for restoration and biodiversity initiatives, management directives for municipal programs, property and infrastructure, etc.). To this end there are a range of implementation recommendations in the ONHSS that will help inform the OP update and other related implementation initiatives. A summary of the ONHSS recommendations are included in Attachment 3. This summary provides an indication of the recommendations that will be specifically considered through the current OP update, those that have been previously considered/addressed, and those that are expected to inform consideration of future implementation options. Updating the environmental policies in the Official Plan is the current priority, however, once those updates have been completed staff intend to bring a follow up report to Council to further discuss and consider various other potential implementation measures and related considerations/implications, including those recommended by the ONHSS. Suggested Policy Directions The paper entitled ‘Suggested Policy Directions’ included as Attachment 1 was prepared by planning staff based on extensive background review and feedback from initial public engagement in June of 2022. This paper provides a detailed discussion of the various Provincial requirements, technical considerations, and opportunities for updating the environmental policies in the OP. This includes discussion of the many related legislative requirements, Provincial standards and guidelines, and local goals and initiatives (i.e. County, Area Municipal and broader community). Each section includes a discussion regarding various requirements, opportunities and related technical information and concludes with suggested policy directions. Feedback and discussion on these directions is intended to assist staff in improving, refining, and confirming these initial policy directions, so that information can be used to inform the development of a future ‘consultation draft’ of new OP policies and related mapping updates (where applicable). While the PPS establishes minimum requirements for planning for various matters of provincial interest related to the natural environment (e.g., natural heritage systems, water resource systems, natural hazards, etc.), the County may also choose to establish more protective policies than the PPS, based on the local circumstances and objectives, provided doing so would not conflict with any other policy of the PPS. In this regard, it is noted that the existing Official Plan Page 49 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 7 of 17 policies are already more protective and proactive than the minimum provincial requirements, in some cases. There are a number of directions included in this paper which, as proposed, would continue to go beyond the minimum PPS requirements to help achieve Oxford’s strategic goal of preservation and enhancement of the natural environment, including climate change mitigation and adaptation. More specifically these directions are intended to: Inform policy development that supports community biodiversity and climate goals; Help recognize the local context, vulnerabilities and opportunities related to environmental protection, management and enhancement; Incorporate and encourage conservation and restoration of natural areas and ecosystems; Support sustainable land use practices which can help reduce habitat fragmentation, promote green infrastructure, and enhance biodiversity; Incorporate approaches to support climate resilience into the OP, such as encouraging infrastructure improvements, enhanced flood mitigation, and adaptation strategies that protect communities and natural systems; Increase resilience, as biodiversity and climate planning can help improve and mitigate the impacts of climate-related disasters and ecological shifts; Contribute to improving health and well-being as improved air and water quality, access to green spaces, and reduced heat islands enhance residents' quality of life; Support the reduction of greenhouse gas emissions and promotion of renewable energy, sustainable development practices, and incorporation of green infrastructure; and Promote education and engagement, as increasing awareness and involving the community in conservation efforts are essential for long-term success. The following represents a high-level summary of the key policy sections covered in the policy paper and suggested policy directions outlined in each section. Natural Heritage System Planning for natural heritage using a systems-based approach is a strategic way to help address biodiversity loss, potential negative impacts from land use change and the uncertainties of climate change. The intent being to ensure the County’s natural heritage system can sustain present and future generations, while also working toward achievement of a ‘net environmental gain’ over time. As a minimum, the PPS requires that municipalities identify natural heritage systems and protect natural heritage features and areas for the long-term. Further, that the diversity and connectivity of natural features in an area, and the long-term ecological function and biodiversity of natural heritage systems, should be maintained, restored or, where possible, improved. Protecting natural heritage systems is key to maintaining and enhancing environmental health and ecological integrity, long-term quality of life, and the various local economic benefits that are dependent on the ecological goods and services (e.g. food, water, timber, air purification, soil creation, and pollination, etc.) that the natural heritage system provides. Page 50 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 8 of 17 Figure 1. Natural Cover in Oxford Figure 1. shows a summary of the current natural cover in Oxford, based on 2020 aerial imagery as assessed through the current ONHSS. In many respects virtually all of the remaining natural cover, rivers and streams in Oxford can be considered “ecologically important” as their ecological and hydrological functions contribute to and support Oxford’s overall ecological health and biodiversity (i.e. the variety and types of ecosystems and species). Further, these natural areas provide a range of ecological goods and services (e.g. groundwater protection, water treatment, flood control, air quality improvement, temperature moderation etc.) and also contribute to overall community health and well-being (i.e. by providing access to nature and opportunities for outdoor recreation and relaxation). Maintaining, enhancing and restoring these features and areas is key to ensuring they are able to continue to provide these environmental and community benefits. Developing a new natural heritage system as part of the OP update will involve identifying and establishing policies for various natural heritage features and areas (e.g. woodlands, wetlands, valleylands etc.), as well as recognizing the linkages between and among these features and water resources (e.g. surface and ground water systems). One of the purposes of identifying and protecting, enhancing and restoring natural heritage systems is to support their ecological functions (e.g. production of food and water; regulating temperature, flooding and filtering water; fixing nitrogen, oxygen production etc.) and biodiversity for the long term. Biodiversity generally refers to the variety of all living things and their interactions and is often broken into three groups’: ecosystem diversity, species diversity and genetic diversity. Natural heritage systems planning focuses primarily on aspects of ecosystem diversity and to a lessor extent species diversity, with limited consideration of genetic diversity. Land use planning tools and approaches can help to support and protect biodiversity by: Using various planning tools to identify and protect natural heritage features and areas for the long term (e.g. land use designations and zoning), including directing development away from ecologically important areas and/or requiring appropriate studies and measures to ensure development proposed within or adjacent to such areas will not have a negative impact; Establishing appropriate mitigation requirements (e.g., buffers, enhancement and restoration measures, water balance requirements, etc.) to help maintain and enhance natural heritage features and areas; Promoting incorporation of ecosystem considerations into community design/new development (i.e., using native species, incorporating pollinator species, managing invasive species, etc.); and, Page 51 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 9 of 17 Serving as an education and integration tool for other municipal and agency requirements and processes/programs (i.e., CA regulations, by-laws, stewardship programs, etc.) Recognition and inclusion of biodiversity in any updated OP policies, together with the updated natural heritage inventory in the ONHSS, would also help to inform other environmental related plans and initiatives (e.g. expanding stewardship, partnership and education programs; establishing goals and targets for restoration and biodiversity initiatives etc.). These could then potentially be further expanded upon through the development of a Biodiversity Strategy as identified in Future Oxford sustainability plan, if deemed necessary and/or appropriate. Potential updates to the County’s natural heritage policies will build from the existing OP policy framework and are currently suggested to include, but are not necessarily limited to: Maintaining and expanding the ‘net environmental gain’ concept/principle in the current OP policies as part of a new natural heritage system framework; Establishing a new natural heritage system and related policies to protect all ecologically important features, not just those that are ‘provincially significant’, as virtually all of the remaining natural cover in Oxford is important for sustaining ecological and hydrological functions to support biodiversity and minimize the risks/impacts from a changing climate; Incorporating provincial and federal requirements to protect fish habitat, support the protection, restoration and enhancement of riparian areas (i.e. lands along the edges of rivers, streams, lakes, and other water bodies) and shorelines and improved fish passage, and reflect provincial and federal requirements for species at risk; Recognize the importance of terrestrial (i.e. land based) and hydrological (i.e. water based) linkages and connectivity and incorporate requirements to protect linkages in areas where significant land use change (e.g. settlement expansion, new non-agricultural use) is being proposed and support the identification of opportunities to restore and enhance connectivity throughout Oxford (e.g. secondary planning, stewardship activities etc.), where possible; and, Incorporate policies to support ecological and environmental related opportunities (e.g. urban forestry, promoting native species, pollinators, road ecology, invasive species management, etc.) as part of development and other programs, projects, and initiatives, where opportunities exist. The updates to the natural heritage policies will also need to recognize and support the ability of agricultural land uses to continue, as required by the PPS. As such, the primary focus of identifying natural heritage systems in the agricultural landscape will be on recognizing existing features and areas and how they are connected and to ensure that new non-agricultural development is generally directed away from such areas or requires appropriate studies to ensure there will be no negative impacts. That said, it is also recognized that the bulk of the remaining natural features and areas in Oxford are located within the County’s agricultural area. As such, policies could be considered to recognize that these areas represent some of the greatest opportunities for the implementation of voluntary stewardship, enhancement and restoration initiatives to increase natural cover, ecological function and/or biodiversity, by working with farmers and rural residents where there is interest and support. Other potential policy directions include updating environmental study (e.g. EIS) requirements to help provide greater clarity and consistency for establishing the scope of studies and improving the process associated with their review. This would include updated requirements for adjacent lands, mitigative standards and approaches based on Provincial and Federal requirements and Page 52 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 10 of 17 guidance, and providing greater direction to guide the implementation of the recommendations of environmental studies. Water Resource System As Oxford is an entirely ground water dependant community, it is critically important that the quality and quantity of the County’s water sources be protected, improved and restored. Updating the water resource policies in the Official Plan provides an opportunity to consider appropriate measures to further protect both the County’s municipal drinking water supplies and surface and groundwater features such as rivers and streams, wetlands, areas of ground water recharge and discharge (seeps and springs). Any proposed updates would build from the existing OP policies which: Encourage watercourses and drainage systems to remain open and in a natural state and incorporating naturalized and vegetative buffers and meet other legislative requirements; Set out requirements for enhancement and protection of surface water features where development is adjacent to such features; Require studies to understand the potential cumulative impacts of development on water quantity; and Support and encourage municipal by-laws and other approaches to address water conservation and efficiency, in addition to education and outreach. Following is a summary of the potential updates to this OP policy framework currently being suggested for consideration: Incorporating a water resource system into the OP that will help ensure that the County’s water resources continue to be available to accommodate growth, sustain the natural heritage system, and have resilience to deal with the impacts from a changing climate; Recognizing that there are linkages and related functions among ground water features, natural heritage features and areas, and surface water features (e.g. streams, rivers, headwater areas), and that these linkages need to be maintained; Utilizing Source Water Protection Plans and related tools to implement restrictions, where they are necessary, on development and site alteration to protect all municipal drinking water supplies and designated vulnerable areas and to protect, improve or restore vulnerable surface and ground water, sensitive surface water features, and sensitive ground water features and their functions; Updating the existing stormwater management policies to reflect current PPS requirements with respect to minimizing or, where possible, preventing increases in contaminant loads, minimizing erosion and changes in water balance, and preparing for the impacts of a changing climate through the effective management of stormwater, including the use of green infrastructure; Encouraging education, outreach and stewardship to help support maintaining and improving water quality, as well as water quantity; and Encourage the consideration of water conservation and efficiency as part of various municipal programs, standards and projects (including municipal infrastructure and capital projects) and/or as part of new development, where opportunities exist. Page 53 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 11 of 17 Open Space Provision of and convenient access to open spaces, including parks and trails, and associated recreational opportunities, is an essential part of building complete communities and supporting healthy and active communities. The existing OP policies with respect to Open Space currently include references to parks and other areas for recreation, stormwater management facilities, areas of natural hazards (flooding) and a number of other open space areas and related considerations. In addition, the policies encourage the incorporation of pedestrian and cycling pathways into proposed and, where feasible, existing development to provide connections to areas of natural heritage/open space and areas of commerce and employment. However, the policies do not currently specifically recognize the various County or Area Municipal studies, goals or objectives with respect to trail development or the role of trails in supporting active transportation. The current OP policies also include requirements for park/leisure planning within the Large Urban Centres (i.e. Woodstock, Tillsonburg and Ingersoll) and rural settlement areas. These policies would also benefit from review to ensure they will continue to work collaboratively with any updates to the open space policies and provide sufficient direction regarding the implementation of the park planning requirements under the Planning Act. Following is a summary of the potential updates to this OP policy framework that are currently being suggested for consideration: Providing greater direction on encouraging the use of master planning and secondary planning for parks, in part to respond to changes resulting from Bill 23; Reviewing and, where necessary, updating the uses permitted in the open space designation; Providing greater emphasis on the role of and planning for trails, including recognition of County and Area Municipal standards and studies and the role of trails as part of the active transportation network; Greater recognition of opportunities to address food security, such as encouraging urban agriculture and community gardens, where appropriate and opportunities exist; Address the minimum requirements of the PPS to promote healthy, active communities by: planning public streets, spaces and facilities to be safe, meet the needs of pedestrians, foster social interaction and facilitate active transportation and community connectivity, planning and providing for a full range and equitable distribution of publicly accessible built and natural settings for recreation, including facilities, parklands, public spaces, open space areas, trails and linkages, and, where practical, water-based resources; providing opportunities for public access to shorelines; and recognizing provincial parks, conservation reserves, and other protected areas, and minimizing negative impacts on these areas. Soils Healthy soil provides many economic and environmental benefits including, but not limited to, improved crop growth, yield and quality, water and nutrient retention and biodiversity. The current OP policies would benefit from review and update to ensure they continue to focus on and promote healthy soils and soil management and integrate relevant legislative changes (e.g. excess soils), best management practices and stewardship opportunities (e.g. support for the clean water program, federal cover crop programs and similar initiatives). Page 54 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 12 of 17 The existing OP policies recognize the prevalence of high-quality soils within the County and speak to the importance of protecting soils and the removal of topsoil and peat extraction. Potential updates to the existing soils policies would focus primarily on reflecting recent Provincial legislative changes with respect to managing excess soil. Excess soils are those that are not required at an individual construction or development site and must be moved to a new location. Natural Hazards To ensure the safety of residents and property, as well as the environment, it is important to identify areas that may be at greater risk of unacceptable health and safety risks, particularly those that may be caused or aggravated by extreme weather events and changing weather patterns. This includes lands that are, or may be, impacted by: flooding erosion hazards, including areas of steep slopes unstable soils and bedrock hazardous forest types for wildland fire Generally, the PPS requires that development be directed away from areas of natural hazards where there is an unacceptable risk to public health or safety or of property damage, and not create new or aggravate existing hazards. It includes some limited provisions to permit development and/or site alteration where appropriate mitigation/risk reduction can be achieved. Further, the PPS requires that municipalities prepare for the impacts of a changing climate that may further increase the risk associated with natural hazards. The primary focus of the updates to the OP natural heritage policies will be on ensuring that mapping (where applicable) and associated policies are up to date and reflect Provincial requirements. However, it is suggested that potential revisions to better align with Conservation Authority processes and regulations and integrate local planning considerations also be considered, where appropriate. Following is a summary of the potential policy updates being suggested for consideration in this regard, generally building on the existing OP policy framework: Updating policies for natural hazards to ensure development continues to be directed away from areas of natural hazards, where there is an unacceptable risk to public health or safety or of property damage, and not create new or aggravate existing hazards, by: Incorporating updates to reflect the Conservation Authorities Act and Provincial standards for hazardous forest types; Establishing new policies and mapping which address areas of unstable bedrock, building from the existing policy framework for unstable soils; Prohibit certain sensitive land uses from locating within areas of natural hazards where risks are not mitigatable or sites are unsuitable, as required by the PPS (i.e. institutional and emergency service uses); and Encourage the County and Area Municipalities to consider climate impacts and implications for municipal facilities located in areas of natural hazards (e.g. flood prone areas), including potential opportunities to mitigate risks as part of ongoing maintenance or other capital works. Page 55 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 13 of 17 Energy Efficiency, Air Quality and Climate Change Climate change can result in more frequent and intense storm and weather events (including heat and drought), increased pressure on water resources, and increased impacts (e.g. damages resulting from heat, wind, ice, flooding, and fire) and health effects from extreme heat. Mitigating and adapting to the impacts of a changing climate requires a coordinated approach that considers ways to reduce and cease net carbon emissions, protect and restore carbon stores (e.g. natural heritage features), sequester greenhouse gases (e.g. carbon dioxide) including through the use of green infrastructure, and mitigate and reduce the risks and impacts from extreme weather events. Land use planning is one important tool for addressing climate change. Planning in advance for long-term, sustainable growth is critical, since decisions about how communities grow and are serviced can have implications for many years to come, as it directly influences the amount of carbon generated from people living, working, and travelling in those communities. Some examples of land use and infrastructure planning approaches that can improve energy conservation, promote carbon neutrality, and generally support more efficient and sustainable communities include: Increasing densities and promoting compact urban form, mix of uses (e.g. residential, employment and recreation/open space) and efficient design and building orientation to: reduce the costs of transportation, improve walkability, more efficiently use of hard and soft services, improve energy conservation, promote net zero development, and reduce development pressure on surrounding agricultural and environmental features; reduce the production and release of carbon dioxide and other greenhouse gases as part of the development process; and minimize the negative impacts from development on air, water and other natural resources. Encouraging best management practices for building and infrastructure construction that reduce waste generated and greenhouse gas emissions and increase the use of recycled material; Encouraging the development of ‘green development standards’ to support sustainable building and community design and provide a consistent evaluation framework for assessing the sustainability of development proposals; and Supporting and encouraging increased renewable energy generation, energy efficiency, carbon neutrality, and reducing greenhouse gas emissions (e.g. by encouraging businesses and homeowners to participate in programs that incentivize investment in energy and resource efficient technologies). Following is a summary of some of the potential updates to the OP energy efficiency and air quality policies that are currently being suggested for consideration, including the addition of a more climate focused policy lens: Supporting energy conservation and efficiency, improved air quality, reduced greenhouse gas emissions, and preparing for the impacts of a changing climate by: Promoting compact built form and increased density and intensification; Supporting the development of compact, transit-supportive, walkable communities through the use of active transportation and transit in and between residential, employment (including commercial and industrial) and institutional uses and other areas; Page 56 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 14 of 17 Encouraging transit-supportive development and intensification and improve the mix of employment and housing uses to shorten/lessen commuting times and decrease transportation congestion, and, Promoting design and orientation which maximizes energy efficiency and conservation, and considers the mitigating effects of vegetation and green infrastructure; Provide planning direction for battery storage facilities, including how integration/coordination with other related non-planning requirements would be achieved, taking into consideration any related changes to the PPS that may result from the current Provincial review; Encourage increased vegetative cover within settlements to increase passive cooling, reduce urban heat island impacts, and improve air quality; Establish policies to encourage the development of ‘green development standards’ to support incorporation of sustainable building and community design and provide a consistent evaluation framework for assessing the sustainability of development proposals; Encourage the Area Municipalities to explore the potential implementation of other sustainability tools and develop related standards (e.g. green roof by-laws, bird-friendly building standards, etc.); Recognize and support the implementation of the Oxford Renewable Energy Action Plan and the County’s Energy Management and Green Fleet Plans as approved corporate and community plans intended to assist in achievement of 100% renewable energy goals; and, Facilitate and plan for renewable and other forms of energy generation (e.g. solar, biogas, battery storage facilities) at appropriate locations and scales with applicable and appropriate land use planning tools and direction. Next Steps Staff are proposing to initiate further community engagement following the October 25, 2023, meeting of County Council, and have it run through until mid December 2023, in order to obtain community input and feedback on the suggested directions for updating the OP. This engagement process is currently proposed to include: Notifications via email to required agencies and others who have requested notice or have specific interest; Follow up and further discussions with First Nations for additional input into the environmental policies; A public open house to provide an opportunity to learn more about the suggested policy directions and ask questions; Online engagement opportunities (i.e. Speak Up Oxford), including the ability to review related information and materials and submit comments and feedback; Meetings with Area Municipal staff and Councils; Meeting with County Agricultural and Planning Advisory Committee (APAC), and with local committees or groups (e.g. Woodstock EAC) where requested by the Area Municipality; and, Any other consultation and engagement opportunities that may be identified as being beneficial through the review process. There is also the opportunity to submit comments to the County Planning office via regular mail and email (opupdate@oxfordcounty.ca) and to engage online through Speak Up Oxford (the online survey will be available until mid-December 2023). Following the above noted consultation and engagement process and consideration of the feedback received, planning staff will prepare and release a draft set of proposed environmental Page 57 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 15 of 17 OP policies and associated mapping (where applicable) for further consultation and Council consideration. Figure 2 below shows the anticipated milestones and current proposed timing for advancing policies for adoption by County Council. Figure 2. Milestones for Environmental Policy Updates Unlike other Official Plan amendments for which the County is the approval authority, the Province is the approval authority for any amendments undertaken as part of a comprehensive OP review process. As such, any proposed amendments to the environmental policies that are ultimately adopted by County Council as part of this process, will still be subject to subsequent Provincial review and 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. However, one of the benefits is that such policies would not then be subject to appeal. In an effort to try to advance the Provincial review and approval process, staff have already been in contact with Provincial staff regarding the proposed OP review process, and will be following up to determine if there is any clarification and/or updates with respect to the on-going PPS review and related technical questions. As a future next step, a proposed draft of the environmental policies will also be circulated to the Province for initial feedback, as required under the Planning Act. CONCLUSIONS The purpose of this report is to present Council with the Suggested Environmental Policy Directions paper and background technical studies (i.e. ONHSS) that are intended to form the Page 58 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 16 of 17 general basis for broader community discussion and input to help inform the development of draft policies for the second phase of the County’s broader Official Plan review process. The primary purpose of the proposed updates to the environmental policies is to ensure they are consistent with current Provincial legislation, plans, policies, and guidelines, as required by the Planning Act. However, this process will also provide an opportunity to improve the overall intent, clarity and implementation of the policies and ensure they continue to reflect local planning goals and objectives. Pending Council’s approval this report, staff will proceed with the next steps in the process (as set out in this report) to obtain community and stakeholder input on the suggested directions for the development of proposed updates to the County’s environmental policies. SIGNATURES Report Author: Original signed by April Nix Development Planner – Policy Focus Report Author: Original signed by Paul Michiels Manager of Planning Policy Departmental Approval: Original signed by Gordon K. Hough Director of Community Planning Approved for submission: Original signed by Original signed by Benjamin R. Addley Chief Administrative Officer ATTACHMENTS Page 59 of 636 Report No: CP 2023-289 COMMUNITY PLANNING Council Date: October 25, 2023 Page 17 of 17 Attachment 1 - Suggested Environmental Policy Directions, October 25, 2023 https://webresources.oxfordcounty.ca/Documents/Council/Attachments/Attachment%201%20Su ggested%20Policy%20Directions%20FINAL.pdf Attachment 2 - Draft Oxford Natural Heritage Systems Study (ONHSS) 2023, October 25, 2023 https://webresources.oxfordcounty.ca/Documents/Council/Attachments/Attachment%202%20O NHSS%202023%20Report%20Final%20Draft.pdf Attachment 3 - ONHSS Recommendations Summary, October 25, 2023 Page 60 of 636 1 Suggested Policy Directions Fall 2023 Page 61 of 636 22 Project Overview •Focus is on the topics within Section 3.2 of the Official Plan •Many existing policies are still relevant but may also benefit from updated terminology, greater clarity and/or revised standards for implementation •Legislative context includes focus on the Planning Act, Provincial Policy Statement (PPS), related Provincial guidance as well as other Provincial and Federal legislation and requirements Page 62 of 636 33 Suggested Policy Directions •The policy paper provides suggested directions for each of the environmental topic areas along with related discussion and rationale •Directions are intended to help provide a sense of potential intent and scope that could be included in draft policies and mapping •Feedback received will be used to help refine policy directions Page 63 of 636 44 Natural Heritage •Creating a new natural heritage system in the OP •Using the draft Oxford Natural Heritage System Study (ONHSS, 2023) as a source of background information •Virtually all remaining natural cover is important Page 64 of 636 55 Natural Heritage -Directions •Establishing a new natural heritage system and related policies to protect all ecologically important features, not just those that are ‘provincially significant’ •Support the identification of opportunities to restore and enhance natural areas and connectivity throughout Oxford •Incorporate policies to support environmental/nature related opportunities •Support the ability of agricultural land uses to continue (e.g. policies would not apply to drainage works, woodlot management, maple syrup production, etc.) •Updating environmental study (e.g., EIS) requirements to help provide greater clarity and consistency Page 65 of 636 66 Water Resources •PPS requires municipalities to plan for ‘water resource systems’: •Includes using watersheds/sub-watershed planning as part of the basis for the system •Includes requirements for protection of water quality and quantity for surface water and groundwater features •Policies will need to address current provincial direction on stormwater management •Also includes water conservation and efficiency and source water protection Page 66 of 636 77 Water Resources -Directions •Focus is on identifying areas around water quality and quantity protection that are ‘gaps’ with other regulatory/legislative tools •Looking at recognizing specific types of water features (e.g., ground water recharge areas) as part of a water resource system •Incorporate existing source water protection requirements •Encouraging education, outreach and stewardship to help support maintaining and improving water quality and water quantity •Encouraging the consideration of water conservation and efficiency as part of various municipal programs Page 67 of 636 88 Stormwater Management -Directions •Updates will build from the existing policies including those which currently speak to requirements for stormwater management (SWM) reports, design and location of retention/detention ponds. •Recognizing Asset Management for ensuring that systems are optimized, feasible and financially viable over the long term •Encourage maximizing the extent and function of vegetative and pervious surfaces, as well as the use of Low Impact Development (LID), as part of SWM design •LID measures would need to consider and be designed to suit the specific site conditions (e.g., soils) and should be informed by appropriate studies and standards •Encourage consideration of stormwater management master planning and secondary planning processes as a means of enhancing standards and identifying areas for improvement and opportunities to incorporate green infrastructure. Page 68 of 636 99 Open Space Parks •OP policies already establish a park hierarchy and minimum parkland dedication requirements per Planning Act •Open Space designation helps implement these policies Directions: •Encourage use of park master planning and secondary planning to help inform park locations, types and facility needs •Encourage consideration of opportunities for urban agriculture, gardens, and other forms of using open space to help address food security, where appropriate •Encourage green infrastructure in facility design and maintenance when managing areas of open space and parks Page 69 of 636 1010 Open Space Trails •Limited recognition of trails and the role of trails in OP currently •Many forms and levels of trail planning happening in the community Directions: •Encourage master planning for trails/secondary plans and recognize the role and importance of the existing trail networks to the community •Clarify how trails are to be addressed from a land use perspective (i.e., land use designations, including those for natural heritage and open space) •Providing greater emphasis on the role of and planning for trails, including recognition of County and Area Municipal standards and studies and the role of trails as part of an active transportation network •Recognize how local trails interconnect with trails in Provincial Parks and Conservation Areas and other community destinations, Page 70 of 636 1111 Soils -Directions •Focus of policy updates will be on incorporating/aligning with legislative changes, including: •Recognize best management practices and stewardship opportunities, including the existing Clean Water Program •Reflect the Provincial regulatory requirements for excess soil in accordance with Ontario Regulation 406/19 under the Environmental Protection Act •Encourage best management practices for excess soil generated and fill received during development, site alteration, and infrastructure projects, surrounding land uses and cultural heritage resources •Encourage Area Municipalities to develop or update municipal site alteration and fill by-laws Page 71 of 636 1212 Natural Hazards PPS includes multiple types of natural hazards: •Flooding •Hazardous Forest Types •Unstable Soils and Unstable Bedrock •Erosion hazards and steep slopes Page 72 of 636 1313 Natural Hazards -Directions •Clarify policies for unstable soils, erosion hazards and steep slopes and flood prone areas to reflect the PPS, as well as other applicable legislative requirements. •Establish new policies and mapping which address areas of unstable bedrock building from the existing policies framework for unstable soils. •Update permitted uses in floodplains to reflect PPS requirements •Maintain the existing flood policy framework (mostly one-zone with area specific two zone flood policies, where applicable), incorporating updates based on revised natural hazard information from Conservation Authorities. •Establish policy requirements based on the PPS and the Provincial Wildland Fire Risk Assessment and Mitigation Reference Manual with regards to the identification of areas of known and potential hazardous forest types for wildland fire and establish clear and reasonable mechanisms for assessing and mitigating risks at the secondary planning and/or development application stage. Page 73 of 636 1414 Air Quality, Energy Efficiency and Climate Change PPS, 2020 speaks to mitigating and adapting to a changing climate, this includes: •Requiring municipalities to plan to reduce greenhouse gas emissions and prepare for the impacts of a changing climate, •Supporting achievement of compact, transit-supportive, walkable communities, •Supporting energy conservation and efficiency, •Promoting green infrastructure, low impact development and active transportation, •Protecting the environment and air quality, and •Considering any additional approaches that help reduce greenhouse gas emissions and build community resilience to the impacts of a changing climate. Page 74 of 636 1515 Air Quality, Energy Efficiency and Climate Change -Directions •Encouraging increased density and promoting compact urban form, mix of uses (e.g. residential, employment and recreation/open space) and efficient design and building orientation to facilitate: •transit-supportive development and intensification and improve the mix of employment and housing uses •Improve walkability, encourage more efficiently use of hard and soft services, improve energy conservation, promote net zero development, and reduce development pressure on surrounding agricultural and environmental features •reduce the production and release of carbon dioxide and other greenhouse gases as part of the development process •Encouraging the development of ‘green development standards’ to support sustainable building and community design and provide a consistent evaluation framework for assessing the sustainability of development proposals Page 75 of 636 1616 Next Steps Page 76 of 636 1717 Questions For more information: https://speakup.oxfordcounty.ca/official-plan- environmental-policies Page 77 of 636 Page 1 of 3 Subject: Recreation & Sports Advisory Committee Report to Council Report Number: RCP 23-32 Committee Name: Recreation and Sports Advisory Committee Submitted by: Margaret Puhr / Andrea Greenway Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION A. THAT report titled “Recreation & Sports Advisory Committee Report to Council” be received as information, and B. THAT Council approves the recommendations of the Recreation and Sports Advisory Committee as follows: THAT the Recreation & Sports Advisory Committee recommend that the communications/social media report be received by Council, and THAT the Recreation & Sports Advisory committee recommend that Council implement Option 2 as outlined in the report; and THAT a subcommittee be created to review scoring matrix for the Hall of Fame nominations consisting of Andrew Gradish, Taylor Campbell, Chris Parker, Susie Wray and Scott Gooding. BACKGROUND Resolution #2 pertained to the review of a communications and social media report prepared by Andrea Greenway. Option 2: Create a separate social media page for the Recreation, Culture & Parks department. This page would be managed by the RCP management team with staff appointed as moderators. The page would encompass the sharing of all Recreation, Culture and Parks information to the public. As separate Facebook page for Annandale NHS already exists, this page would be amalgamated to create one Recreation, Culture & Parks page that disseminates all department information to the public. Page 78 of 636 RCP 23-32 Page 2 of 3 The report contained two options for council consideration, and Option 2 was recommended by the committee. Additionally, the committee passed Resolution #3, which addresses the need for a review of the scoring matrix used for Hall of Fame nominations. DISCUSSION The committee, after careful consideration, found Option 2 of the social media/communications report to be the most suitable choice for implementing the recommendations outlined in the report. It was deemed as the option that aligns best with the goals of management of separate RCP social media, including posting and sharing posts of local Tillsonburg user groups and minor sports. Additionally, the Committee agreed to the establishment of a subcommittee for review of the scoring matrix for the Hall of Fame. It was seen as an efficient approach to ensure a fair and transparent evaluation process. Post Committee Meeting – Secondary Consultation After the Committee received the report, staff within RCP and Corporate Services met to review the impact. The originating report contained general noted comments only. It would be the recommendation of Corporate Services that communication practices not be decentralized at this time as a general guideline. However, noting the size of the team within the Communications branch, containing all social media items within a single area can make situations less practical to execute fast paced posts or large promotional posts (Summer Camps). From a communications strategy perspective, having more traditional RCP social media posts not within the main Town socials may align better for both sets of overall purposes (i.e. one is to promote camps, swims, recreation activities, and one is to deliver Legislation and Corporate updates/promotions). That is not to say that in some instances the topics can and should cross into both areas and would be good to communicate jointly (Recreation Master Plan). Taking into consideration the desires of the Committee desire, RCP, and Corporate Services, a compromised starting step to action Option 2 would be to take 3- 4 maximum RCP team members as dedicated communication leads and provide training on communications strategies, processes, and be provided tools for success in social media management. As social media needs grow and develop, Council may wish to consider the level of staff support allocated across the entire organization as well directly to Council by way of support to expand the staff within Corporate Services to facilitate a wider range of social media goals, programs, policies and overall support. Another item Council should consider in the future, as noted within the original staff Page 79 of 636 RCP 23-32 Page 3 of 3 report, is the need for increased robust Social Media Policies and Procedures for all areas of the organization. CONSULTATION This report was prepared with consultation with the Recreation and Sports Advisory Committee and the Director of Corporate Services/Clerk. FINANCIAL IMPACT/FUNDING SOURCE There would be no financial impact to the department. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – Increase opportunities and promotion for public engagement in municipal initiatives; Engage community groups, including advisory committees and service organizations, in shaping municipal initiatives. Priority Project – n/a ATTACHMENTS Appendix 1 – RCP Communication Report Page 80 of 636 Page 1 of 7 Subject: RCP Communication Report Number: RCP 23-02 Department: Recreation, Culture and Parks Department Submitted by: Andrea Greenway, Recreation Programs & Services Manager Meeting Type: Advisory Committee Meeting Meeting Date: Thursday, September 7, 2023 RECOMMENDATION A. THAT report titled RCP 23-02 Communication be received as information; and B. THAT The Recreation and Sports Advisory Committee recommend Option 2 to Council for consideration. BACKGROUND At the July 6 Recreation & Sports Advisory Committee meeting the following resolution was passed: Resolution #2 Moved by: Deb Gilvesy Seconded by: Taylor Campbell THAT the Recreation & Sports Advisory committee requests back a staff report on ways to increase communication to the public from the Recreation, Culture and Parks department when it comes to programming, events and facilities. And opportunities to further collaborate with user groups to improve partnerships and communication when it comes to successes of local organizations/teams and the promotion of events being held in Tillsonburg. Carried Options for increased communication are provided in this report. DISCUSSION The Town of Tillsonburg has one Facebook page that provides information on all corporate initiatives with the exception of Annandale NHS. The Recreation department Page 81 of 636 Choose an item. Click or tap here to enter text. Page 2 of 7 has an Instagram page, however the target audience of Facebook is who we are typically trying to reach (ie: parents who sign their children up for programs). The committee has expressed concerns with the Recreation department having the ability to provide information to the public in a timely manner. The Manager of Recreation Programs & Services completed a review of how neighboring municipalities manage social media. Below are the comparators: Municipality/Organization Department Responsibility Municipal Recreation Page Municipal Corporate Page Notes City of Woodstock Corporate Communications no yes Recreation information is posted on the corporate social media page by the recreation team. There is a posting calendar provided by the communications team. Recreation staff have access to post if communications staff are unavailable. Approach is to “schedule and automate” what is known in advance and work around those (or adjust if needed) for the “responsive or urgent” needs. Page 82 of 636 Choose an item. Click or tap here to enter text. Page 3 of 7 Norfolk County Corporate Communications yes yes Recreation information is posted on the recreation social media page by the corporate communications team. The recreation team provides content. Town of Aylmer Parks and Recreation yes yes Recreation staff post on the recreation social media pages. City of St. Thomas Corporate Communications no yes All posts are on the corporate page and posted by the communications team. Recreation staff provide content Strathroy-Caradoc Corporate Communications No yes All posts are on the corporate page and posted by the communications team. Recently hired an additional staff member to focus on social media and this is working very well Page 83 of 636 Choose an item. Click or tap here to enter text. Page 4 of 7 City of London Corporate Communications yes yes Recreation information is posted on the recreation social media page by the corporate communications team. The recreation team provides content. Town of Ingersoll Community Services yes yes Recreation staff post on the recreation social media pages. Staff post during working hours only, no expectation to post after hours Municipality of Thames Centre Corporate Communications no yes Recreation staff provide posts including graphics, posts are forwarded to the communications team and posted when they are able In reviewing how neighboring municipalities organize their social media, it was evenly split between having a separate recreation page for disseminating information and having a corporate page that encompasses all departments. A review was also completed on social media policies for 9 municipalities. The municipalities included (note: not all of the comparators above have social media policies): • Township of Zorra Page 84 of 636 Choose an item. Click or tap here to enter text. Page 5 of 7 • City of London • County of Wellington • Middlesex Centre • North Perth • Thames Centre • Haldimand County • Norfolk County • Strathroy-Caradoc Each municipality has a different staffing structure, but in all policies there are clearly defined staff roles, including management oversight of social media, social media moderators and staff who monitor social media. The management of social media is the responsibility of the communications or administration department while the moderators are appointed by managers and supervisors to produce content and post information on behalf of the municipality. All staff are responsible for following the corporate social media policy. Based on the review, the committee is presented with the following options to increase communication for the Recreation, Culture and Parks Department: Option 1: Maintain 1 corporate social media page managed by corporate communications and appoint social media moderators in each department that are responsible for creating content and posting to social media. This is currently happening informally on a trial basis for the RCP department. Option 2: Create a separate social media page for the Recreation, Culture & Parks department. This page would be managed by the RCP management team with staff appointed as moderators. The page would encompass the sharing of all Recreation, Culture and Parks information to the public. As separate Facebook page for Annandale NHS already exists, this page would be amalgamated to create one Recreation, Culture & Parks page that disseminates all department information to the public. The Recreation, Culture and Parks department has a significant amount of information to share with the community. There are a number of projects to celebrate and opportunities to engage the community. The department relies heavily on revenue generation in order to meet budget projections and there is a need to market and promote recreation programs in a timely manner. In the Community Recreation Survey that took place in June, 2022, when asked how residents learn about recreation Page 85 of 636 Choose an item. Click or tap here to enter text. Page 6 of 7 opportunities in Tillsonburg, social media was the top response with just over 50% of residents receiving their information in this manner. This provides an excellent opportunity for RCP to increase communications through social media. Based on these factors, RCP staff recommend option 2 above. It is also recommended that the Town develop social media guidelines for departments to follow in order to ensure corporate standards are met. Staff will need to be assigned and trained on the social media guidelines for quality assurance. CONSULTATION RCP Director, Managers and staff, neighboring municipalities noted above, Director of Corporate Services 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 – Increase opportunities and promotion for public engagement in municipal initiatives. Page 86 of 636 Choose an item. Click or tap here to enter text. Page 7 of 7 Priority Project – N/A ATTACHMENTS N/A Page 87 of 636 November 9, 2023 File:1.4.5.1 Kyle Pratt, CAO kpratt@tillsonburg.ca Re: 30-Day Notice to Affected Municipalities – 2024 Draft LPRCA Budget Dear Mr. Pratt, The Board of Directors budget meeting was held on Wednesday, November 8, 2023. The Draft 2024 LPRCA Operating and Capital Budgets were recommended to be circulated to member municipalities for review and comment. The proposed overall increase for the municipal levy is $85,393 or 3.80% versus last year’s increase of 6.82%. The overall municipal support requested for the 2024 operating budget of $5,868,270 is $2,145,963 representing a change in the general levy of 2.21% or $46,453. The municipal support requested for the 2024 capital budget of $696,340 is $188,940 representing an increase in the general capital levy of 25.96% or $38,940. The municipal levy is calculated using the Modified Current Value Assessment provided by the Ministry of Natural Resources and Forestry as outlined in Ontario Regulation 402/22. Specific municipal levy allocation can be found in appendix 4. Ontario Regulation 139/96 was replaced with O. Reg. 402/22 (Budget and Apportionments), effective July 1, 2023. The regulation calls for a 30-day notice to affected municipal partners in order for them to consider and provide comment regarding the draft budget. The Regulation also requires that the notice be accompanied by the financial information used to determine that levy. As such, please find attached the following information on LPRCA’s budgets for its member municipalities: 1. 2024 Draft Consolidated Budget Summary 2. 2024 Draft Consolidated Operating Budget 3. LPRCA 2024 Municipal Levy – Consolidated - Draft 4. Five Year Summary by Municipality of Levy Apportioned by CVA % LPRCA is requesting any comments regarding the Draft 2024 Budget to be forwarded to this office no later than noon Thursday, December 14th, 2023. If your officials request a presentation of the Draft 2024 budget, we would be pleased to present at your Councils earliest convenience on behalf of the LPRCA Board of Directors. If you have any questions or need further information, please contact Aaron LeDuc, Manager of Corporate Services at aleduc@lprca.on.ca or 519-842-4242, ext. 224. Sincerely, Judy Maxwell General Manager cc. Renato Pullia, Director of Finance/Treasurer Tanya Daniels, Director of Corporate Services/Clerk Encl. (4) Page 88 of 636 20212022202320232024ActualActual Sept 30 YTD Budget Draft Budget$$$$$%Program:Watershed Planning and Technical Services397,680 441,714 308,846 398,020 439,146 41,12510.3%-16,326Watershed Flood Control Services 222,711 92,558107,534 269,270 320,079 50,80918.9%-50,809Healthy Watershed Services 173,447 243,281 184,173 251,522 167,227 (84,295) (33.5%) -(79,039)Conservation Authority Lands357,192 347,207 298,572 568,996 670,310 101,314 17.8%72,215Communication and Marketing Services81,286101,495 38,937 142,277 136,299 (5,978)(4.2%)-(1,978)Backus Heritage and Education Services 156,553 190,924 164,001 325,662 307,756 (17,905) (5.5%) -(144,845)Conservation Parks Management Services1,180,627 1,362,999 1,294,207 1,612,933 1,667,787 54,8543.4%-No levyPublic Forest Land Management Services307,663 271,042 242,327 320,160 297,532 (22,628) (7.1%)-No levyPrivate Forest Land Management Services136,090 150,013 90,354 119,355 188,427 69,07357.9% 11,443No levyMaintenance OperationsServices400,306 398,765 279,917 383,712 433,307 49,59512.9%-29,317Corporate Services1,025,774 1,099,434 915,916 1,176,846 1,240,400 63,5545.4%-103,648Total Program Expenditures4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4% 11,443 46,453 Objects of Expenses:Staff Expenses2,510,611 2,716,453 2,268,459 3,603,498 3,803,085 199,588 5.5%Staff Related Expenses34,18530,46031,98355,35552,305(3,050)(5.5%)Materials and Supplies269,764 353,400 257,224 306,018 333,009 26,9918.8%Purchased Services1,280,594 1,252,652 1,268,121 1,484,672 1,557,355 72,6834.9%Equipment45,66940,62542,42650,72553,7253,0005.9%Other59,07655,65056,57068,48568,7903050.4%Amortization239,431 250,192 ----0.0%Total Expenditures4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4%-Sources of Revenue:-Municipal Levy - Operating 1,686,943 1,724,259 1,574,632 2,099,510 2,145,963 46,4532.2%Provincial Funding50,218128,356 10,51022,44719,000(3,447)(15.4%)MNR Grant35,22935,2298,80735,22935,229-0.0%MNR WECI & Municipal Funding2,579-----0.0%Federal Funding33,80430,41613,2606,5793,994(2,585)(39.3%)User Fees2,748,884 2,991,521 3,139,914 3,100,555 3,248,872 148,317 4.8%Community Support275,847 434,312 467,773 539,233 618,345 79,11214.7%Interest on Investments24,36324,144----0.0%Land Donation------0.0%Gain on Sale of Assets1,21913,339----0.0%Contribution from (to) Reserves(419,757) (682,144) -14,65617,8163,16021.6%Transfer from/(to) Current Year Surplus ------0.0%Total Revenue4,439,329 4,699,432 5,214,897 5,818,209 6,089,220 271,011 4.7%Surplus - current year--1,290,114 249,455 220,950 (28,505) (11.4%)Long Point Region Conservation Authority 2024 DRAFT Consolidated Operating Budget2024 Change fromContribution (to) from Reserves $Increase to Levy $2023 BudgetBOARD OF DIRECTORS DRAFT 2024 BUDGET1Page 89 of 636 20212022202320232024ActualActual Sept 30 YTD Budget Budget$$$$$$%Total Operating Expenditures4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4%89.4%Total Capital Expenditures *349,326 349,326 170,336 651,955 696,340 44,385 6.8%10.6%Total Expenditures4,788,655 5,048,758 4,095,119 6,220,709 6,564,610 343,901 5.53%100.0%SOURCES OF REVENUEMunicipal Levy - Operating1,686,943 1,724,259 1,574,632 2,099,510 2,145,963 46,453 2.21%32.7%Municipal Levy - Capital349,326 349,326 368,550 150,000 188,940 38,940 25.96%2.9%Municipal Levy - Total2,036,269 2,073,585 1,943,182 2,249,510 2,334,903 85,393 3.80% 35.57%Municipal Levy - Special Norfolk- - - - 60,000 60,000 0.00%0.9%Total Municipal Levy2,036,269 2,073,585 1,943,182 2,249,510 2,394,903 145,393 6.46% 36.48%Provincial Funding50,218 128,356 10,510 22,447 19,000 (3,447) (15.4%)0.3%MNR Grant35,229 35,229 8,807 35,229 35,229 - 0.0%0.5%MNR WECI & Municipal Funding2,579 - - 132,500 75,000 (57,500) 0.0%1.1%Federal Funding33,804 30,416 13,260 66,579 3,994 (62,585) (94.0%)0.1%User Fees2,748,884 2,991,521 3,139,914 3,100,555 3,248,872 148,317 4.8%49.5%Community Support275,847 434,312 467,773 539,233 618,345 79,112 14.7%9.4%Interest on Investments24,363 24,144 - - - - 0.0%0.0%Land Donation- - - - - - 0.0%0.0%Gain on Sale of Assets1,219 13,339 - - - - 0.0%0.0%Contribution from(to) Reserves(419,757) (682,144) - 74,656 169,266 94,610 126.7%2.6%TOTAL REVENUE4,788,654 5,048,758 5,583,447 6,220,709 6,564,610 343,901 5.53% 100.0%* The Capital Expenditures in the 2024 Draft Budget are proposed to be funded by Municipal Levy of $188,940.**Special Levy of $60,000 to Norfolk County.Long Point Region Conservation Authority 2024 DRAFT Consolidated Budget Summary2024 Change from% of Approved Budget2023 BudgetBOARD OF DIRECTORS DRAFT 2024 BUDGET2Page 90 of 636 PER CAPITA PER CAPITA OPERATING CAPITAL TOTAL (Watershed) (Municipality) Haldimand County $308,299 $27,144 $335,443 $22.88 $8.01 Norfolk County $1,102,753 $97,091 $1,199,844 $23.41 $22.24 Norwich Twp.$151,620 $13,349 $164,969 $26.45 $19.57 South-West Oxford Twp.$44,661 $3,932 $48,593 $28.28 $8.48 Tillsonburg $273,084 $24,044 $297,128 $21.55 $21.55 Total Oxford County $469,365 $41,325 $510,690 Brant County $152,855 $13,458 $166,313 $30.46 $5.21 Bayham Municipality $97,190 $8,557 $105,747 $19.89 $19.89 Malahide Township $15,502 $1,365 $16,867 $25.31 $2.53 $2,145,963 $188,940 $2,334,903 $23.81 $14.08 Increase over 2023 $46,453.11 $38,940 $85,393 Per Capita Increase over 2023 $0.47 $0.40 $0.87 LPRCA 2024 MUNICIPAL LEVY - CONSOLIDATED - DRAFT MUNICIPALITY LEVY AMOUNTS BOARD OF DIRECTORS DRAFT 2024 BUDGET 3 Page 91 of 636 LPRCA Draft Budget Operating Levy Draft Budget Capital Levy Draft Budget Total Levy 2,145,963$ $188,940 $2,334,903 Municipality Year Haldimand County 2020 $232,601 14.14%$5,637 2.48% $54,631 14.14%($103) -0.19% $287,231 14.14%$5,534 1.96% 2021 $240,090 14.23%$7,489 3.22% $53,371 14.23%($1,260) -2.31% $293,461 14.23%$6,230 2.17% 2022 $245,330 14.23%$5,239 2.25% $54,309 14.23%$938 1.72% $299,638 14.23%$6,177 2.15% 2023 $302,661 14.42%$57,331 23.37% $21,624 14.42%($32,685) -60.18% $324,284 14.42%$24,646 8.23% 2024 $308,299 14.37%$5,638 1.86% $27,144 14.37%$5,520 25.53% $335,443 14.37%$11,159 3.44% Norfolk County 2020 $865,971 52.64%$19,996 2.36% $203,390 52.64%($624) -0.31% $1,069,361 52.64%$19,373 1.85% 2021 $882,185 52.29%$16,214 1.87% $196,106 52.29%($7,284) -3.58% $1,078,290 52.29%$8,930 0.84% 2022 $901,067 52.26%$18,883 2.18% $199,470 52.26%$3,364 1.65% $1,100,537 52.26%$22,247 2.08% 2023 $1,088,124 51.83%$187,057 20.76% $77,741 51.83%($121,729) -61.03% $1,165,865 51.83%$65,328 5.94% 2024 $1,102,753 51.39%$14,629 1.34% $97,091 51.39%$19,350 24.89% $1,199,844 51.39%$33,978 2.91% $3,994 Oxford County* 2020 $349,761 21.26%$5,504 1.60% $82,148 21.26%($872) -1.05% $431,908 21.26%$4,631 1.08% 2021 $360,609 21.38%$10,848 3.10% $80,162 21.38%($1,986) -2.42% $440,771 21.38%$8,862 2.05% 2022 $368,308 21.36%$7,699 2.20% $81,533 21.36%$1,371 1.67% $449,841 21.36%$9,070 2.10% 2023 $451,909 21.52%$83,601 22.70% $32,287 21.52%($49,246) -60.40% $484,196 21.52%$34,355 7.64% 2024 $469,365 21.87%$17,456 3.86%$41,325 21.87%$9,038 27.99% $510,690 21.87%$26,494 5.47% Brant County 2020 $109,970 6.69%$4,742 4.51% $25,829 6.69%$452 1.78% $135,799 6.69%$5,194 3.98% 2021 $114,930 6.81%$4,959 4.51% $25,548 6.81%($280) -1.09% $140,478 6.81%$4,679 3.45% 2022 $119,089 6.91%$4,159 3.78% $26,363 6.91%$814 3.15% $145,452 6.91%$4,974 3.66% 2023 $147,095 7.01%$28,006 23.52% $10,509 7.01%($15,854) -60.14% $157,605 7.01%$12,153 8.36% 2024 $152,855 7.12%$5,760 3.92% $13,458 7.12%$2,949 28.06% $166,313 7.12%$8,709 5.53% Bayham Municipality 2020 $74,792 4.55%$1,422 1.94% $17,566 4.55%($128) -0.72% $92,359 4.55%$1,294 1.42% 2021 $76,671 4.54%$1,879 2.51% $17,044 4.54%($523) -2.98% $93,715 4.54%$1,356 1.47% 2022 $77,927 4.52%$1,256 1.68% $17,251 4.52%$207 1.18% $95,177 4.52%$1,463 1.58% 2023 $94,466 4.50%$16,539 21.22% $6,749 4.50%($10,502) -59.78% $101,215 4.50%$6,038 6.34% 2024 $97,190 4.53%$2,724 2.88% $8,557 4.53%$1,808 10.61% $105,747 4.53%$4,532 4.48% Malahide ` Township 2020 $11,866 0.72%$207 1.77% $2,787 0.72%($25) -0.88% $14,652 0.72%$182 1.26% 2021 $12,459 0.74%$594 5.00% $2,770 0.74%($17) -0.62% $15,229 0.74%$576 3.93% 2022 $12,538 0.73%$79 0.66% $2,775 0.73%$6 0.21% $15,313 0.73%$84 0.58% 2023 $15,255 0.73%$2,717 21.67%$1,090 0.73%($1,686) -60.73% $16,345 0.73%$1,032 7.04% 2024 $15,502 0.72%$247 1.62% $1,365 0.72%$275 25.23% $16,867 0.72%$522 3.43% 2024 $2,145,963 $46,453 2.21%$188,940 $38,940 25.96%$2,334,903 $85,393 3.80% Operating Capital Combined 2020 1,644,960$ 386,350$ 2,031,310$ 2021 1,686,943$ 41,983$ 2.55%375,000$ (11,350)$ -2.94% 2,061,943$ 30,633$ 1.51% 2022 1,724,258$ 37,315$ 2.21%381,700$ 6,700$ 1.79% 2,105,959$ 44,015$ 2.13% 2023 2,099,510$ 375,251$ 21.76%150,000$ (231,700)$ -60.70% 2,249,510$ 143,551$ 6.82% 2024 2,145,963$ 46,453$ 2.21%188,940$ 38,940$ 25.96% 2,334,903$ 85,393$ 3.80% Total 9,301,634$ 1,481,990$ 10,783,625$ Notes: Operating Notes: Capital Notes: Combined 2020 $16.85 per capita 2020 $3.96 per capita 2020 $21.05 per capita 2021 $17.22 per capita 2021 $3.83 per capita 2021 $21.63 per capita 2022 $17.71 per capita 2022 $3.92 per capita 2022 $22.94 per capita 2023 $21.41 per capita 2023 $1.53 per capita 2023 $22.94 per capita 2024 $21.89 per capita 2024 $1.93 per capita 2024 $23.81 per capita Oxford County Apportionment:Oxford County Apportionment:Oxford County Apportionment: Norwich Twp.151,620$ Norwich Twp.13,349$ Norwich Twp.164,969$ South-West Oxford 44,661$ South-West Oxford 3,932$ South-West Oxford 48,593$ Tillsonburg 273,084$ Tillsonburg 24,044$ Tillsonburg 297,128$ 469,365$ 41,325$ 510,690$ % Increase Year over Year 5 Year Summary by Municipality of Levy Apportioned by CVA % Municipal Levy - Operating Municipal Levy - Capital Municipal Levy - Combined Amount of Levy Share % of Total Levy* $ Increase Year over Year % Increase Year over Year Amount of Levy Share % of Total Levy* $ Increase Year over Year % Increase Year over Year Amount of Levy Share % of Total Levy* $ Increase Year over Year BOARD OF DIRECTORS DRAFT 2024 BUDGET 4 Page 92 of 636 BOARD OF DIRECTORS Draft 2024 Budget Package November 8th, 2023 Page 93 of 636 About Long Point Region Conservation Authority (LPRCA) is a special purpose environmental body tasked with conserving natural resources for economic, social and environmental benefits and protecting people and property within the Long Point Region watershed from flooding, erosion and other natural hazards. Committed to working together to shape the future wellbeing of our watershed, LPRCA provides our eight member municipalities with watershed-based programs and services, and participates actively in collaborative partnerships with landowners, community organizations and all levels of government. LPRCA was formed in 1971 as a result of the amalgamation of the Big Creek Region (1948-1970) and Otter Creek (1954-1970) Conservation Authorities. Our area of responsibility, the Long Point Region watershed, is home to approximately 99,000 people and covers an area of 2,782 square kilometers. This watershed encompasses the entire Municipality of Bayham and the Town of Tillsonburg; most of Norfolk County; and portions of Haldimand County, the County of Brant, the Township of Norwich, and the Townships of Malahide and South-West Oxford. LPRCA provides quality of life and value-added services to residents through our programs. Services offered include watershed management, erosion control and mitigation, flood forecasting and warning, water quality and quantity monitoring, plan input and review, environmental education and land stewardship. LPRCA owns and manages over 11,000 acres of land throughout the watershed, preserving and improving the health of the region and providing recreational opportunities to watershed residents and visitors. Funded through municipal levy, revenue-generating activities and provincial support for government-mandated services, LPRCA's science-based integrated watershed management addresses the unique needs of the Long Point Region watershed, protecting and enhancing the varied natural landscapes, ecosystems and natural areas and ensuring a thriving, resilient and economically sustainable watershed for generations to come. BOARD OF DIRECTORS DRAFT 2024 BUDGET 2 Page 94 of 636 Table of Contents About. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Budget Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Consolidated Operating Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Consolidated Budget Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Municipal Levy – Consolidated. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Capital Levy by Municipality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Current Value Assessment Apportionment (2023). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Current Value Assessment Apportionment (2022). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 5-Year Summary by Municipality of Levy Apportionment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Watershed Planning and Technical Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Technical and Planning Service User Fees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Ontario Regulation 178/06 Permit Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Planning Act Review Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 Watershed Flood Control Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Healthy Watershed Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Conservation Authority Lands Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Forestry Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Lee Brown Marsh Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Lands and Waters Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Communication and Marketing Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Backus Heritage and Education Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Conservation Parks Management Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 Conservation Area User Fees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Public Forest Land Management Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Private Forest Land Management Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Maintenance Operation Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Corporate Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Corporate Services Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Capital Budget Summary – 2024. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Capital Budget Summary – 2024–2028. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 2024-2033 Flood Control Structures Capital Summary. . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44 Watershed Services Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50 Conservation Authority Lands Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Conservation Parks Management Services Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 Maintenance Operation Services Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Corporate Services Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Schedule of Land Holdings 2023. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 Appendix A: Fee Schedules. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Planning Act Review Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70 Ontario Regulation 178/06 Permit Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Conservation Area User Fees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73 Corporate Services Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75 Forestry Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Lee Brown Marsh Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75 Lands and Waters Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 BOARD OF DIRECTORS DRAFT 2024 BUDGET 3 Page 95 of 636 Introduction The draft 2024 operating budget in the amount of $5,868,270 requiring $2,145,963 of general levy representing an increase in the general levy of 2.21% or $46,453. The proposed 2024 capital budget of $696,340 requiring $188,940 of general levy representing an increase in the general capital levy of 25.96% or $38,940. The combined total general municipal levy of $2,334,903 requiring an increase of 3.80% or $85,393 overall compared to 2023. The 2024 budget includes a special levy of $60,000 for Norfolk County for Hay Creek Dam project. The 2024 operating budget includes a surplus of $220,950 that will fund the capital acquisition of motor pool equipment & vehicles and investment in campground infrastructure. At the August 24th, 2023 meeting of the Audit and Finance Committee budget direction was provided to prepare the Draft 2024 Budget with a maximum upside target increase to the municipal levy of 5.0%. The budget was prepared in collaboration with staff across the organization. The draft operating budget is an investment of $5,868,270 into programs and services provided throughout the watershed. The 2024 draft capital budget represents an investment of $696,340 in capital infrastructure, technology improvements and studies to provide program and services. The 2024 draft budget provides the organization with the resources necessary to provide quality services and experience to residents of the watershed and good value to our municipal partners and stakeholders in alignment with the strategic directions identified in the 2019 – 2023 LPRCA Strategic Plan. BOARD OF DIRECTORS DRAFT 2024 BUDGET 4 Page 96 of 636 20212022202320232024ActualActual Sept 30 YTD Budget Draft Budget$$$$$%Program:Watershed Planning and Technical Services397,680 441,714 308,846 398,020 439,146 41,12510.3%-16,326Watershed Flood Control Services 222,711 92,558107,534 269,270 320,079 50,80918.9%-50,809Healthy Watershed Services 173,447 243,281 184,173 251,522 167,227 (84,295) (33.5%) -(79,039)Conservation Authority Lands357,192 347,207 298,572 568,996 670,310 101,314 17.8%72,215Communication and Marketing Services81,286101,495 38,937 142,277 136,299 (5,978)(4.2%)-(1,978)Backus Heritage and Education Services 156,553 190,924 164,001 325,662 307,756 (17,905) (5.5%) -(144,845)Conservation Parks Management Services1,180,627 1,362,999 1,294,207 1,612,933 1,667,787 54,8543.4%-No levyPublic Forest Land Management Services307,663 271,042 242,327 320,160 297,532 (22,628) (7.1%)-No levyPrivate Forest Land Management Services136,090 150,013 90,354 119,355 188,427 69,07357.9% 11,443No levyMaintenance OperationsServices400,306 398,765 279,917 383,712 433,307 49,59512.9%-29,317Corporate Services1,025,774 1,099,434 915,916 1,176,846 1,240,400 63,5545.4%-103,648Total Program Expenditures4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4% 11,443 46,453 Objects of Expenses:Staff Expenses2,510,611 2,716,453 2,268,459 3,603,498 3,803,085 199,588 5.5%Staff Related Expenses34,18530,46031,98355,35552,305(3,050)(5.5%)Materials and Supplies269,764 353,400 257,224 306,018 333,009 26,9918.8%Purchased Services1,280,594 1,252,652 1,268,121 1,484,672 1,557,355 72,6834.9%Equipment45,66940,62542,42650,72553,7253,0005.9%Other59,07655,65056,57068,48568,7903050.4%Amortization239,431 250,192 ----0.0%Total Expenditures4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4%-Sources of Revenue:-Municipal Levy - Operating 1,686,943 1,724,259 1,574,632 2,099,510 2,145,963 46,4532.2%Provincial Funding50,218128,356 10,51022,44719,000(3,447)(15.4%)MNR Grant35,22935,2298,80735,22935,229-0.0%MNR WECI & Municipal Funding2,579-----0.0%Federal Funding33,80430,41613,2606,5793,994(2,585)(39.3%)User Fees2,748,884 2,991,521 3,139,914 3,100,555 3,248,872 148,317 4.8%Community Support275,847 434,312 467,773 539,233 618,345 79,11214.7%Interest on Investments24,36324,144----0.0%Land Donation------0.0%Gain on Sale of Assets1,21913,339----0.0%Contribution from (to) Reserves(419,757) (682,144) -14,65617,8163,16021.6%Transfer from/(to) Current Year Surplus ------0.0%Total Revenue4,439,329 4,699,432 5,214,897 5,818,209 6,089,220 271,011 4.7%Surplus - current year--1,290,114 249,455 220,950 (28,505) (11.4%)Long Point Region Conservation Authority 2024 DRAFT Consolidated Operating Budget2024 Change fromContribution (to) from Reserves $Increase to Levy $2023 BudgetBOARD OF DIRECTORS DRAFT 2024 BUDGET5Page 97 of 636 20212022202320232024ActualActual Sept 30 YTD Budget Budget$$$$$$%Total Operating Expenditures4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4%89.4%Total Capital Expenditures *349,326 349,326 170,336 651,955 696,340 44,385 6.8%10.6%Total Expenditures4,788,655 5,048,758 4,095,119 6,220,709 6,564,610 343,901 5.53%100.0%SOURCES OF REVENUEMunicipal Levy - Operating1,686,943 1,724,259 1,574,632 2,099,510 2,145,963 46,453 2.21%32.7%Municipal Levy - Capital349,326 349,326 368,550 150,000 188,940 38,940 25.96%2.9%Municipal Levy - Total2,036,269 2,073,585 1,943,182 2,249,510 2,334,903 85,393 3.80% 35.57%Municipal Levy - Special Norfolk- - - - 60,000 60,000 0.00%0.9%Total Municipal Levy2,036,269 2,073,585 1,943,182 2,249,510 2,394,903 145,393 6.46% 36.48%Provincial Funding50,218 128,356 10,510 22,447 19,000 (3,447) (15.4%)0.3%MNR Grant35,229 35,229 8,807 35,229 35,229 - 0.0%0.5%MNR WECI & Municipal Funding2,579 - - 132,500 75,000 (57,500) 0.0%1.1%Federal Funding33,804 30,416 13,260 66,579 3,994 (62,585) (94.0%)0.1%User Fees2,748,884 2,991,521 3,139,914 3,100,555 3,248,872 148,317 4.8%49.5%Community Support275,847 434,312 467,773 539,233 618,345 79,112 14.7%9.4%Interest on Investments24,363 24,144 - - - - 0.0%0.0%Land Donation- - - - - - 0.0%0.0%Gain on Sale of Assets1,219 13,339 - - - - 0.0%0.0%Contribution from(to) Reserves(419,757) (682,144) - 74,656 169,266 94,610 126.7%2.6%TOTAL REVENUE4,788,654 5,048,758 5,583,447 6,220,709 6,564,610 343,901 5.53% 100.0%* The Capital Expenditures in the 2024 Draft Budget are proposed to be funded by Municipal Levy of $188,940.**Special Levy of $60,000 to Norfolk County.Long Point Region Conservation Authority 2024 DRAFT Consolidated Budget Summary2024 Change from% of Approved Budget2023 BudgetBOARD OF DIRECTORS DRAFT 2024 BUDGET6Page 98 of 636 PER CAPITA PER CAPITA OPERATING CAPITAL TOTAL (Watershed) (Municipality) Haldimand County $308,299 $27,144 $335,443 $22.88 $8.01 Norfolk County $1,102,753 $97,091 $1,199,844 $23.41 $22.24 Norwich Twp.$151,620 $13,349 $164,969 $26.45 $19.57 South-West Oxford Twp.$44,661 $3,932 $48,593 $28.28 $8.48 Tillsonburg $273,084 $24,044 $297,128 $21.55 $21.55 Total Oxford County $469,365 $41,325 $510,690 Brant County $152,855 $13,458 $166,313 $30.46 $5.21 Bayham Municipality $97,190 $8,557 $105,747 $19.89 $19.89 Malahide Township $15,502 $1,365 $16,867 $25.31 $2.53 $2,145,963 $188,940 $2,334,903 $23.81 $14.08 Increase over 2023 $46,453.11 $38,940 $85,393 Per Capita Increase over 2023 $0.47 $0.40 $0.87 LPRCA 2024 MUNICIPAL LEVY - CONSOLIDATED - DRAFT MUNICIPALITY LEVY AMOUNTS BOARD OF DIRECTORS DRAFT 2024 BUDGET 7 Page 99 of 636 LPRCAHaldimand Norfolk Norwich South-WestBrant Bayham MalahideProjectCounty County Township Oxford Twp. Tillsonburg County Municipality Township TotalWatershed Services10,775$ 38,540$ 5,299$ 1,561$ 9,544$ 5,342$ 3,397$ 542$ 75,000$ Conservation Authority Lands718$ 2,569$ 353$ 104$ 636$ 356$ 226$ 36$ 5,000$ Conservation Parks Management Services-$ -$-$-$-$-$-$-$-$ Maintenance Operations Services3,425$ 12,251$ 1,684$ 496$ 3,034$ 1,698$ 1,080$ 172$ 23,840$ Communication and Marketing Services-$ -$-$-$-$-$-$-$-$ Corporate Services12,226$ 43,731$ 6,013$ 1,771$ 10,829$ 6,062$ 3,854$ 615$ 85,100$ TOTAL27,144$ 97,091$ 13,349$ 3,932$ 24,044$ 13,458$ 8,557$ 1,365$ 188,940$ 2024 Draft Capital Levy By Municipality Apportioned by CVA % BOARD OF DIRECTORS DRAFT 2024 BUDGET8Page 100 of 636 Municipality % in CA Municipal Population Municipal Population inCA Jurisdiction2023 Tax Year Current Value Assessment (CVA) (Modified)2023 Tax Year CVA (Modified) in CA JurisdictionCVA Based Apportionment PercentageCounty of Brant17319265,459 7,651,609,216 1,308,425,1767.1229%Bayham M10053165,316831,933,245 831,933,2454.5290%Malahide Tp106665667 1,326,938,185 132,693,8180.7224%Haldimand County354189614,664 7,540,022,556 2,639,007,89514.3665%Norfolk County955394751,250 9,936,265,436 9,439,452,16451.3873%Norwich Tp7484286,237 1,753,848,470 1,297,847,8687.0653%South-West Oxford Tp3057271,718 1,274,309,425 382,292,8282.0812%Tillsonburg T1001378813,788 2,337,574,098 2,337,574,09812.7255%167,69399,09818,369,227,092 100.00%Long Point Region Conservation Authority Current Value Assessment (CVA) Apportionment (2023)BOARD OF DIRECTORS DRAFT 2024 BUDGET9Page 101 of 636 Municipality % in CA Municipal Population Municipal Population inCA Jurisdiction2023 Tax Year Current Value Assessment (CVA) (Modified)2023 Tax Year CVA (Modified) in CA JurisdictionCVA Based Apportionment PercentageCounty of Brant-43574302,527,179 51,732,148 0.1167%Bayham M--27-2724,875,760 24,875,760 0.0295%Malahide Tp--53-523,652,150 2,365,215 -0.0042%Haldimand County-846296152,175,953 53,261,584 -0.0493%Norfolk County-475451150,726,544 143,190,217 -0.4402%Norwich Tp--17-1352,871,169 39,124,665 0.0478%South-West Oxford Tp--61-1821,157,149 6,347,145 -0.0148%Tillsonburg T-290290111,412,019 111,412,019 0.3144%TOTAL CHANGE18881049839,397,923 432,308,752 0.00%Municipality % in CA Municipal Population Municipal Population inCA Jurisdiction2022 Tax Year Current Value Assessment (CVA) (Modified)2022 Tax Year CVA (Modified) in CA JurisdictionCVA Based Apportionment PercentageCounty of Brant1731,491 5,3857,349,082,037 1,256,693,028 7.0062%Bayham M 100 5,343 5,343807,057,485 807,057,485 4.4994%Malahide Tp 10 6,718 6721,303,286,035 130,328,603 0.7266%Haldimand County 35 41,050 14,3687,387,846,603 2,585,746,311 14.4158%Norfolk County 95 53,472 50,7989,785,538,892 9,296,261,947 51.8275%Norwich Tp 74 8,445 6,2491,700,977,301 1,258,723,203 7.0175%South-West Oxford Tp 30 5,788 1,7361,253,152,276 375,945,683 2.0959%Tillsonburg T 100 13,498 13,4982,226,162,079 2,226,162,079 12.4111%165,80598,04917,936,918,340 100.00%Current Value Assessment (CVA) Apportionment (2022)Long Point Region Conservation Authority Current Value Assessment (CVA) Apportionment (2023)Year over Year AnalysisBOARD OF DIRECTORS DRAFT 2024 BUDGET10Page 102 of 636 LPRCADraft Budget Operating LevyDraft Budget Capital LevyDraft Budget Total Levy2,145,963$ $188,940$2,334,903MunicipalityYearHaldimandCounty 2020$232,601 14.14%$5,6372.48% $54,63114.14%($103)-0.19% $287,23114.14%$5,5341.96%2021$240,090 14.23%$7,4893.22% $53,37114.23%($1,260)-2.31% $293,46114.23%$6,2302.17%2022$245,330 14.23%$5,2392.25% $54,30914.23%$9381.72% $299,63814.23%$6,1772.15%2023$302,661 14.42%$57,33123.37% $21,62414.42%($32,685)-60.18% $324,28414.42%$24,6468.23%2024$308,299 14.37%$5,6381.86% $27,14414.37%$5,52025.53% $335,44314.37%$11,1593.44%NorfolkCounty 2020$865,971 52.64%$19,9962.36% $203,39052.64%($624)-0.31% $1,069,36152.64%$19,3731.85%2021$882,185 52.29%$16,2141.87% $196,10652.29%($7,284)-3.58% $1,078,29052.29%$8,9300.84%2022$901,067 52.26%$18,8832.18% $199,47052.26%$3,3641.65% $1,100,53752.26%$22,2472.08%2023$1,088,124 51.83%$187,05720.76% $77,74151.83%($121,729)-61.03% $1,165,86551.83%$65,3285.94%2024$1,102,753 51.39%$14,6291.34% $97,09151.39%$19,35024.89% $1,199,84451.39%$33,9782.91%$3,994OxfordCounty*2020$349,761 21.26%$5,5041.60% $82,14821.26%($872)-1.05% $431,90821.26%$4,6311.08%2021$360,609 21.38%$10,8483.10% $80,16221.38%($1,986)-2.42% $440,77121.38%$8,8622.05%2022$368,308 21.36%$7,6992.20% $81,53321.36%$1,3711.67% $449,84121.36%$9,0702.10%2023$451,909 21.52%$83,60122.70% $32,28721.52%($49,246)-60.40% $484,19621.52%$34,3557.64%2024$469,365 21.87%$17,4563.86% $41,32521.87%$9,03827.99% $510,69021.87%$26,4945.47%BrantCounty2020$109,970 6.69%$4,7424.51% $25,8296.69%$4521.78% $135,7996.69%$5,1943.98%2021$114,930 6.81%$4,9594.51% $25,5486.81%($280)-1.09% $140,4786.81%$4,6793.45%2022$119,089 6.91%$4,1593.78% $26,3636.91%$8143.15% $145,4526.91%$4,9743.66%2023$147,095 7.01%$28,00623.52% $10,5097.01%($15,854)-60.14% $157,6057.01%$12,1538.36%2024$152,855 7.12%$5,7603.92% $13,4587.12%$2,94928.06% $166,3137.12%$8,7095.53%BayhamMunicipality2020$74,792 4.55%$1,4221.94% $17,5664.55%($128)-0.72% $92,3594.55%$1,2941.42%2021$76,671 4.54%$1,8792.51% $17,0444.54%($523)-2.98% $93,7154.54%$1,3561.47%2022$77,927 4.52%$1,2561.68% $17,2514.52%$2071.18% $95,1774.52%$1,4631.58%2023$94,466 4.50%$16,53921.22% $6,7494.50%($10,502)-59.78% $101,2154.50%$6,0386.34%2024$97,190 4.53%$2,7242.88% $8,5574.53%$1,80810.61% $105,7474.53%$4,5324.48%Malahide`Township 2020$11,866 0.72%$2071.77% $2,7870.72%($25)-0.88% $14,6520.72%$1821.26%2021$12,459 0.74%$5945.00% $2,7700.74%($17)-0.62% $15,2290.74%$5763.93%2022$12,538 0.73%$790.66% $2,7750.73%$60.21% $15,3130.73%$840.58%2023$15,255 0.73%$2,71721.67% $1,0900.73%($1,686)-60.73% $16,3450.73%$1,0327.04%2024$15,502 0.72%$2471.62% $1,3650.72%$27525.23% $16,8670.72%$5223.43%2024$2,145,963$46,4532.21%$188,940$38,94025.96%$2,334,903$85,3933.80%% Increase Year over Year 5 Year Summary by Municipality of Levy Apportioned by CVA %Municipal Levy - Operating Municipal Levy - CapitalMunicipal Levy - CombinedAmount of Levy Share% of Total Levy*$ Increase Year over Year% Increase Year over YearAmount of Levy Share% of Total Levy*$ Increase Year over Year% Increase Year over YearAmount of Levy Share% of Total Levy*$ Increase Year over YearBOARD OF DIRECTORS DRAFT 2024 BUDGET11Page 103 of 636 OperatingCapitalCombined20201,644,960$ 386,350$ 2,031,310$ 20211,686,943$ 41,983$ 2.55%375,000$ (11,350)$ -2.94% 2,061,943$ 30,633$ 1.51%20221,724,258$ 37,315$ 2.21%381,700$ 6,700$ 1.79% 2,105,959$ 44,015$ 2.13%20232,099,510$ 375,251$ 21.76%150,000$ (231,700)$ -60.70% 2,249,510$ 143,551$ 6.82%20242,145,963$ 46,453$ 2.21%188,940$ 38,940$ 25.96% 2,334,903$ 85,393$ 3.80%Total9,301,634$ 1,481,990$ 10,783,625$ Notes: Operating Notes: CapitalNotes: Combined2020 $16.85per capita2020 $3.96per capita2020 $21.05per capita2021 $17.22per capita2021 $3.83per capita2021 $21.63per capita2022 $17.71per capita2022 $3.92per capita2022 $22.94per capita2023 $21.41per capita2023 $1.53per capita2023 $22.94per capita2024 $21.89per capita2024 $1.93per capita2024 $23.81per capitaOxford County Apportionment:Oxford County Apportionment:Oxford County Apportionment:Norwich Twp.151,620$ Norwich Twp.13,349$ Norwich Twp.164,969$ South-West Oxford 44,661$ South-West Oxford 3,932$ South-West Oxford 48,593$ Tillsonburg273,084$ Tillsonburg24,044$ Tillsonburg297,128$ 469,365$ 41,325$ 510,690$ BOARD OF DIRECTORS DRAFT 2024 BUDGET12Page 104 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences PROGRAM MANAGER Action Plan Comply to the new planning regulation that will replace 178/06 and related documents. Participate in the Watershed Resource Management Strategy due December 31, 2024. Report regularly on application turnaround times. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget $$$$ $ $% ACTIVITIES Technical and Planning Services 255,064$ 245,658$ 164,319$ 209,622$ 261,084$ 51,461$ 25% Technical Study Services 103,679 47,800 12,876 25,798 28,751 2,953 11% Administration and Enforcement - 109,227 131,651 162,599 149,310 (13,289) 0% Amortization 38,937 39,030 - - - - 0% 397,680$ 441,714$ 308,846$ 398,020$ 439,146$ 41,125$ 10.33% OBJECTS OF EXPENSES Staff Expenses - Note 1 334,993$ 386,288$ 290,956$ 349,420$ 389,546$ 40,125$ 11% Staff Related Expenses - Note 2 3,810 2,514 4,704 7,400 7,400 - 0% Materials and Supplies 2,294 635 14 5,700 4,700 (1,000) -18% Purchased Services - Note 3 17,647 11,326 11,250 29,000 31,000 2,000 7% Equipment - 1,923 1,923 6,500 6,500 - 0% Amortization 38,937 39,030 - - - - 0% TOTAL EXPENDITURES 397,680$ 441,714$ 308,846$ 398,020$ 439,146$ 41,125$ 10.33% SOURCES OF REVENUE Municipal Levy 206,443$ 203,117$ 119,259$ 159,012$ 175,338$ 16,326$ 10.27% Provincial Funding 7,500 - - - - - 0% MNRF Transfer Payment 8,807 8,807 8,807 8,807 8,807 - 0% User Fees - Pre-Consultation 11,250 12,596 4,200 11,845 10,000 (1,845) -16% User Fees - Lawyer Inquiries 45,289 27,451 18,455 25,956 25,000 (956) -4% Planning Act Review Fees 109,642 125,232 80,889 82,400 100,000 17,600 0% User Fees - Planning/Technical Service Fees 120,494 146,930 93,749 110,000 120,000 10,000 9% Contribution from/(to) Reserves (111,749) (82,418) - - - - 0% TOTAL REVENUE 397,680$ 441,714$ 325,359$ 398,020$ 439,146$ 41,125$ 10.33% NOTES 1. COLA increase, 2 employee moving in the pay grid steps. 2. Courses and professional memberships for 3 staff members. 3.SWOOP mapping imagery, EGRIS software and planning legal services. Watershed Planning and Technical Services Budget 2023 Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET WATERSHED PLANNING AND TECHNICAL SERVICES WATERSHED PLANNING AND TECHNICAL SERVICES Leigh-Anne Mauthe 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 13 Page 105 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Watershed Services increased to 0.9 FTE from 0.7 FTE. 3.35 3.69 Manager of Engineering & Infrastructure 0.25 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager of Watershed Services 100% 1.00 90%0.90 0.70 0.60 Manager of Engineering & Infrastructure 0% 0.00 25%0.25 0.00 0.00 Lands & Waters Supervisor 0% 0.00 5%0.05 0.00 0.00 Project Consultant 0% 0.00 5%0.05 0.14 0.00 Resource Planner 200% 2.00 200%2.00 2.00 1.36 Planning Technician & Regulations Officer 0% 0.00 0%0.00 0.00 1.00 Development Technician 0% 0.00 0%0.00 0.75 0.00 GIS/IT Specialist 0% 0.00 0%0.00 0.00 0.35 Water Resources Analyst 0% 0.00 10%0.10 0.10 0.30 Water Resources EIT (Contract)0% 0.00 0%0.00 0.00 0.60 3.00 3.35 3.69 4.21 BOARD OF DIRECTORS DRAFT 2024 BUDGET 14 Page 106 of 636 Technical and Planning Service User Fees Program Cost Recovery Goal In 2012, the LPRCA Board of Directors directed staff to prepare a planning fee implementation strategy designed to achieve a 60/40 user/municipal cost sharing for Technical and Planning Services through the administration of fees. The 60/40 user/municipal cost-share is chosen to represent the proportion of the program cost for reviewing and providing comment on municipal planning applications, Section 28 permit applications, and responding to lawyer inquiries, versus all other related activities. The 2024 budget user fees represent 60%, MNRF Grant 2% and municipal levy of 38% cost-share as directed in 2012. Staff time and resources dedicated to Planning Act applications, Section 28 permit applications, and lawyer’s inquiries are cost recovery, and the time spent on administration, training, and enforcement is supported by the levy. 2023 Revenue Planning User fees are down approximately 20% from this time last year; however, we are still on target to exceed the 2023 budget of $230,000. Planning Act inquiries were exceedingly high in 2022 resulting greater than projected revenues. Planning Act applications, permit and pre-consultations are projected to be in line with 2023 budget. Proposed 2024 Technical and Planning Service User Fees In the 2023 budget staff proposed planning users fees increase of 3% and prior to the fee schedule taking effect, the Minister of Natural Resources and Forestry by a Minister’s Direction prohibited Conservation Authorities to make any changes to the fee amount charged associated with planning, development and permitting fees effective from January 1, 2023, to December 31, 2023. The freeze was applied to all 36 Conservation Authorities. As a result, LPRCA fees relating to planning, development and permitting have been frozen at the 2022 levels. Staff are proposing the fees for 2024 to increase on average 5%. Considering planning fees have been frozen at the 2022 rates this would mean an annualized increase of 2.5% including 2023. The 2024 user fee revenue budget is based on a trend analysis of the previous three years including the projection of 2023 year-to-date revenues with an approximate 5% increase applied. BOARD OF DIRECTORS DRAFT 2024 BUDGET 15 Page 107 of 636 Application Type 2023 Fees Proposed 2024 Fees % Change Complex development, interference and alteration Development/work with a high risk and/or potential impact to natural hazards or natural features. One or more studies are required, e.g. an environmental impact study, hydraulic analysis, storm water management report or slope stability study. Examples: Large fill placement, removal, grading (greater than 1000 m3) Golf courses New watercourse bank stabilization New Lake Erie shoreline protection structure Bridge replacement Channel realignment $ 1,380 $ 1,450 5% General On Site Technical Advice Fee (Will be applied to permit application if submitted within 12 months from inspection)$ 248.60 HST included $ 260.00 HST included 5% Wetland Boundary Delineation (Review of MNRF Wetland boundary in the field by LPRCA ecologist, on property owner request) $ 360.00 HST included $ 375.00 HST included 4% Title Clearance (solicitor, realtor, other requests for detailed property information)$ 248.60 HST included $ 260.00 HST included 5% Violations/Application where work has proceeded without authorization 2 x Fee 2 x Fee Permit Revisions (Must be minor in nature and permit must still be valid.) $ 95 $ 100 5% Minister's Zoning Order (MZO) (Permit associated with a Minister's Zoning Order) Cost recovery Cost recovery 6. Where a Section 28 permit approval is required in addition to a Planning Act application for the same activity, the Section 28 permit fee will be discounted 50%. 8. Costs associated with permits (including any conditions) issued under a Minister's Zoning Order shall be paid by the applicant, this includes but is not limited to staff time, any legal review, board expenses, etc. Ontario Regulation 178/06 Permit Fees 1. It is strongly recommended that proponents pre-consult with LPRCA and, if necessary the municipality, prior to the submission of an application and th preparation of detailed plans and technical report(s). 2. Fees must be paid at the time the permit application is submitted. Fees may be paid by debit, cash or cheque (made out to the Long Point Region Conservation Authority) over the phone by credit card or at the LPRCA administration office 3. In the event that the application is placed in a higher fee category, the difference in fee must be paid prior to review. If the application is placed in a lower category, LPRCA will reimburse the applicant accordingly. 4. Fees are assessed based on the extent of review required. LPRCA reserves the right to levy supplementary fees should the review require a substantially greater level of effort than covered by the standard categories above; this supplementary fee includes the peer review of any relevant documents or information. 5. The fees for technical review include one comprehensive review, and one review of the resubmission. Second and each additional resubmission sha are subject to a resubmission fee of 20% of the original application up to a maximum of $525. General Notes for all Application Fees 7. Where a permit has been submitted for an activity across multiple properties and applicants working together, the fee for each property shall be calculated as 50% of the permit fee. For example, the fee for a new shoreline protection structure constructed across two properties is $725 each. BOARD OF DIRECTORS DRAFT 2024 BUDGET 16 Page 108 of 636 Application Type 2023 Fees Proposed 2024 Fees % Change Very minor development Development with very low risk of impact on natural hazards or natural features. Examples: Non-habitable accessory structures less than 23 m2 (247 ft2) , e.g. decks, fences, above-ground pools, barns, sheds Fill placement removal and/or grading (landscaping, driveway top-dressing) Off-line pond maintenance $ 200 $ 210 5% Minor development, interference and alteration Development/work with low risk of impact on natural hazards or natural features. No technical reports are required. Examples: Raising building or additions not requiring engineered drawings Repairs/renovations to existing building Non-habitable accessory structures less than 100 m2 (1076ft2) Septic system Fill placement, removal/or grading (not requiring engineered plans) Minor development (as listed above) more than 30 metres from a wetlands New or replacement residential structures more than 30 metres from a wetland Minor utilities (directional bore) New offline ponds (grading plan required) Docks, boathouses Routine/maintenance dredging Minor repairs to existing shoreline structures Maintenance, repair or replacement of access crossings Other applications not deemed by staff to be “Major” in nature $ 405 $ 425 5% Major development, interference and alteration Development/work with moderate risk of impact on natural hazards or natural features. Detailed report and/or plans are required. Examples: Raising building or additions requiring engineered plans Non-habitable accessory structures greater than 100 m2 (1076ft2) New or replacement structures in a natural hazard area Fill placement, removal and/or grading (requiring engineered plans) Development (including minor development as listed above) less than 30 metres from a wetland Major development greater than 30 m from a wetland New offline pond with overflow or channel connection Maintenance/repairs to existing shoreline structures Water crossing, bridge repair Stormwater management outlet structure Other applications deemed by staff to be “Major” in nature $ 695 $ 730 5% Ontario Regulation 178/06 Permit Fees BOARD OF DIRECTORS DRAFT 2024 BUDGET 17 Page 109 of 636 Application Type 2023 Fees Proposed 2024 Fees % Change Preconsultation Fee Review, comment, or participation in preconsultation process $300 $315 5% Subdivision and Vacant Land Condominium $1,380 + $100/lot (Total Maximum $15,000.00 +HST) $1,450 + $105/lot (Total Maximum $15,000.00 +HST)5% To draft plan approval including associated OPA and ZBA $455 $475 4% Red-line revision (applicant initiated) $720 $755 5% Technical plans and reports (SWM with grading & sediment and erosion $225 $235 4% Clearance letter (each phase) Zoning By-Law Amendment Minor $455 $475 4% Accompanied by 1 technical report $720 $755 5% Accompanied by 2 technical reports $1,430 $1,500 5% Combined Official Plan/Zoning By-Law Amendment Minor $720 $755 5% Accompanied by 1 technical report $1,430 $1,500 5% Accompanied by 2 technical reports $2,060 $2,160 5% Consent (severance) Minor $455 $475 4% Accompanied by 1 technical report $720 $755 5% Accompanied by 2 technical reports $1,430 $1,500 5% Variance Minor $455 $477 5% Accompanied by 1 technical report $720 $755 5% Accompanied by 2 technical reports $1,430 $1,500 5% Site Plan Control Minor $455 $475 4% Accompanied by 1 technical report $720 $755 5% Accompanied by 2 technical reports $1,430 $1,500 5% Complex Application (incl. OPA/ZBL/Site Plan) for golf courses, trailer parks, campgrounds and lifestyle communities. $2,060 $2,160 5% General Notes for All Application Fees: 8. Where a Section 28 permit approval is required in addition to a Planning Act application for the same activity, the Section 28 permit fee will be discounted 50%. 7. Fees must be paid at the time the application is submitted. Planning Act Review Fees 6.The fees for technical review include one comprehensive review, and one review of the resubmission. Second and each additional resubmission shall are subject to a resubmission fee of 20% of the original application up to a maximum of $525. 1.It is strongly recommended that proponents pre-consult with LPRCA and, if necessary the municipality, prior to the submission of all applications and the preparation of detailed technical reports(s). 2.This fee schedule is effective as of January 1, 2024 and LPRCA reserves the right to revise this fee schedule at any time without notice to adequately cover the costs to provide the service. 3.All applicable taxes are extra. 4.Applications that fall under one or more categories will be charged at the highest rate. 5. Fees are assessed based on the extent of review required. LPRCA reserves the right to levy supplementary fees should the review BOARD OF DIRECTORS DRAFT 2024 BUDGET 18 Page 110 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences PROGRAM MANAGER Action Plan Develop Asset Management Plan for natural hazard infrastructure due Dec. 31, 2024. Vittoria Dam Environmental Assessment, hydraulic model & floodplain mapping for Big Otter. Hay Creek Dam engineering and design project. Apply for WECI funding for projects. 2021 2022 2023 2023 2024 Actual Actual Sept 30 YTD Budget Budget $$$$ $ $% ACTIVITIES Flood Control Administrative Services 91,128$ 50,581$ 74,986$ 107,406$ 97,610$ (9,796)$ -9% Flood Forecasting and Warning Services 35,925 20,518 14,517 51,905 85,333 33,428 64% General Operational Services 17,004 7,952 2,209 38,843 39,984 1,141 3% Structures - Minor Maintenance Services 39,349 5,941 1,452 53,839 79,383 25,544 47% Structures - Preventative Maintenance Services 3,153 7,552 14,370 17,276 17,768 492 3% Deer Cr Dam Chamber Repair - WECI 1,690 14 - - 0% Port Rowan Climate/Hydrometric Monitoring Station 9,572 - - - - - 0% Norwich Dam - Dam Safety Review - WECI 24,708 - - - 0% Norwich Dam - Embankment Design - WECI 181 - - - - - 0% 222,711$ 92,558$ 107,534$ 269,270$ 320,079$ 50,809$ 18.87% OBJECTS OF EXPENSES Staff Expenses - Note 1 169,319$ 71,722$ 86,910$ 218,745$ 277,054$ 58,309$ 27% Staff Related Expenses - Note 2 608 525 1,847 2,700 2,700 - 0% Materials and Supplies 6,161 3,392 405 7,800 7,800 - 0% Purchased Services 33,756 9,451 9,415 32,525 23,525 (9,000) -28% Equipment 12,866$ 7,469$ 8,958$ 7,500$ 9,000 1,500 0% TOTAL EXPENDITURES 222,711$ 92,558$ 107,534$ 269,270$ 320,079$ 50,809$ 18.87% SOURCES OF REVENUE Municipal Levy 186,452$ 178,189$ 182,136$ 242,848$ 293,657$ 50,809$ 21% Provincial Funding 24,534 116,433 - - - - 0% MNRF Transfer Payment 26,422 26,422 - 26,422 26,422 - 0% MNR WECI & Municipal Funding 2,579 - - - - - 0% Contribution from/(to) Reserves (17,276) (228,485) - - - - 0% TOTAL REVENUE 222,711$ 92,558$ 182,136$ 269,270$ 320,079$ 50,809$ 18.87% NOTES 1. COLA increase and 2 staff moving in the grid. 2. Conference, course, and memberships expenses for two staff. Watershed Flood Control Services Budget 2023 Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET WATERSHED FLOOD CONTROL SERVICES WATERSHED FLOOD CONTROL SERVICES Leigh-Anne Mauthe 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 19 Page 111 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Engineering & Infrastructure 0.50 FTE. 2.13 1.96 Development technician reduced 0.15 FTE. Manager of Watershed Services reduced 0.3 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager of Engineering & Infrastructure 100% 1.00 50%0.50 0.00 0.00 Manager of Watershed Services 0% 0.00 0%0.00 0.30 0.40 Project Consultant 0% 0.00 5%0.05 0.14 0.00 Water Resources Analyst 100% 1.00 80%0.80 0.80 0.70 SWP/Water Resources Specialist 0% 0.00 0%0.00 0.00 0.45 Lands & Waters Supervisor 0% 0.00 34%0.34 0.20 0.21 Water Resources Analyst EIT (Contract)0% 0.00 0%0.00 0.00 0.15 Workshop Technician 0% 0.00 20%0.20 0.18 0.18 Workshop Supervisor 0% 0.00 10%0.10 0.10 0.10 Development Technician 0% 0.00 0%0.00 0.15 0.00 Seasonal Support 0% 0.00 14%0.14 0.09 0.09 2.00 2.13 1.96 2.28 BOARD OF DIRECTORS DRAFT 2024 BUDGET 20 Page 112 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences PROGRAM MANAGER Action Plan Target 5 Grant Funded erosion control projects on private landowners properties. Monitor 5 Sea Lamprey barriers five times throughout the year under contract with DFO. Source Water Protection coordinated with GRCA. Administer the Grant Funded crop cover program. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget $$$$ $ $% ACTIVITIES 39,987$ 51,667$ 44,379$ 90,854$ 12,718$ (78,136)$ -86% -2,797 - - -- 0% 32,103 32,955 27,556 50,305 61,970 11,665 23% 9,175 1,606 - - -- 0% 3,033 1,652 1,426 5,394 5,544 150 3% 2,740 1,728 2,708 5,433 3,994 (1,439) -26% 4,370 3,477 3,133 13,553 13,731 178 1% - -- - 19,265 19,265 0% 3,909 -- - --0% 33,329 91,054 75,812 84,838 50,005 (34,833) 0% 2,931 1,348 11,225 - -- 0% 41,869 54,997 17,934 1,146 -(1,146) -100% 173,447$ 243,281$ 184,173$ 251,522$ 167,227$ (84,295)$ -33.51% Land Stewardship Administration* Drain Classification - DFO/Norfolk County Surface & Groundwater Quality Monitoring Services Sediment and Erosion Control Services Watershed Low Water Response Services Lamprey Barrier Inspection Services Water Supply Source Protection Planning Stream Health Monitoring* RBC Blue Water Project ICAP - Integrated Conservation Action Plan COA Agreement Specific Initiatives and Services OBJECTS OF EXPENSES Staff Expenses - Note 1 106,773$ 128,890$ 76,054$ 158,887$ 109,220$ (49,667)$ -31% Staff Related Expenses 265 797 173 1,000 -(1,000)0% Materials and Supplies 7,300 16,445 18,011 2,146 2,000 (146)-7% Purchased Services 59,110 97,150 89,935 89,489 56,007 (33,482)-37% TOTAL EXPENDITURES 173,447$ 243,281$ 184,173$ 251,522$ 167,227$ (84,295)$ -33.51% SOURCES OF REVENUE Municipal Levy 117,073$ 111,946$ 109,915$ 146,553$ 67,514$ (79,039)$ (53.93%) Provincial Funding -1,225 - - -- 0% Federal Funding 33,804 13,840 - 6,579 3,994 (2,585) -39% User Fees 1,239 310 - - -- 0% Community Support 54,239 152,891 106,773 98,390 63,736 (34,654) -35% Contribution from/(to) Reserves (32,909) (36,931) - - -- 0% Transfer from/(to) Current Year Surplus - Note 2 - -- - 31,983 31,983 0% TOTAL REVENUE 173,447$ 243,281$ 216,688$ 251,522$ 167,227$ (84,295)$ -33.51% NOTES * Category 3 programs and services funded by current year surplus transfer. 1. COLA increase and 1 staff moving in the pay grid steps. 2. Transfer from user fee programs and services to fund Healthy Watershed Category 3 programs and services. Healthy Watershed Services Budget 2023 Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET HEALTHY WATERSHED SERVICES HEALTHY WATERSHED SERVICES Leigh-Anne Mauthe 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 21 Page 113 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Watershed Services added 0.1 FTE. 1.03 1.61 Water Resources Analyst for Source Water Protection. Healthy Watershed Technician reduced to 0.82 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager of Watershed Services 0%0 10%0.10 0.00 0.00 SWP/Water Resources Specialist 0%0.00 0%0.00 0.00 0.55 Forestry Technician 0%0.00 0%0.00 0.00 0.10 Lands & Waters Supervisor 100%1.00 24%0.24 0.53 0.40 Water Resources Analyst 0%0.00 10%0.10 0.10 0.00 HWS Technician 100%1.00 58%0.58 0.97 0.36 General Manager 0%0.00 1%0.01 0.01 0.01 2.00 1.03 1.61 1.42 BOARD OF DIRECTORS DRAFT 2024 BUDGET 22 Page 114 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences PROGRAM MANAGER #4 Organizational Excellence Action Plan Manage Lee Brown Marsh for sustainable hunting opportunities and a healthy ecosystem. Provide opportunities for visitors to enjoy outdoor recreational activities. Support Authority initiatives and enforce regulations on Authority lands. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget $$$ $ $ $ % ACTIVITIES Administration & Enforcement 145,367$ 164,160$ 146,078$ 242,514$ 314,101$ 71,586$ 30% Parkettes Services 28,928 26,340 59,050 88,023 93,287 5,264 6% Lee Brown Waterfowl Management Services 147,032 126,058 66,003 151,375 166,500 15,125 10% Hazard Tree Removal 33,075 26,607 24,980 83,584 86,548 2,964 4% Fish and Wildlife Support Services 2,790 4,042 2,461 3,500 3,500 - 0% Partner Agreement Management - - - - 6,374 6,374 0% 357,192$ 347,207$ 298,572$ 568,996$ 670,310$ 101,314$ 17.81% OBJECTS OF EXPENSES Staff Expenses - Note 1 160,192$ 151,702$ 110,919$ 302,476$ 400,170$ 97,694$ 32% Staff Related Expenses - - - 150 150 - 0% Materials and Supplies 24,839 20,955 12,224 30,046 29,723 (323) -1% Purchased Services 172,161 174,549 175,429 236,325 240,267 3,942 2% TOTAL EXPENDITURES 357,192$ 347,207$ 298,572$ 568,996$ 670,310$ 101,314$ 17.81% SOURCES OF REVENUE Municipal Levy 110,735$ 253,425$ 259,479$ 345,971$ 418,186$ 72,215$ 20.87% User Fees - Note 2 219,643 199,238 223,577 223,025 245,750 22,725$ 10% Contribution from/(to) Reserves - Note 3 26,814 (105,456) - - 6,374 6,374$ 0% TOTAL REVENUE 357,192$ 347,207$ 483,056$ 568,996$ 670,310$ 101,314$ 17.81% NOTES 1. COLA increase, 2 staff moving up the grid. 2. Lee Brown Marsh fees - $105,000. 3. Partner Agreement Management - $6,374 from reserves. Conservation Authority Lands Budget 2023 Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET CONSERVATION AUTHORITY LANDS Conservation Authority Lands Judy Maxwell 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 23 Page 115 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Conservation Lands increased to 0.3 FTE from 0.18 FTE. 3.27 2.65 Supervisor of Forestry increased to 0.43 FTE from 0.07 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Lee Brown Marsh Manager 100% 1.00 100%1.00 1.00 1.00 Manager Conservation Land Services 0% 0.00 30%0.30 0.18 0.08 Support Staff (4)154% 1.54 82%0.82 0.82 0.00 Support Staff (2)154% 1.54 48%0.48 0.38 0.00 Superintendent of Conservation Areas 0% 0.00 18%0.18 0.18 0.00 Supervisor of Forestry 0% 0.00 43%0.43 0.07 0.00 Forestry Technician 0% 0.00 6%0.06 0.02 0.00 4.08 3.27 2.65 1.08 BOARD OF DIRECTORS DRAFT 2024 BUDGET 24 Page 116 of 636 Draft 2024 before HST LEE BROWN MARSH Goose Relocation - Per Canada goose $6.20 Hunting Fees 1-Day Field Hunt , 1 person $53.10 1-Day (midweek) Marsh Hunt, 1 person $479.79 1-Day (midweek) Marsh Hunt, 4 people $1,636.90 3-Day Marsh Hunt for 4 people $4,092.27 Draft 2024 before HST LANDS AND WATERS Tree Planting Program - Forest Ontario Sponsored Full Service (Seedling and Planting) per tree1 $0.60 Private Landowner Tree Planting Program Land Owner Cost per tree2 $0.82 - $2.45 Full Service (Seedling and Planting) per tree3 $1.50 - $3.05 Rental of Tree Planter per day for trees purchased from the Conservation Authority $75.00 Restoration Program Erosion Control - Landowner Plans $350.00 1 Pricing subject to change without notice. Subject to approval and availability. Minimum 500 seedlings must be planted. 2 Pricing subject to change without notice. Subject to availability. Minimum 150 seedlings/species. 3 Pricing subject to change without notice. Subject to availability. Minimum 5 acres and 500 seedlings. CONSERVATION LANDS - LEE BROWN MARSH FEE SCHEDULE LONG POINT REGION CONSERVATION AUTHORITY LONG POINT REGION CONSERVATION AUTHORITY CONSERVATION LANDS - LANDS AND WATERS FEE SCHEDULE BOARD OF DIRECTORS DRAFT 2024 BUDGET 25 Page 117 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences PROGRAM MANAGER #4 Organizational Excellence Action Plan Advertise and promote the programs & services of the Authority. Increase the awareness of the Authority's accomplishments via social media. Update information on the Authority website. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget $$$$$$% ACTIVITIES Communication and Marketing Services 71,550$ 95,974$ 26,706$ 129,131$ 122,963$ (6,168)$ -5% Leighton & Betty Brown Scholarship Trust Fund 3,000 2,000 2,000 1,000 1,000 - 0% LPRCA Memorial Woodlot Services 6,737 3,521 10,231 12,146 12,335 189 2% 81,286$ 101,495$ 38,937$ 142,277$ 136,299$ (5,978)$ -4.20% OBJECTS OF EXPENSES Staff Expenses - Note 1 68,777$ 80,827$ 28,248$ 104,027$ 98,799$ (5,228)$ -5% Staff Related Expenses 202 1,279 67 1,650 1,650 - 0% Materials and Supplies 8,942 7,488 5,795 11,550 11,300 (250) -2% Purchased Services 3,365 11,901 4,826 25,050 24,550 (500) -2% TOTAL EXPENDITURES 81,286$ 101,495$ 38,937$ 142,277$ 136,299$ (5,978)$ -4.20% SOURCES OF REVENUE Municipal Levy 92,994$ 96,719$ 97,708$ 130,277$ 128,299$ (1,978)$ -1.52% Community Support - Note 2 11,444 8,976 7,270 12,000 8,000 (4,000) -33% Contribution from/(to) Reserves (23,152) (4,200) - - - - 0% TOTAL REVENUE 81,286$ 101,495$ 104,978$ 142,277$ 136,299$ (5,978)$ -4.20% NOTES 1. COLA increase, 1 employee moving up the grid. 2. Memorial Woodlot Donations of $7,000 and the Leighton & Betty Brown Fund Interest for Scholarships of $1,000. Communication and Marketing Services Budget 2023 Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET COMMUNICATION AND MARKETING SERVICES COMMUNICATION AND MARKETING SERVICES Aaron LeDuc 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 26 Page 118 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 The FTE's remain at the 2023 level. 1.08 1.08 FTE TOTAL DEPARTMENT 2024 2023 2022 Marketing & Social Media Associate 100% 1.00 100% 1.00 1.00 1.00 Seasonal Support 0% 0.00 8% 0.08 0.08 0.08 1.00 1.08 1.08 1.08 BOARD OF DIRECTORS DRAFT 2024 BUDGET 27 Page 119 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #2 Deliver Exceptional Services & Experiences #4 Organizational Excellence PROGRAM MANAGER Action Plan Deliver student Outdoor Education & Heritage Programs. Revitalization Project at the Education Centre final phase of display installation. Collection management project continuation. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget ACTIVITIES $$$$$$% Education Centre 4,390$ 27,657$ 30,506$ 48,103$ 49,546$ 1,442$ 3% Educational and Interactive Program Services 13,290 15,095 34,494 99,744 84,423 (15,321) -15% Heritage Village and Historical Services*99,176 108,270 99,001 177,815 173,788 (4,027) -2% Amortization 39,696 39,902 - - - - 0% 156,553$ 190,924$ 164,001$ 325,662$ 307,756$ (17,905)$ -5.50% OBJECTS OF EXPENSES Staff Expenses - Note 1 85,159$ 118,071$ 110,178$ 266,620$ 247,646$ (18,974)$ -7% Staff Related Expenses 573 628 203 2,550 1,550 (1,000) -39% Materials and Supplies 3,069 3,877 14,596 9,392 11,361 1,969 21% Purchased Services 28,055 28,446 39,023 47,100 47,200 100 0% Amortization 39,696 39,902 - - - - 0% TOTAL EXPENDITURES 156,553$ 190,924$ 164,001$ 325,662$ 307,756$ (17,905)$ -5.50% SOURCES OF REVENUE Municipal Levy 92,146$ 94,968$ 112,820$ 150,426$ 5,582$ (144,845)$ -96% Provincial Funding-Student programs 2,993 - - 12,447 4,500 (7,947) -64% Federal Funding - COVID-19 Funding - 16,576 13,260 - - - 0% Other - Interest on Investments, Misc.- - - - - - 0% User Fees - Educational non contract programs - 823 1,402 3,000 3,000 - 0% User Fees - Heritage non contract programs 1,974 1,937 8,586 4,602 4,606 4 0% Community Support - Note 2 58,102 54,030 57,803 155,187 156,074 887 1% Contribution from (to) Reserves 1,337 22,590 - - - - 0% Transfer from/(to) Current Year Surplus - Note 3 - - - - 133,995 133,995 0% TOTAL REVENUE 156,553$ 190,924$ 193,871$ 325,662$ 307,756$ (17,905)$ -5.50% NOTES * Category 3 programs and services funded by current year surplus transfer. 1. COLA increase, 3 staff moving up the grid. 2. Community support revenue includes the interest from the endowment fund of $100,000 and the contracts with the school boards is $50,574. 3. Transfer from user fee programs & services to fund Heritage programs. Backus Heritage and Education Services Budget 2023 Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET BACKUS HERITAGE AND EDUCATION SERVICES BACKUS HERITAGE AND EDUCATION SERVICES Judy Maxwell 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 28 Page 120 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Heritage Programmer to 0.81 FTE from 0.5 FTE. 3.24 3.80 Curatorial Assistant position incorporated into Heritage Programmer extended term. FTE TOTAL DEPARTMENT 2024 2023 2022 Superintendent of Conservation Areas 0%0.00 25%0.25 0.30 0.30 Curatorial Assistant 0%0.00 0%0.00 0.50 0.00 Curator 90%0.90 90%0.90 0.90 0.90 Heritage Programmer 81%0.81 81%0.81 0.50 0.00 Outdoor Educator 50%0.50 50%0.50 0.50 0.77 Carpenter 0%0.00 0%0.00 0.05 0.05 Workshop Supervisor 0%0.00 5%0.05 0.05 0.05 Heritage Program Students (2)50%0.50 50%0.50 0.50 1.27 Outdoor Education Students 23%0.23 23%0.23 0.50 0.23 2.94 3.24 3.80 3.57 BOARD OF DIRECTORS DRAFT 2024 BUDGET 29 Page 121 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #2 Deliver Exceptional Services & Experiences #4 Organizational Excellence PROGRAM MANAGER Action Plan Continue to provide visitors and campers exceptional experiences. Washroom renovations at Haldimand, Norfolk and Waterford North CA's. Floating dock replacement and access point upgrades at WNCA. New equipment rental and rack at Deer Creek CA. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget $$$$ $ $% ACTIVITIES Backus Conservation Area Services 303,880$ 295,081$ 321,100$ 390,451$ 356,192$ (34,259)$ -9% Norfolk Conservation Park Services 227,535 251,846 263,896 331,120 348,745 17,626 5% Deer Creek Conservation Park Services 141,809 178,669 173,803 233,343 212,470 (20,873) -9% Haldimand Conservation Park Services 250,009 300,428 269,050 341,980 382,833 40,853 12% Waterford North Conservation Park Services 193,643 258,045 266,358 316,038 367,547 51,509 16% Amortization 63,750 78,930 -- -- 0% 1,180,627$ 1,362,999$ 1,294,207$ 1,612,933$ 1,667,787$ 54,854$ 3.40% OBJECTS OF EXPENSES Staff Expenses - Note 1 636,008$ 722,291$ 718,899$ 995,103$ 1,008,726$ 13,623$ 1% Staff Related Expenses 5,367 4,028 3,028 6,055 5,505 (550) -9% Materials and Supplies 69,352 102,167 86,326 75,635 73,250 (2,385) -3% Purchased Services 386,150 434,083 463,229 513,415 556,581 43,166 8% Equipment - Note 2 20,000 21,500 22,725 22,725 23,725 1,000 4% Amortization 63,750 78,930 -- -- 0% TOTAL EXPENDITURES 1,180,627$ 1,362,999$ 1,294,207$ 1,612,933$ 1,667,787$ 54,853$ 3.40% SOURCES OF REVENUE Municipal Levy -$ -$-$-$ -$-$ 0% User Fees - Note 3 1,677,723 1,914,023 1,992,481 1,885,538 1,940,600 55,062 3% Provincial Funding-Student programs 15,191 10,699 10,510 10,000 14,500 4,500 45% Contribution from (to) Reserves (512,287) (561,723) -(196,151) -196,151 -100% Transfer from/(to) Current Year Surplus - Note 4 ----(258,913) (258,913) TOTAL REVENUE 1,180,627$ 1,362,999$ 2,002,991$ 1,699,388$ 1,696,187 (3,201)$ -0.19% SURPLUS - Note 5 -$ -$708,784$ 86,455$ 28,400$ (58,055)$ -67.15% NOTES 1. COLA increase, and grid movement. 2. Equipment charges for CAMIS reservation system and hardware increasing to $23,725. 3. Budgeted camping revenue increasing 2.9% to reflect fee increase. 4. Transfer to HWS ($31,983), Backus Heritage ($133,995) and Corporate Services ($92,934). 5. Budget surplus of $28,400 to fund campground capital upgrades. Conservation Parks Management Services Budget 2023 Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET CONSERVATION PARKS MANAGEMENT SERVICES CONSERVATION PARKS MANAGEMENT SERVICES Judy Maxwell 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 30 Page 122 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Conservation Lands Services 0.5 FTE from 0.6 FTE. 15.98 16.21 Summer/student support at Backus CA reduced from 3.48 to 2.58 FTE. Superintendent of Conservation Areas reduced 0.05 FTE to 0.58 FTE. Seasonal support from the workshop increased to 1.15 FTE's from 0.86 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Deer Creek Supervisor and Assistant (2)108%1.08 108%1.08 1.08 1.08 Deer Creek summer/students (2)104%1.04 104%1.04 1.04 0.85 Backus Supervisor and Assistant (2)108%1.08 108%1.08 1.08 0.00 Backus summer/students (2)258%2.58 258%2.58 3.48 0.00 Norfolk Supervisor and Assistant 108%1.08 108%1.08 1.08 1.00 Norfolk summer/students (4)144%1.44 144%1.44 1.44 1.44 Haldimand Supervisor and Assistant (2)154%1.54 121%1.21 1.08 0.92 Haldimand summer/students (4)144%1.44 144%1.44 1.44 1.44 Waterford Supervisor and Assistant (2)108%1.08 108%1.08 1.08 1.08 Waterford summer/students (3)173%1.73 133%1.73 1.33 1.33 Seasonal Support 0%0.00 115%1.15 0.86 0.86 Superintendent of Conservation Areas 0%0.00 63%0.58 0.63 0.50 Manager Conservation Land Services 0%0.00 60%0.50 0.60 0.40 14.08 15.98 16.21 10.90 BOARD OF DIRECTORS DRAFT 2024 BUDGET 31 Page 123 of 636 2020 HST included 2021 HST included 2022 HST included 2023 HST included Draft 2024 HST included Draft increase % DAY USE FEES Walk-in (under 12 free) $6.00 $6.00 $6.00 $6.00 $6.00 0.00% Vehicle $14.00 $15.00 $15.00 $15.00 $15.00 0.00% Motorcycle $9.00 $9.00 $9.00 $9.00 $9.00 0.00% Season Vehicle Day Pass $85.00 $95.00 $95.00 $100.00 $100.00 0.00% Season Vehicle Pass Replacement $10.00 $10.00 $10.00 $10.00 $10.00 0.00% Mini Bus $55.00 $55.00 $55.00 $55.00 $55.00 0.00% Bus $120.00 $120.00 $120.00 $120.00 $120.00 0.00% Operator Permit Fee - Annual $350.00 $350.00 $375.00 $375.00 0.00% Operator Customer Fee - per person $4.00 $4.00 $4.00 $4.00 0.00% CAMPING FEES Per Night Unserviced*$38.00 $38.00 $38.00 $40.00 $41.00 2.50% With Hydro & Water 15 amp*$50.00 $50.00 $50.00 $53.00 $55.00 3.77% With Hydro & Water 30 amp*$59.00 $59.00 $59.00 $60.00 $63.00 5.00% With Hydro, Water & Sewer 15 amp*$61.00 $61.00 $61.00 $64.00 $66.00 3.13% With Hydro, Water & Sewer 30 amp*$70.00 $70.00 $70.00 $70.00 $73.00 4.29% *20% discount for overnight camping for seniors & the disabled. Must show senior or disability permit. Cabin Rental Per Night Cabin 900 A (Backus only)$60.00 $60.00 $60.00 $65.00 $70.00 7.69% Cabin 901 D (Backus only)$105.00 $105.00 $105.00 $110.00 $115.00 4.55% Per Week Unserviced $225.00 $225.00 $225.00 $240.00 $246.00 2.50% With Hydro & Water 15 amp $305.00 $305.00 $305.00 $318.00 $330.00 3.77% With Hydro & Water 30 amp $350.00 $350.00 $350.00 $360.00 $378.00 5.00% With Hydro, Water & Sewer 15 amp $368.00 $368.00 $368.00 $384.00 $396.00 3.13% With Hydro, Water & Sewer 30 amp $415.00 $415.00 $415.00 $420.00 $438.00 4.29% Cabin Rental Per Week Cabin 900 A (Backus only)$360.00 $360.00 $360.00 $360.00 $385.00 6.94% Cabin 901 D (Backus only)$630.00 $630.00 $630.00 $630.00 $635.00 0.79% Per Month Unserviced $675.00 $675.00 $675.00 $720.00 $738.00 2.50% With Hydro & Water 15 amp $915.00 $915.00 $915.00 $954.00 $990.00 3.77% With Hydro & Water 30 amp $1,050.00 $1,050.00 $1,050.00 $1,080.00 $1,134.00 5.00% With Hydro, Water & Sewer 15 amp $1,100.00 $1,100.00 $1,100.00 $1,152.00 $1,188.00 3.13% With Hydro, Water & Sewer 30 amp $1,240.00 $1,240.00 $1,240.00 $1,260.00 $1,314.00 4.29% Per Season Unserviced $1,685.00 $1,770.00 N/A N/A N/A With Hydro & Water 15 amp $2,400.00 $2,520.00 $2,570.00 $2,623.50 $2,722.50 3.77% With Hydro & Water 30 amp $2,650.00 $2,785.00 $2,840.00 $2,970.00 $3,118.50 5.00% With Hydro, Water & Sewer 15 amp $2,900.00 $3,045.00 $3,105.00 $3,168.00 $3,267.00 3.13% With Hydro, Water & Sewer 30 amp $3,125.00 $3,285.00 $3,350.00 $3,465.00 $3,613.50 4.29% Premium & 30 amp $3,200.00 $3,360.00 $3,430.00 $3,565.00 $3,740.00 4.91% 2nd Season Vehicle Day Pass $50.00 $55.00 $55.00 $60.00 $60.00 0.00% Exterior Fridge (Seasonal)$275.00 $300.00 $300.00 $325.00 $335.00 3.08% Seasonal Camper Late Payment Fee $75.00 New CONSERVATION AREA FEE SCHEDULE Backus, Deer Creek, Haldimand, Norfolk and Waterford North BOARD OF DIRECTORS DRAFT 2024 BUDGET 32 Page 124 of 636 CONSERVATION AREA FEE SCHEDULE Backus, Deer Creek, Haldimand, Norfolk and Waterford North 2020 HST included 2021 HST included 2022 HST included 2023 HST included Draft 2024 HST included Draft increase % Group Camping Group Camping Tents Only Group Camping (per night) $55.00 $55.00 $55.00 $60.00 $60.00 0.00% Group Camping (per person/night) $6.00 $6.00 $6.00 $7.00 $7.00 0.00% OTHER FEES Reservation Fee - online $12.00 $13.00 $13.00 $14.00 $15.00 7.14% Reservation Fee - by phone $15.00 $15.00 $15.00 $15.00 $15.00 0.00% Cancellation/Change Fee $15.00 $15.00 $15.00 $15.00 $15.00 0.00% 2nd Vehicle Parking $11.00 $12.00 $12.00 $13.00 $13.00 0.00% Pavilion $75.00 $75.00 $75.00 $75.00 $75.00 0.00% Wood $10.00 $10.00 $10.00 $10.00 $10.00 0.00% Kindling $5.00 $5.00 $5.00 $5.00 $5.00 0.00% Ice $4.00 $4.00 $4.00 $4.00 $4.00 0.00% Picnic Tables (per table per day) $6.00 $6.00 $6.00 $6.00 $6.00 0.00% Bait / Worms $3.50 $3.50 $3.50 $3.50 $3.50 0.00% Vendor permit $55.00 $60.00 $60.00 $60.00 $60.00 0.00% Canoe/Kayak Rental - per hour $15.00 $15.00 $15.00 $15.00 $15.00 0.00% - per 1/2 day (4 hours)$50.00 $50.00 $50.00 $50.00 $50.00 0.00% - per day (8 hours)$80.00 $80.00 $80.00 $80.00 $80.00 0.00% Boat/Trailer Storage - off site $375.00 $375.00 $375.00 $375.00 $375.00 0.00% Winter Trailer Storage/camp site $215.00 $225.00 $225.00 $225.00 $225.00 0.00% Winter Storage Late Fee (per day)$10.00 $10.00 $10.00 $10.00 $10.00 0.00% BACKUS HERITAGE CONSERVATION AR Rentals Church Rental $250.00 $250.00 $250.00 $250.00 $250.00 0.00% Ed. Centre Rentals - 1/2 day $240.00 $240.00 $240.00 $240.00 $240.00 0.00% - full day Auditorium or Classroom $400.00 $400.00 $400.00 $400.00 $400.00 0.00% -add for 2nd room $50.00 $50.00 $50.00 $50.00 $50.00 0.00% Events and Photography Outdoor Wedding $400.00 $400.00 $400.00 $400.00 $400.00 0.00% - includes pavilion & 20 day passes Photography Fee - Weddings $125.00 $125.00 $125.00 $125.00 $125.00 0.00% All other photo shoots $75.00 $75.00 $75.00 $75.00 $75.00 0.00% -includes entry for 2 passenger vehicles Education Programming - full day**$560.84 $583.62 4.06% -1/2 day**$280.42 $291.81 4.06% **Maximum 40 students per class per day. BOARD OF DIRECTORS DRAFT 2024 BUDGET 33 Page 125 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions PROGRAM MANAGER #1 Organizational Excellence #3 Support & Empower Our People Action Plan Continue sustainable harvesting following 20-year FMP and finalize 5-year operating plan 2025 - 2030. Protection of SAR by continuing with Ecological Surveys. Complete prescriptions, tender marked forest tracts and monitor ongoing logging operations. Ongoing monitoring of the Spongy Moth & Oak Wilt. Grant funding for invasive spraying on Authority properties including HWA inventory/treatment. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget $$ $ $ $ $ % ACTIVITIES General Forestry Management Services 271,636$ 230,656$ 175,766$ 255,945$ 231,152$ (24,793)$ -10% LPBLT - Upland Habitat Program 36,026$ 40,386$ 66,561$ 64,215$ 66,381$ 2,165$ 0% 307,663$ 271,042$ 242,327$ 320,160$ 297,532$ (22,628)$ -7.07% OBJECTS OF EXPENSES Staff Expenses - Note 1 158,917$ 211,174$ 183,155$ 220,860$ 199,356$ (21,504)$ -10% Staff Related Expenses - Note 2 9,591 9,461$ 9,687 12,300 11,300 (1,000) -8% Materials and Supplies - Note 3 4,658 13,756$ 6,550 19,400 19,276 (124)-1% Purchased Services - Note 4 134,496 36,651$ 42,935 67,600 67,600 - 0% TOTAL EXPENDITURES 307,663$ 271,042$ 242,327$ 320,160$ 297,532$ (22,628)$ -7.07% SOURCES OF REVENUE Municipal Levy -$ -$ -$-$ --$ 0% User Fees - Forest Revenue 353,981 340,505 331,157 310,000 310,000 - 0% Community Support 18,000 22,712 32,830 32,090 40,000 7,910 0% Contribution from (to) Reserves (64,318) (92,174) -- -- 0% Transfer from/(to) Current Year Surplus - Note 5 - - -(21,930) (43,918) (21,988) 100% TOTAL REVENUE 307,663$ 271,042$ 363,986$ 320,160$ 306,082$ (14,078)$ -4.40% SURPLUS -$ -$ 121,659$ -$ 8,550$8,550$ 0% NOTES 2. $8,000 included for membership fees including the Eastern Ontario Model Forest Association. 3. Materials and Supplies: $2,500 for paint and tape. 4.Subcontractors are: $25,000 for ecological survey, $5,000 property surveys and $5,000 for a Forestry Consultant. 5. Transfer to Corporate Services ($43,918). Public Forest Land Management Services Budget 2023 Budget 1. COLA increase. LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET PUBLIC FOREST LAND MANAGEMENT SERVICES PUBLIC FOREST LAND MANAGEMENT SERVICES Judy Maxwell 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 34 Page 126 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Conservation Lands increased to 0.20 from 0.10 FTE. 1.56 1.99 Supervisor of Forestry decrease to 0.50 from 0.93 FTE. Forestry Technician decreased to 0.80 from 0.95 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager Conservation Land Services 0%0.00 20%0.20 0.10 0.10 Supervisor of Forestry 100%1.00 50%0.50 0.93 0.93 Forestry Technician 100%1.00 85%0.85 0.95 0.88 Seasonal Staff 0%0.00 1%0.01 0.01 0.01 2.00 1.56 1.99 1.92 BOARD OF DIRECTORS DRAFT 2024 BUDGET 35 Page 127 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #2 Deliver Exceptional Services & Experiences #4 Organizational Excellence PROGRAM MANAGER Action Plan The projection is to plant 40,000 trees funded by private landowners and Forest Ontario. Tree survival monitoring and reporting. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget $$$ $ $ $% ACTIVITIES Private Property Tree Planting Services 85,079$ 137,659$ 73,856$ 104,676$ 114,849$ 10,173$ 10% OPG Tree Planting Services 30,972 - - -50,000 50,000 0% LPB/OPG Long Term Tree Planting Services 8,570 - - 14,678 11,443 (3,236) -22% Trees for Roads 11,469 12,354 16,498 -12,136 12,136 0% 136,090$ 150,013$ 90,354$ 119,355$ 188,427$ 69,073$ 57.87% OBJECTS OF EXPENSES Staff Expenses - Note 1 33,766$ 27,026$ 34,007$ 39,455$ 66,753$ 27,298$ 69% Staff Related Expenses 620 740 - 850 850 - 0% Materials and Supplies - Note 2 57,603 80,436 46,027 47,650 72,049 24,399 51% Purchased Services - Note 3 44,101 41,811 10,320 31,400 48,775 17,375 55% TOTAL EXPENDITURES 136,090$ 150,013$ 90,354$ 119,355$ 188,427$ 69,073$ 57.87% SOURCES OF REVENUE Municipal Levy -$ -$ -$ -$-$-$ 0% User Fees - Note 4 85,079 115,836 46,382 86,698 90,849 4,150 5% Community Support - Note 5 63,302 33,454 65,085 18,000 86,136 68,136 379% Contribution from (to) Reserves - Note 6 (12,291) 723 - 14,656 11,443 (3,214) 0% TOTAL REVENUE 136,090$ 150,013$ 111,468$ 119,355$ 188,427$ 69,073$ 57.87% NOTES 1. COLA increase, one staff moving up grid. 2. Nursery stock of $65,000. 3. Subcontractors expense for the tree planting of $32,000. 4. User fees are private property tree planting funding from Forest Ontario. 5.Community Support is fees charged to landowners, trees for roads program and grant funding. 6. OPG Forest Corridor Reserve for Long-term survival monitoring - $11,443. Private Forest Land Management Services Budget 2023 Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET PRIVATE FOREST LAND MANAGEMENT SERVICES PRIVATE FOREST LAND MANAGEMENT SERVICES Leigh-Anne Mauthe 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 36 Page 128 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Lands & Waters Supervisor decreased 0.025 FTE to grant funded program. 0.80 0.36 FTE TOTAL DEPARTMENT 2024 2023 2022 Forestry Technician 0%0.00 0%0.00 0.00 0.02 Lands & Waters Supervisor 0%0.00 24%0.32 0.27 0.37 HWS Technician 0%0.00 3%0.42 0.03 0.05 Seasonal Staff 0%0.00 6%0.06 0.06 0.06 0.00 0.80 0.36 0.50 BOARD OF DIRECTORS DRAFT 2024 BUDGET 37 Page 129 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #2 Deliver Exceptional Services & Experiences #4 Organizational Excellence PROGRAM MANAGER Action Plan Support operations for parks, flood control structures, forestry and motor pool. Maintain the equipment and vehicles for the Authority. Utilize staff and their skills to complete capital projects and improve LPRCA facilities and campgrounds. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget $$$$ $$% ACTIVITIES 161,167$ 170,795$ 145,132$ 197,722$ 227,039$ 29,317$ 15% 150,543 145,004 134,784 185,990 206,267 20,277 11% 88,596 82,966 - - - - 0% 400,306$ 398,765$ 279,917$ 383,712$ 433,307$ 49,595$ 12.92% 186,088$ 161,818$ 143,290$ 214,762$ 235,507$ 20,745$ 10% 4,829 2,937 1,671 4,100 4,100 - 0% 75,738 95,178 61,048 87,300 91,550 4,250 5% 45,056 55,866 73,907 77,550 102,150 24,600 32% 88,596 82,966 - - - - 0% 400,306$ 398,765$ 279,917$ 383,712$ 433,307$ 49,595$ 12.92% -$ 231,999$ 260,558$ 148,292$ 197,722$ 227,039$ 29,317$ 15% 98,764 98,291 336,822 348,990 390,267 41,277 12% 69,543 39,916 - - - - 0% 400,306$ 398,765$ 485,113$ 546,712$ 617,307$ 70,595$ 12.91% -$-$ -$ 163,000$ 184,000$ -$ 42.46% General Facility Maintenance Services Motor Pool Services Amortization OBJECTS OF EXPENSES Staff Expenses- Note 1 Staff Related Expenses Materials and Supplies - Note 2 Purchased Services Amortization TOTAL EXPENDITURES SOURCES OF REVENUE Municipal Levy User Fees - Note 3 Contribution from (to) Reserves TOTAL REVENUE SURPLUS - Note 4 NOTES 1.COLA increase, 2 staff moving up the grid. 2.Fuel, Diesel and oil for motor pool. 3.Motor Pool revenues of $390,267. 4.2024 Capital Budget includes the acquisition of $184,000 equipment & vehicles. 2023 Budget Maintenance Operations Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET Maintenance Operations Services Maintenance Operations Services Judy Maxwell 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 38 Page 130 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Engineering and Infrastructure increase 0.05 FTE to 0.25 FTE allocation. 2.20 2.09 Workshop Technician increased departmental allocation to 0.75 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager of Engineering & Infrastructure 0%0.00 25%0.25 0.20 0.30 Workshop Technician 100%1.00 75%0.75 0.69 0.69 Workshop Supervisor 100%1.00 85%0.85 0.85 0.85 Support Staff 0%0.00 35%0.35 0.35 1.47 Support Staff (2)0%0.00 0%0.00 0.00 0.38 2.00 2.20 2.09 3.69 BOARD OF DIRECTORS DRAFT 2024 BUDGET 39 Page 131 of 636 PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions #2 Deliver Exceptional Services & Experiences #3 Support & Empower Our People PROGRAM MANAGER #4 Organizational Excellence Action Plan 2024 - 2027 Strategic Plan Refresh. New CA Act regulations requirements for December 31, 2024. Review and update corporate policies. Asset Management Plan for Water Control Structures. 2021 2022 2023 2023 2024 Actual Actual Sep 30 YTD Budget Budget $$$$$% ACTIVITIES LPRCA Board 59,076$ 55,650$ 56,570$ 68,485$ 68,790$ 305$ 0% Corporate / IT Services 958,247 1,034,420 859,346 1,108,361 1,171,610 63,249 6% Amortization 8,452 9,364 - --- 0% 1,025,774$ 1,099,434$ 915,916$ 1,176,846$ 1,240,400$ 63,554$ 5.40% OBJECTS OF EXPENSES 570,619$ 656,645$ 485,842$ 733,142$ 770,310$ 37,167$ 5% 8,321 7,551 10,603 16,600 17,100 500 3% 9,809 9,070 6,229 9,400 10,000 600 6% 356,696 351,419 347,852 335,219 359,700 24,481 7% 12,803 9,734 8,820 14,000 14,500 500 4% 59,076 55,650 56,570 68,485 68,790 305 0% 8,452 9,364 - --- 0% 1,025,774$ 1,099,434$ 915,916$ 1,176,846$ 1,240,400$ 63,554$ 5.40% 649,100$ 525,337$ 545,024$ 726,699$ 830,348$ 103,648$ 14% 23,806 8,351 6,413 8,500 8,800 300 4% 70,755 162,248 198,012 223,566 264,400 40,834 18% 24,363 24,144 - --- 0% 1,219 13,339 - --- 0% 256,532 366,014 - --- 0% --- 218,080 136,852 (81,228) -37% 1,025,774$ 1,099,434$ 749,450$ 1,176,846$ 1,240,400$ 63,554$ 5.40% Staff Expenses - Note 1 Staff Related Expenses Materials and Supplies Purchased Services - Note 2 Equipment Other Amortization TOTAL EXPENDITURES SOURCES OF REVENUE Municipal Levy User Fees - Note 3 Community Support - Note 4 Interest on Investments Gain on Sale of Assets Contribution from (to) Reserves Transfer from/(to) Current Year Surplus - Note 5 TOTAL REVENUE NOTES 1.COLA increase, three staff moving up the grid.2.Includes the lease of the administration office space $114,900. 3.Rental of office space $8,800. 4.Gas lease revenue of $2,800, water irrigation permit fee of $1,100, interest revenue $240,000 and endowment interest of $20,000 to cover overhead, taxes and insurance for Backus Education Center. 5.The transfer from current year surplus from user fee support departments is $136,852. Corporate Services Budget 2023 Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET CORPORATE SERVICES CORPORATE SERVICES Aaron LeDuc 2024 Change from BOARD OF DIRECTORS DRAFT 2024 BUDGET 40 Page 132 of 636 STAFFING LEVELS (FTE)CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Accounting clerks (1) increased to 0.9 FTE from 0.8 FTE. 6.55 6.34 Accounting Clerk 1.0 FTE added and reduction of Accounting Supervisor 1.0 FTE. Project Consultant increased to 0.4 FTE to assist in developing Watershed Plans & Strategies. FTE TOTAL DEPARTMENT 2024 2023 2022 General Manager 100%1.00 99%0.99 0.99 0.99 Manager of Corporate Services 100%1.00 100%1.00 1.00 1.00 Supervisor of Accounting 0%0.00 0%0.00 1.00 1.00 Accounting Clerk (2)100%1.90 190%1.90 0.80 0.80 Executive Assistant 100%1.00 100%1.00 1.00 1.00 HR Associate/Receptionist 100%1.00 100%1.00 1.00 1.00 Project Consultant 50%0.50 40%0.40 0.28 0.00 Special Projects 50%0.50 25%0.25 0.25 0.00 Seasonal Support Staff 0%0.00 2%0.02 0.02 0.02 6.90 6.55 6.34 5.81 BOARD OF DIRECTORS DRAFT 2024 BUDGET 41 Page 133 of 636 CAPITAL PROJECTS 2024 General Special In-Year WECI / Prior Year User Fee Total Levy Levy Surplus MNRF Capital Reserve Watershed Services Flood Control Structure Repairs and Studies 75,000 60,000 75,000 210,000 Conservation Authority Lands Property Gates 5,000 5,000 Backus Heritage and Education Services Conservation Parks Management Services Deer Creek/Waterford North CAs Rental Equipment 5,400 5,400 Haldimand CA Washroom Renovations 8,000 8,000 Waterford North CA Washroom Renovations 15,000 15,000 Maintenance Operation Services Vehicle Replacement (1 pickup truck)56,000 56,000 Vehicle Replacement (1 SUV)39,000 39,000 Equipment (1 UTV and Trailer)8,550 18,450 27,000 Equipment Replacement (1 riding lawnmower)24,000 24,000 Equipment Replacement (1 Tractor)65,000 65,000 Equipment Replacement (1 Air Compressor)6,000 6,000 Storage Shed Roof Replacement (2 storage sheds)17,840 17,840 Corporate Services Computer Upgrades 10,100 10,100 Office Renovations 75,000 133,000 208,000 Total 188,940$ 60,000$ 220,950$ 75,000$ 133,000$ 18,450$ 696,340$ Long Point Region Conservation Authority One Year (2024) Draft Capital Budget Capital Budget Summary ‐ 2024 BOARD OF DIRECTORS DRAFT 2024 BUDGET 42 Page 134 of 636 CAPITAL PROJECTS 2024-2028 2024 2025 2026 2027 2028 Total Watershed Services Flood Control Structure Repairs and Studies 210,000 600,000 600,000 600,000 1,450,000 3,460,000 Conservation Authority Lands Property Gates 5,000 5,000 5,000 5,000 5,000 25,000 Backus Heritage and Education Services Conservation Parks Management Services Deer Creek/Waterford North CAs Rental Equipment 5,400 5,400 Haldimand CA Washroom Renovations 8,000 8,000 Waterford North CA Washroom Renovations 15,000 15,000 Maintenance Operation Services Vehicle Replacement (1 pickup truck)56,000 56,000 56,000 56,000 56,000 280,000 Vehicle Replacement (1 SUV)39,000 39,000 Vehicle (1 UTV and Trailer)27,000 27,000 Equipment Replacement (1 riding lawnmower)24,000 24,000 19,000 19,000 19,000 105,000 Equipment Replacement (1 Tractor)65,000 55,000 120,000 Equipment Replacement (1 Air Compressor)6,000 6,000 Storage Shed Roof Replacement (2 storage sheds)17,840 17,840 Corporate Services Computer Upgrades 10,100 10,000 7,500 7,500 7,500 42,600 Office Renovations 208,000 208,000 Total 696,340$ 695,000$ 687,500$ 687,500$ 1,592,500$ 4,358,840$ SOURCES OF REVENUE for 2024 MUNICIPAL GENERAL LEVY - Capital 188,940$ 115,000$ 112,500$ 12,500$ 162,500$ 591,440$ MUNICIPAL SPECIAL LEVY - Capital 60,000$ 500,000$ 500,000$ 600,000$ 1,300,000$ 2,960,000$ Current Year Surplus 220,950$ 80,000$ 75,000$ 75,000$ 130,000$ 580,950$ Grants - Provincial (WECI / MNRF)75,000$ -$ -$ -$ -$ 75,000$ Prior Year Capital 133,000$ -$ -$ -$ -$ 133,000$ User Fee Reserve 18,450$ -$ -$ -$ -$ 18,450$ 696,340$ 695,000$ 687,500$ 687,500$ 1,592,500$ 4,358,840$ Long Point Region Conservation Authority Five Year (2024-2028) Draft Capital Budget Capital Budget Summary ‐ 2024‐2028 BOARD OF DIRECTORS DRAFT 2024 BUDGET 43 Page 135 of 636 Flood Control Structures Capital Summary 2024-2033 The Long Point Region Conservation Authority currently owns and operates 13 dams and water control structures within its watershed. Historically these structures were constructed for a variety of reasons including water storage, flow augmentation, municipal and agricultural water sources, power generation and recreation. Many of these structures were constructed in the 1960’s while others were constructed over 100 years ago. In 2014 LPRCA hired Riggs Engineering to undertake a visual inspection of six structures. The structures identified and inspected were Backus Mill, Deer Creek, Hay Creek, Lehman, Norwich and Teeterville dams. The inspections identified a number of concerns with the structures relating to public safety and maintenance. As part of the inspection, corrective action and tasks were identified based on priority intervals of 1-2, 2-5 and 5-10 years. Dam Safety Reviews and Condition Assessments (DSR) have been completed for Vittoria, Teeterville, Backus Mill, Hay Creek and Norwich Dams. Recommendations from the inspections along with the DSR have been incorporated into the Capital Plan for Dams. Where possible, LPRCA staff applies for matching funds from the Water and Erosion Control Infrastructure (WECI) Program administered by the Ministry of Natural Resources and Forestry. The WECI Program is competitive amongst all conservation authorities with a limited amount of funding allocated based on a priority scoring system. Backus Mill Dam The Backus Mill Dam was constructed to power a grist mill approximately 11 km north of Port Rowan on Dedrick Creek in Norfolk County. Historically the Dam was constructed to power a grist mill in the 1800’s and continues to supply water to the historic mill and serves as a feature for the Backus Heritage Conservation Area. The Dam is a composite gravity dam with earthen embankments on either side and a concrete spillway with stoplogs for adjusting water levels. The Riggs inspection identified the Dam to be in need of repairs to the bridge, spillway and embankment. A structural analysis and assessment of the timber bridge with respect to the Canadian Highway Bridge Design Code was completed. The bridge was reinforced for capacity requirements and curbs added for vehicular safety in 2016. Pedestrian railings around the bridge and dam were added in 2017/18 to protect the public from fall hazards. Portions of the embankment were determined to be steep and over-steep with areas experiencing localized loss of material. Potential solutions included bringing in new material, re-grading the downstream slope to a 2H:1V inclination and installing French drains at the new toe of slope. This would require extending downstream wingwalls at the spillway to accommodate the re-graded 2H:1V inclination of the slope and extending the stilling basin to accommodate the re-graded slope. As required by the Ministry of Natural Resources and Forestry (MNRF) for such work, a Dam Safety Review was carried out in 2017. The Hazard Classification of the Dam is determined to be LOW; however, the Dam fails to pass the 100-year Inflow Design Flood and would be overtopped. A Lakes and Rivers Improvement Act (LRIA) permit is required from MNRF for the dam repairs. The LRIA application requires the Dam to be modified to pass the IDF (100-year flow) as part of the necessary embankment repairs. Design for the repairs was completed by Riggs Engineering in March 2019. The capacity of the dam will be increased by constructing a semi-circular weir upstream of the dam to control the discharge, removing the logs from the dam control structure, and regrading the road to provide for controlled overflow. Funding opportunities are being assessed with construction scheduled post-2027. To date, all repairs and designs have been co-funded by the WECI program and LPRCA general levy. BOARD OF DIRECTORS DRAFT 2024 BUDGET 44 Page 136 of 636 Brook Dam The Brook Dam is an earth fill dam which was built with three stop log sections. LPRCA purchased the property in 1972, and the dam has not been operated since 1980. A new railing at the bridge entrance was installed in 1994. The dam was partially decommissioned in 2007 and although the dam is not operating anymore, the concrete structure still remains. A study is required to determine if a dam failure is still a risk to the downstream properties. Deer Creek Dam The Dam was constructed on Deer Creek approximately 2.7 km north of the confluence with Big Creek in Norfolk County in the late 1960’s. LPRCA constructed the Dam as a water storage area, an agricultural irrigation source, a recreational opportunity and feature for the adjacent Deer Creek Conservation Area, and to support Norfolk County Road 45 and its bridge over the watercourse and valley system. The Dam is a composite gravity dam with earthen embankments on either side and a concrete spillway. Stoplogs are included in the spillway for minor adjustment of water levels but are not actively operated due to inaccessibility and lack of need. The 2014 inspection identified the Dam to be in relatively good condition. Noted by the inspection is an ongoing alkali-silica reaction across the majority of the dam’s concrete. Alkali-silica reaction of concrete is between the cement paste and the aggregate that leads to swelling resulting in spalling, loss of strength, and potential failure. Concrete repair planned in 2020 and 2021 was not approved for WECI funding but proceeded in 2022 with Norfolk County funding. An application made to the WECI program again in 2022 was approved, reducing the cost to Norfolk County. Additional items for further investigation and maintenance to ensure the structure’s long-term health and performance include a video camera inspection of the toe drains. The safety fence was upgraded in 2018 to Ontario Building Code standards around hazards. The required Dam Safety Review and Condition Assessment planned in 2020 was not approved for WECI funding and has been deferred to 2025. Hay Creek Dam In 1967 the Hay Creek Dam was originally constructed approximately 4.5 km from Lake Erie by the Big Creek Conservation Authority. In 1970 the dam came under the ownership of LPRCA with the amalgamation of the Big Creek Region and Otter Creek Conservation Authorities. The dam was constructed as a water storage area, an agricultural irrigation source, a recreational opportunity and feature for the adjacent Hay Creek Conservation Area, and to support Port Ryerse Road and its bridge over the watercourse and valley system. The Dam was identified by the Riggs Engineering inspection as a high priority structure requiring immediate attention. Specifically identified with the Dam was the disabling of the shear pin mechanism without prior approval from MNRF under LRIA. The shear pin mechanism was intended to release stop logs during flood flows to increase flow capacity and reduce the potential for overtopping of the Dam. In 2015/16 WECI co- funded a hydraulic study of the disabled shear pin mechanism. It was determined the flow capacity of the Dam was reduced and the structure would be overtopped during a 100-year flood. In response, the water level was reduced to an appropriate level (now current level) that allows the structure to pass the 100-year flood with adequate freeboard. Deterioration of downstream wingwalls was identified in the Riggs inspection as a priority concern. Potential causes of the issues related to the walls include a buildup of water behind the wingwalls and joint deterioration. A Dam Safety Review and Condition Assessment was completed in 2018 to assess the overall condition of the Dam. The Hazard Classification has been determined to be HIGH based on the potential loss of life due to flooding at one home downstream at Gilbert Road. However, Norfolk County plans to enlarge the Gilbert Road BOARD OF DIRECTORS DRAFT 2024 BUDGET 45 Page 137 of 636 culvert in 2023 at which time the hazard will be reduced to LOW. The Dam Safety Review concluded that the downstream embankment does not meet the structural stability standards. A potential solution would include repairing the concrete, adding wicking behind the wingwalls to improve drainage, installing a sheet pile wall mid-way down the downstream slope to improve stability, and maintaining the lower water level as has been the case since 2016. The capital forecast shows these repairs in 2024. Should LPRCA choose to explore abandonment or decommissioning of the dam in the long-term, an environmental assessment and consultation process will be required. At Norfolk County’s request, the EA is shown in the capital forecast for 2027-28 to align with the County’s bridge repair planning. Lehman Dam Lehman Dam was constructed in 1964 downstream of the confluence of North and South Creek to provide a drinking water source for the Town of Delhi. Norfolk County no longer uses the Dam’s reservoir as a municipal drinking water source. The reservoir continues to be used as an agricultural irrigation source and a conservation area feature. The Dam and reservoir have been identified to be in relatively good condition by Riggs Engineering. Repairs to the fish ladder related to potential erosion were delayed in 2017 and proposed in 2018 with co-funding from WECI (unsuccessfully). These repairs were considered in 2019/2020 but are being postponed until the MTO gives direction to the culvert on Hwy. #3. Action and safety items identified to be addressed in 2-5 years, including replacing safety railings consistent with the Ontario Building Code, are to be complete by the end of 2023. Discussions with Norfolk County staff and the Ministry of Transportation (MTO) have called into question the future of the Dam. New water supply wells east of Delhi eliminate the need for the Dam and reservoir as a source for municipal water. An MTO culvert at the upper upstream limit of the reservoir is scheduled to be replaced. The backwater effects of the reservoir and future of the reservoir will likely impact the type of crossing constructed (bridge or culvert) and associated costs. Discussions with Norfolk County and MTO staff regarding the potential future of the Dam are on hold. To date, no costs associated with the Dam’s future related to decommissioning are included in the Capital Plan. However, options will be explored with both agencies to reduce overall costs. A Dam Safety Review and Condition Assessment for Lehman Dam will be required if the MTO EA for the Highway 3 culvert replacement, now on hold, does not proceed. Norwich Dam The Norwich Dam was originally constructed in the late 1960’s by the Big Otter Conservation Authority approximately 103 km upstream from Lake Erie within the village of Norwich on Big Otter Creek. In 1970, the Dam came under the ownership of the LPRCA after the Big Creek Region and Otter Creek Conservation Authorities merged. The Dam currently serves as a feature to the Norwich Conservation Area and has historically provided low flow augmentation. The Dam has been identified to be in relatively good condition based on the inspection report. Additional action items identified to be addressed in 2-5 years include inspecting the downstream stilling basin for erosion; assessing the upstream embankment condition; and adding riprap protection as necessary. The safety fence around public hazards was upgraded in 2018 to Ontario Building Code standards. A Dam Safety Review and Condition Assessment, was completed in 2020 to assess the overall condition of the Dam. The Hazard Classification has been determined to be Medium based on the potential property damage due to flooding downstream in the Town of Norwich. The Dam Safety Review concluded that the dam meets capacity standards and can pass the inflow design flood without overtopping. However, the dam does not meet the structural stability standard for winter ice loading conditions; the control structure will require anchoring or mass adding to meet this structural stability standard. Ice loading considerations and options for remediation will be investigated further. BOARD OF DIRECTORS DRAFT 2024 BUDGET 46 Page 138 of 636 The severe erosion on the upstream slope of the earth embankment was repaired in 2022 with WECI funding assistance. The dam safety review also recommends a number of small operator and public safety repairs. Sutton Dam The Sutton Dam was reconstructed in 1960, at this time a new spillway section consisting of two log sections, 6 feet wide by 12 feet high, were built. The dam was partially decommissioned in 2005 by removing all of the stop logs and the flashboards. The concrete structure is still intact and a study is required to determine if a dam failure is still a risk to the downstream properties. Teeterville Dam The Teeterville Dam was originally constructed in the early 1900’s approximately 36 km from Lake Erie within the village of Teeterville, Norfolk County on Big Creek. In 1954, the structure and reservoir were purchased by the former Big Creek Conservation Authority. After taking ownership, the Big Creek Conservation Authority made modifications to the dam by adding stop logs to increase the reservoir level approximately 1.0 metre. The dam came under the ownership of LPRCA after the Big Creek Region and Otter Conservation Authorities merged in 1970. Norfolk County, LPRCA and privately owned lands surround the dam and reservoir. The structure was identified as a high priority structure based on its condition by the 2014 Riggs Engineering inspection. A Dam Safety Review and Condition Assessment was co-funded by WECI and completed by AECOM in 2016. The assessment determined the Dam does not meet stability requirements, the stilling basin is undermined and repairs are required to the concrete and operator bridge. The Dam was lowered to its winter operating level in October 2016 and will be maintained at its current level to reduce loading on the Dam and avoid the need for operator access on the unsafe bridge. The current reduced operating level will not address the inadequate stability condition of the Dam. To address the instability, required portions of the Dam could potentially be anchored and/or mass added at a significant cost. A sediment management plan was completed in 2017 to facilitate LPRCA’s options including following through on the necessary repairs or lowering the reservoir further. In 2018/19 Stantec Engineering undertook a design to facilitate construction and obtain Lakes and Rivers Improvement Act (LRIA) approval from MNRF for the repairs. The work will improve global stability to meet dam safety standards and LRIA requirements, repair deteriorated concrete and provide operator access. The old bridge was removed from the top of the dam by Norfolk County in 2022. Based on discussions with Norfolk County staff, the Capital Plan includes proceeding with an Environmental Assessment in 2024 to consider options. The environmental assessment will include consultation with the affected community and applicable government agencies. Vittoria Dam Vittoria Dam was first constructed between 1805 and 1810 near the town of Vittoria, Norfolk County to power grist and saw mills. During its operation the dam was rebuilt a number of times due to failure and deterioration. In 1964 the Big Creek Region Conservation Authority commissioned the dam to be rebuilt at its present location approximately 5 km from Lake Erie on Youngs Creek. The Vittoria Dam is primarily comprised of an earthen berm and concrete structure with stoplogs to control water levels. The majority of the structural components of the dam are located within the road allowance of Mill Pond Road with the berm of Vittoria Dam providing a base for the road and concrete structure supporting the bridge deck. In 2015 a Dam Safety Review was completed by AECOM and co-funded by WECI. The study identified minor, major and safety repairs, as well as the hazard classification, associated inflow/design flood and stability requirements. BOARD OF DIRECTORS DRAFT 2024 BUDGET 47 Page 139 of 636 AECOM identified the need for concrete repair on the wingwalls, piers, abutments and deck, as well as operator safety repairs and repairs/improvements on the approach road and deck. The operator safety repairs were completed in 2016. The Dam Safety Review identified the Dam as a HIGH hazard classification structure based on the potential loss of life at the homes in the floodplain downstream. The high hazard classification sets out very clear and stringent requirements for stability and ability to pass higher design flows. Based on the Dam Safety Review, the structure fails to meet most of these requirements and requires major structural modifications including an emergency spillway to increase discharge capacity, concrete repairs and base anchoring to meet earthquake stability requirements. An Environmental Assessment was initiated in 2023 to investigate options to repair, modify, abandon or decommission the Dam in consultation with the affected community and applicable government agencies. The Capital Plan includes follow-up costs based on the repair costs estimated by AECOM as part of the Dam Safety Review in 2016. The results of the EA have not yet been determined but if the decision is to decommission the dam, reservoir drawdown will be done over a number of years and the implementation costs will come much later in the Capital Plan. Dam Safety Review A Dam Safety Review (DSR) is a comprehensive study of the dam and its associated components. The study determines important information such as the Hazard Classification, Inflow Design Flood, structural stability and condition of the dam, and operator safety. DSR’s were completed for the Vittoria, Teeterville, Backus Mill, Hay Creek and Norwich Dams based on their assessment and condition. A DSR provides valuable information when determining the future of the dam, making LRIA applications and developing decommissioning plans. Dam Safety Reviews are required as part of the provincial Dam Safety Standards. MNRF requires a completed Dam Safety Review accompany any application under the Lakes and River Improvement Act for dam works including most major structural repairs. The current capital forecast includes Dam Safety Reviews for Deer Creek and Lehman Dams. 2024 – 2033 Capital Plan Costs to undertake the necessary repairs and studies for the seven major LPRCA water control structures are forecast as outlined below in Table A. In addition, the plan includes costs necessary to complete two studies to determine if dam failure of Sutton and/or Brook Dams are still a risk to downstream properties. Costs are based on the best available information from the Dam Safety Review studies. Funding through the provincial WECI Program will be sought where possible. LPRCA has begun the process of developing an Asset Management Plan for its Water Control Structures, due to be completed in 2024. BOARD OF DIRECTORS DRAFT 2024 BUDGET 48 Page 140 of 636 Table A: 2024‐2033 Capital Plan Structure Year(s) Total 2024 2025 2026 2027 2028 2029‐2033 Repairs Studies Backus Mill $50,000 $650,000 $700,000 Brook $100,000 $100,000 Deer Creek $100,000 $100,000 Hay Creek $60,000 $400,000 $150,000 $610,000 Lehman $100,000 $650,000 $750,000 Norwich $0 Sutton $100,000 $100,000 Teeterville $150,000 $100,000 $1,250,000 $1,500,000 Vittoria $100,000 $500,000 $500,000 $1,100,000 Total– General $150,000 $100,000 $150,000 $150,000 $1,050,000 Total– Special $60,000 $500,000 $600,000 $600,000 $1,300,000 $1,350,000 $3,910,000 Total Cost $60,000 $150,000 $600,000 $600,000 $600,000 $1,450,000 $1,500,000 $4,960,000 Dam Safety Review Engineering Environmental Assessment Safety/Routine Repair Major Construction BOARD OF DIRECTORS DRAFT 2024 BUDGET 49 Page 141 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION PROJECT MANAGER 2024 REPAIRS 2024 STUDIES 2025 2026 2027 2028 TOTAL 50,000$ 50,000$ 100,000$ 100,000$ 60,000$ 400,000$ 150,000$ 610,000$ 100,000$ 100,000$ -$ 150,000$ 100,000$ 1,250,000$ 1,500,000$ Vittoria 100,000$ 500,000$ 500,000$ 1,100,000$ Big Creek Control Gate -$ -$ -$ Waterford Control Gate -$ TOTALS 60,000$ 150,000$ 600,000$ 600,000$ 600,000$ 1,450,000$ 3,460,000$ 2024 REPAIRS 2024 STUDIES 2025 2026 2027 2028 TOTAL 75,000$ 100,000$ 100,000$ 150,000$ 425,000$ SPECIAL LEVY 60,000$ 500,000$ 500,000$ 600,000$ 1,300,000$ 2,960,000$ -$ 75,000$ 75,000$ -$ TOTALS 60,000$ 150,000$ 600,000$ 600,000$ 600,000$ 1,450,000$ 3,460,000$ CAPITAL LEVY RESERVE NOTES 1. Teeterville Dam: Conservation Authority Class Environmental Assessment (Class EA) to investigate options to repair, modify, abandon or decommission the Dam in consultation with the affected community and applicable government agencies. Based on the costs for the on-going Class EA for Vittoria Dam, LPRCA staff propose $150,000 to complete this process. 2. Hay Creek Dam: Engineered design to address the issue identified in the Dam Safety Review which concluded that the downstream embankment does not meet the structural stability standards. A potentail solution would include repairing the concrete, adding wicking behind the wingwalls to improve drainage, installing a sheet pile wall mid-way down the downstream slope to improve stability, and maintaining the lower water level as has been the case since 2016. MUNICIPAL GENERAL LEVY - Capital PROVINCIAL (WECI) IN YEAR SURPLUS SOURCES OF FINANCING Backus Mill Deer Creek Hay Creek Lehman Norwich Teeterville Sutton Brook Watershed Services Capital Project Detail Sheets Flood Control Structures Leigh-Anne Mauthe, Manager of Watershed Services 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Repairs and studies for various water control structures. In 2024, staff propose a Conservation Authority Class Environmental Assessment for Teeterville Dam and an engineered design for Hay Creek Dam. See the notes below for details. The Flood Control Structures 10-year Capital Summary 2024-2033 is presented in Table A: 2024-2033 Capital Plan Summary. BOARD OF DIRECTORS DRAFT 2024 BUDGET 50 Page 142 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 25,000$ -$ -$ TOTALS 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 25,000$ 2024 2025 2026 2027 2028 TOTAL 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 25,000$ SPECIAL LEVY -$ -$ -$ -$ TOTALS 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 25,000$ EQUIPMENT OTHER ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS Property Gates Build and (re)place gates at LPRCA passive property entrances. Some of the LPRCA passive properties are either missing gates at the entrances or require replacements. The placement of gates discourages ATV trespassing and garbage dumping. LPRCA would like to continue installing 4 gates a year. Judy Maxwell, General Manager MATERIALS AND SUPPLIES Conservation Authority Lands Capital Project Detail Sheets NOTES Gates are built and installed by the workshop staff. CAPITAL LEVY RESERVE SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS PROVINCIAL 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET BOARD OF DIRECTORS DRAFT 2024 BUDGET 51 Page 143 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ -$ 5,400$ 5,400$ -$ TOTALS 5,400$ -$ -$ -$ -$ 5,400$ 2024 2025 2026 2027 2028 TOTAL -$ SPECIAL LEVY -$ 5,400$ 5,400$ -$ -$ TOTALS 5,400$ -$ -$ -$ -$ 5,400$ CONTRACTS NOTES CAPITAL LEVY RESERVE PROVINCIAL IN YEAR SURPLUS MATERIALS AND SUPPLIES EQUIPMENT OTHER SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital Conservation Parks Management Services Capital Project Detail Sheets ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Rental Equipment Additional Rental Equipment for Deer Creek and Waterford North Conservation Areas. Watersports equipment rentals are very popular at Deer Creek CA and Waterford North CA. The addition of a 3-person canoe and two stand up paddle boards at Deer Creek and a 2-person canoe and two stand up paddle boards at Waterford North would enhance the watersports equipment rental options for visitors. Judy Maxwell, General Manager BOARD OF DIRECTORS DRAFT 2024 BUDGET 52 Page 144 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ 8,000$ 8,000$ -$ -$ TOTALS 8,000$ -$ -$ -$ -$ 8,000$ 2024 2025 2026 2027 2028 TOTAL -$ SPECIAL LEVY -$ 8,000$ 8,000$ -$ -$ TOTALS 8,000$ -$ -$ -$ -$ 8,000$ MATERIALS AND SUPPLIES 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Haldimand CA Washroom Renovations Renovate four washrooms at a cost of $2,000 each. Replace sinks, taps, countertops and plumbing valves and lines. Judy Maxwell, General Manager ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS EQUIPMENT OTHER SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS PROVINCIAL CAPITAL LEVY RESERVE NOTES BOARD OF DIRECTORS DRAFT 2024 BUDGET 53 Page 145 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ 15,000$ 15,000$ -$ -$ TOTALS 15,000$ -$ -$ -$ -$ 15,000$ 2024 2025 2026 2027 2028 TOTAL -$ SPECIAL LEVY -$ 15,000$ 15,000$ -$ -$ TOTALS 15,000$ -$ -$ -$ -$ 15,000$ NOTES CAPITAL LEVY RESERVE PROVINCIAL ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Waterford North CA Washroom Renovations Renovate the pavilion washrooms. The two washrooms at the pavilion are needed to help service day-use visiters but have been closed due to safety concerns. Each washroom will have a new sink, countertop and toilet installed. Lighting fixtures will be upgraded and the walls will be covered with washable material. Judy Maxwell, General Manager BOARD OF DIRECTORS DRAFT 2024 BUDGET 54 Page 146 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ -$ 56,000$ 56,000$ 56,000$ 56,000$ 56,000$ 280,000$ -$ TOTALS 56,000$ 56,000$ 56,000$ 56,000$ 56,000$ 280,000$ 2024 2025 2026 2027 2028 TOTAL -$ SPECIAL LEVY -$ 56,000$ 56,000$ 56,000$ 56,000$ 56,000$ 280,000$ -$ -$ TOTALS 56,000$ 56,000$ 56,000$ 56,000$ 56,000$ 280,000$ EQUIPMENT OTHER ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS Vehicle Replacements Purchase one new 1/2 ton 4x4 pickup truck. To upgrade and maintain the vehicle fleet. Replacing a 2010 Chevrolet Silverado with 141,900 km. Judy Maxwell, General Manager MATERIALS AND SUPPLIES Maintenance Operation Services Capital Project Detail Sheets NOTES Adding 4WD trucks to the fleet will improve winter safety and towing/hauling capacity. CAPITAL LEVY RESERVE SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS PROVINCIAL 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET BOARD OF DIRECTORS DRAFT 2024 BUDGET 55 Page 147 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ -$ 39,000$ 39,000$ -$ TOTALS 39,000$ -$ -$ -$ -$ 39,000$ 2024 2025 2026 2027 2028 TOTAL -$ SPECIAL LEVY -$ 39,000$ 39,000$ -$ -$ TOTALS 39,000$ -$ -$ -$ -$ 39,000$ 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Vehicle Replacement Purchase one new AWD SUV. To upgrade and maintain the vehicle fleet. Replacing a 2011 Dodge Grand Caravan with 151,000 km. Judy Maxwell, General Manager PROVINCIAL ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS NOTES The SUV will service the needs of the staff working at the administration office for site visits, field work, meetings, and conferences. CAPITAL LEVY RESERVE BOARD OF DIRECTORS DRAFT 2024 BUDGET 56 Page 148 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ -$ 27,000$ 27,000$ -$ TOTALS 27,000$ -$ -$ -$ -$ 27,000$ 2024 2025 2026 2027 2028 TOTAL -$ SPECIAL LEVY -$ 8,550$ 8,550$ -$ 18,450$ 18,450$ TOTALS 27,000$ -$ -$ -$ -$ 27,000$ NOTES USER FEE RESERVE PROVINCIAL ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Utility Task Vehicle and Trailer Purchase of one new utility vehicle and trailer. It was determined that a UTV would be beneficial for the Forestry Department to conduct logging inspections, enforcement and invasive species control. The utility vehicle would be a 4x4 diesel with a tank, hose and retractable sprayer. A utility trailer is required to transport the UTV to various locations. Judy Maxwell, General Manager BOARD OF DIRECTORS DRAFT 2024 BUDGET 57 Page 149 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ -$ 24,000$ 24,000$ 19,000$ 19,000$ 19,000$ 105,000$ -$ TOTALS 24,000$ 24,000$ 19,000$ 19,000$ 19,000$ 105,000$ 2024 2025 2026 2027 2028 TOTAL -$ SPECIAL LEVY -$ 24,000$ 24,000$ 19,000$ 19,000$ 19,000$ 105,000$ -$ -$ TOTALS 24,000$ 24,000$ 19,000$ 19,000$ 19,000$ 105,000$ MATERIALS AND SUPPLIES EQUIPMENT OTHER ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Lawn Mower Replacement The new mower will replace a 2005 Toro. The fleet of lawnmowers are utilized to best match the need at the various locations at LPRCA. Judy Maxwell, General Manager Purchase of one new diesel, zero-turn riding lawn mower. SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS PROVINCIAL NOTES CAPITAL LEVY RESERVE BOARD OF DIRECTORS DRAFT 2024 BUDGET 58 Page 150 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ -$ 65,000$ 55,000$ 120,000$ -$ TOTALS 65,000$ -$ -$ -$ 55,000$ 120,000$ 2024 2025 2026 2027 2028 TOTAL -$ SPECIAL LEVY -$ 65,000$ 55,000$ 120,000$ -$ -$ TOTALS 65,000$ -$ -$ -$ 55,000$ 120,000$ MATERIALS AND SUPPLIES 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Tractor Replacement Purchase of one 4WD 60- 65hp diesel tractor with a cab and front loader bucket. The new tractor will replace a 2002 Ford 260C with loader with 2573 hours, currently used at Backus during the camping season and for snow removal. Judy Maxwell, General Manager ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS CAPITAL LEVY RESERVE NOTES EQUIPMENT OTHER SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS PROVINCIAL BOARD OF DIRECTORS DRAFT 2024 BUDGET 59 Page 151 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ -$ 6,000$ 6,000$ -$ TOTALS 6,000$ -$ -$ -$ -$ 6,000$ 2024 2025 2026 2027 2028 TOTAL 6,000$ 6,000$ SPECIAL LEVY -$ -$ -$ -$ TOTALS 6,000$ -$ -$ -$ -$ 6,000$ CAPITAL LEVY RESERVE NOTES EQUIPMENT OTHER SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS PROVINCIAL MATERIALS AND SUPPLIES 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Air Compressor Replacement Purchase of one new 240V 60hp air compressor with twin heads. The new air compressor will replace the current unit at the workshop purchased in 1976. Judy Maxwell, General Manager ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS BOARD OF DIRECTORS DRAFT 2024 BUDGET 60 Page 152 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ 17,840$ 17,840$ -$ -$ -$ TOTALS 17,840$ -$ -$ -$ -$ 17,840$ 2024 2025 2026 2027 2028 TOTAL 17,840$ 17,840$ SPECIAL LEVY -$ -$ -$ -$ TOTALS 17,840$ -$ -$ -$ -$ 17,840$ CONTRACTS NOTES CAPITAL LEVY RESERVE PROVINCIAL IN YEAR SURPLUS MATERIALS AND SUPPLIES EQUIPMENT OTHER SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Storage Shed Roof Replacement (2) Steel roof replacement of two storage sheds at the central workshop. The roofs of two storage sheds at the workshop are deteriorating and will be replaced with ribbed steel roofing. One shed roof is estimated to cost $10,500 and the other L- shaped shed roof is estimated to cost $7,340. Judy Maxwell, General Manager BOARD OF DIRECTORS DRAFT 2024 BUDGET 61 Page 153 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ -$ 10,100$ 10,000$ 7,500$ 7,500$ 7,500$ 42,600$ -$ TOTALS 10,100$ 10,000$ 7,500$ 7,500$ 7,500$ 42,600$ 2024 2025 2026 2027 2028 TOTAL 10,100$ 10,000$ 7,500$ 7,500$ 7,500$ 42,600$ SPECIAL LEVY -$ -$ -$ -$ TOTALS 10,100$ 10,000$ 7,500$ 7,500$ 7,500$ 42,600$ EQUIPMENT OTHER ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS Computer Upgrades Five laptop replacements plus accessories and various components. To upgrade and maintain computer systems, a backup server and a battery backup will be replaced, and a VPN switch will be upgraded. Five phone handsets and five laptops along with various accessories will be purchased and deployed where needed. Judy Maxwell, General Manager MATERIALS AND SUPPLIES Corporate Services Capital Project Detail Sheets NOTES CAPITAL LEVY RESERVE SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS PROVINCIAL 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET BOARD OF DIRECTORS DRAFT 2024 BUDGET 62 Page 154 of 636 PROJECT NUMBER (use GL account #) PROJECT NAME PROJECT DESCRIPTION NEED FOR PROJECT PROJECT MANAGER 2024 2025 2026 2027 2028 TOTAL -$ -$ -$ -$ -$ 208,000$ 208,000$ -$ TOTALS 208,000$ -$ -$ -$ -$ 208,000$ 2024 2025 2026 2027 2028 TOTAL 75,000$ 75,000$ SPECIAL LEVY -$ -$ -$ 133,000$ 133,000$ TOTALS 208,000$ -$ -$ -$ -$ 208,000$ NOTES A design was completed and a quote was obtained for the office furniture of approximately $163,000. There would be installation, flooring and installation, and electrical drops costs required which is estimated to be $45,000. There is prior year capital available for the project of $133,000 requiring an additional $75,000 to complete the project. PRIOR YEAR CAPITAL PROVINCIAL ESTIMATED COSTS LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER SOURCES OF FINANCING MUNICIPAL GENERAL LEVY - Capital IN YEAR SURPLUS 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET Office Renovations Flooring and installation, office furniture and workstations plus installation, and electrical upgrades. The office furniture is old and the layout requires an overhaul. To accomplish the renovation new flooring is to be installed, erognomic office furniture and workstations replaced, and electrical work is needed to be installed at the workstation locations. Judy Maxwell, General Manager BOARD OF DIRECTORS DRAFT 2024 BUDGET 63 Page 155 of 636 92LONG POINT REGION CONSERVATION AUTHORITY Norfolk County Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Watson Lands CA 541-010-29300-0000 179.96 TT 179.96 463,000 Watson Lands CA 541-010-38600-0000 94.02 TT 94.02 321,000 Watson Lands CA 541-010-38610-0000 0.77 CL 0.77 8,200 Watson Lands CA 541-020-10550-0000 30.2 TT 30.2 122,000 Watson Lands CA 541-050-01920-0000 1.49 CL 1.49 9,800 Gibel (Public Trustee)541-020-01000-0000 65 TT 65 109,000 Abbott & Townsend 541-020-66100-0000 95 TT 95 323,000 Vermeersch 541-050-03510-0000 10 TT 10 32,000 Parrott 541-060-00100-0000 100.04 TT 100.04 331,000 Ringland 541-060-04900-0000 100 TT 100 132,000 McConkey-Middleton Wetlands 541-060-06300-0000 137.43 TT 137.43 373,000 Goldie-Middleton Wetlands 541-060-06310-0000 2.16 RT 0.14 5,200 CL 2.02 74,800 Lee-Anderson-Becker 541-060-09900-0000 200.1 TT 200.1 496,000 Parsons 541-060-18000-0000 215.52 TT 215.52 522,000 Croton CA 541-070-14320-0000 16 CL 16 95,750 Devos 542-020-21410-0000 94.15 TT 94.15 305,000 Nemeth 542-030-05000-0000 100 TT 100 324,000 Deer Creek Forest 542-030-10700-0000 252.04 TT 190.56 176,300 Deer Creek CA RT 59.13 54,600 CL 2.35 2,100 Jackson 542-030-15200-0000 100 TT 100 324,000 Hepburn-De Wannemaeker 542-030-18000-0000 101.44 TT 72.97 236,400 CL 28.47 93,600 Carr 542-040-24500-0000 50 TT 36.38 117,300 RT 0.31 1,500 CL 13.31 66,200 Lower Big Creek (Temmer)542-040-20000-0000 89.89 TT 88.34 285,600 CL 1.55 7,400 Twin Gullies 542-040-12100-0000 47.81 TT 47.81 122,000 Wilson 543-010-11700-0000 200 CL 200 198,000 Moulton-Townsend 543-010-14700-0000 46.3 CL 46.3 238,750 Ferris-Armstrong-Coppens 543-010-18200-0000 385.33 CL 385.33 271,250 Rowan Mills CA 543-010-23300-0000 108.89 TT 108.89 138,000 Hodges 543-020-01800-0000 50 TT 50 162,000 Abigail-Becker 543-020-19200-0000 13 TT 13 53,000 Backus CA 543-020-37500-0000 430.33 RT 73.5 222,700 FT 32 142,500 TT 324.83 264,800 *Legend FT Farmland CL Conservation Lands RT Residential/Recreational TT Managed Forest Schedule of Land Holdings 2023 BOARD OF DIRECTORS DRAFT 2024 BUDGET 64 Page 156 of 636 BOARD OF DIRECTORS DRAFT 2023 BUDGET PACKAGE 95 Norfolk County Cont’d Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 LB Sanctuary-Cridland 543-030-14910-0000 90.84 FT 90.84 131,000 LB-Boyd 543-030-19410-0000 70.18 FT 9.28 217,700 TT 60.9 44,300 LB Marsh 543-030-19500-0000 545.58 RT 0.8 1,100 CL 544.78 795,900 LB-Walker 543-030-19600-0000 39.26 FT 39.26 186,000 LB-Robinson 543-050-00200-0000 55.8 CL 50.86 93,300 RT 4.94 24,700 Travis-Desilver 545-010-18800-0000 25.04 TT 25.04 81,000 Allan 545-020-01900-0000 50 TT 50 162,000 Harris-Harris-Floyd 4th 545-020-02900-0000 150 TT 95.95 264,800 CL 54.05 149,200 Burwell 545-020-03500-0000 100 CL 35.76 118,500 TT 64.24 207,500 Harris3-Floyd 5th 545-020-12100-0000 200 TT 200 496,000 Gesquiere 545-030-04400-0000 62.02 TT 62.02 200,000 Roney 545-030-07500-0000 80 TT 80 259,000 Harvey 545-030-11000-0000 99.5 TT 45.04 145,900 CL 54.46 180,100 Long 545-030-11500-0000 100 TT 100 245,000 Tulpin 543-020-36200-0000 6.08 RT 6.08 51,000 Neufeld 543-010-23702-0000 45.19 TT 45.19 146,000 Walsingham Flats (Huyge)543-010-02210--0000 69.07 TT 61 197,300 CL 8.07 32,700 Walsingham Flats (Huyge)543-010-02220-0000 9.42 RT 9.42 84,900 CTN 1,100 Little Lake CA 491-003-53000-0000 183.11 RT 9.37 413,000 CL 82.43 TT 91.31 Greathead 491-006-13000-0000 125 TT 125 325,000 Persall 491-006-14000-0000 22 TT 22 22,500 Tarcza 491-006-42000-0000 100.33 TT 100.33 293,000 Vanessa CA 491-010-04000-0000 26 TT 26 27,500 Teeterville CA 491-011-16500-0000 36.6 CL 31.07 211,000 RT 5.53 Mcintosh 491-020-09500-0000 22.32 TT 22.32 90,000 Livsey 491-022-34000-0000 20 TT 20 75,000 Wintemute-Collver 491-022-81000-0000 60 TT 60 241,000 Ryder 491-023-35000-0000 45.5 TT 45.5 183,000 Maddeford 491-002-39150-0000 28.21 TT 28.21 72,000 Landon 9th 493-010-48600-0000 50 TT 50 38,500 Mcknight 493-020-17400-0000 16.5 TT 16.5 17,600 Earl-Danylvich-Hanson 493-030-22300-0000 159.89 CL 76.53 412,000 TT 83.36 Landon 7th 493-040-20500-0000 50 TT 50 38,500 BOARD OF DIRECTORS DRAFT 2024 BUDGET 65 Page 157 of 636 94LONG POINT REGION CONSERVATION AUTHORITY Norfolk County Cont’d Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Smith 493-050-03100-0000 50 TT 50 101,000 Swick-King 493-050-03300-0000 200 TT 200 473,000 Hammond 493-050-11800-0000 50 TT 50 162,000 Sowden 493-060-32900-0000 55 TT 55 178,000 Vanlondersele 493-030-11410-0000 25.56 RT 25.56 26,000 Vittoria CA (Bramhill)493-060-33800-0000 20.12 CL 19.64 150,000 RT 0.48 Vittoria CA (Smith)493-060-33900-0000 34 RT 13.26 21,000 CL 20.74 Lipsett-Penner 493-070-03600-0000 137.85 CL 32.93 378,000 TT 104.92 Baker 493-070-03700-0000 25 CL 9.89 130,000 TT 15.11 Mackay-Kyte-Laforge 493-070-04300-0000 134 CL 79.08 372,000 TT 54.92 Mason-Buchner 493-070-05900-0000 50 TT 50 35,000 Fisher CA 493-080-07500-0000 131.75 TT 131.75 118,000 Cornell 493-080-08010-0000 17.32 CL 17.32 66,000 Anderson 493-080-08200-0000 188 TT 188 225,000 Lehmans Dam 494-040-12500-0000 30.87 RT 30.87 39,000 Croton 494-070-14300-0000 22 CL 21.65 92,000 RT 0.35 Sidney Back 494-070-12850-0000 19.48 TT 19.48 78,000 Decloet 491-002-39000-0000 76.26 TT 76.26 62,000 Casselton 493-070-02000-0000 14 TT 14 45,000 Gage 491-013-18000-0000 50 TT 50 202,000 Blommaert 493-070-08300-0000 37.86 TT 37.86 122,000 Sutton CA 401-001-08500-0000 19.94 CL 18.12 260,800 RT 1.82 26,200 Sutton CA 401-001-27000-0000 1.2 RT 0.39 14,200 CL 0.81 29,300 Brook CA 401-015-35600-0000 30.04 TT 22.51 19,500 CL 7.53 6,500 Pow Wetland 336-030-61800-0000 47.3 RT 0.79 1,900 CL 46.51 115,100 Waterford CA Forest 336-050-02500-0000 294.21 TT 44 73,200 Camp Trillium RT 74.47 4,363,000 Waterford CA RT 130 CL 45.74 79,800 Waterford Workshop 336-050-47300-0000 77 RT 8 6,700 TT 69 58,300 Black Creek CA Forest 337-040-14600-0000 21 TT 21 16,200 Sowden Forest 337-060-00510-0000 15 TT 15 57,000 Hay Creek CA Forest 337-060-01500-0000 98.5 TT 97.5 134,700 RT 1 1,300 Dewal-Black Creek 337-040-18250-0000 2 RT 2 12,400 Vern Ryerse Memorial CA 337-060-07710-0000 2.34 RT 2.34 35,500 BOARD OF DIRECTORS DRAFT 2024 BUDGET 66 Page 158 of 636 BOARD OF DIRECTORS DRAFT 2023 BUDGET PACKAGE 97 County of Brant Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Farkash 011-040-29900-0000 102 TT 102 163,000 Misner 011-010-36600-0000 50 TT 50 202,000 Roswell-Brown-Harley 011-040-26900-0000 80 TT 80 137,000 Drozd-Chernishenko 011-010-37200-0000 100 TT 100 193,000 Dawes-Chambers-Tontsch 011-040-21200-0000 75 TT 75 127,000 Phipps 011-040-16600-0000 8 RT 8 44,500 Dean 011-010-54000-0000 202.51 TT 202.51 519,000 Dawes 011-040-14100-0000 40 TT 40 60,000 Dawes-Norris 011-010-57000-0000 10.16 CL 10.16 90,750 Moore-Force 011-010-57200-0000 50 CL 50 169,000 Armstrong 011-010-59500-0000 5.16 CL 5.16 80,000 Dawes-Lock-Savage 011-010-60900-0000 303.88 CL 297.82 244,300 RT 6.06 9,700 Poole-Durham 011-010-65400-0000 25.11 RT 3.72 22,400 CL 21.39 128,600 Moore 011-010-64800-0000 165 TT 165 184,000 Caley 011-010-63600-0000 263 TT 263 234,000 Mawhinney 011-010-65700-0000 15 TT 15 60,000 Harley-Roswell-Brown 011-040-26299-0000 7.16 RT 7.16 105,000 Total:1,502 1,502 2,773,250 Acres CL 385 RT 25 TT 1,093 Total Acres County of Brant 1,502 Acres FT 171 CL 1,956 RT 506 TT 5,523 Total Acres Norfolk County 8,156 Norfolk County Cont’d Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Vern Ryerse Memorial CA 337-060-07800-0000 0.54 RT 0.54 7,700 Norfolk CA 337-060-05200-0000 45.26 RT 45.26 334,000 Total:8,156 8,156 23,205,650 BOARD OF DIRECTORS DRAFT 2024 BUDGET 67 Page 159 of 636 96LONG POINT REGION CONSERVATION AUTHORITY Township of Norwich Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Arthur 010-020-14500-0000 25 TT 25 24,500 Hughes 010-040-19500-0000 319.46 TT 319.46 333,000 Oatman CA Forest 010-050-06100-0000 40 TT 40 34,500 Rocks Mill Forest 010-050-11100-0000 77.94 TT 77.94 82,000 Rocks Mill 010-050-11400-0000 5.35 RT 5.35 20,000 Norwich CA 020-020-00900-0000 31.85 RT 31.85 40,000 Norwich CA 020-020-19406-0000 8.58 RT 8.58 9,500 Norwich CA 030-010-24500-0000 71 RT 35.87 34,700 CL 35.13 25,800 Sackrider 030-030-02400-0000 50 TT 50 63,000 Smith 030-030-02800-0000 43 TT 43 123,000 Hopkins 030-040-11300-0000 78 TT 9.88 10,800 RT 68.12 3,800 Total:750 750 804,600 Acres CL 35 RT 150 TT 565 Total Acres Township of Norwich 750 Township of South-West Oxford Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Dereham Wetland-Fuller 010-040-03502-0000 93.42 TT 93.42 89,000 Dereham Wetland-Butler 010-040-03900-0000 25.24 CL 23.93 26,025 RT 1.31 1,700 Dereham Wetland-Jeffery 010-040-04200-0000 42.31 CL 41.24 40,850 RT 1.07 1,300 Dereham Wetland-Stafford 010-040-04400-0000 25 RT 1.01 1,300 CL 23.99 26,350 Dereham Wetland-Lee 010-040-04500-0000 19.13 RT 1.84 2,400 CL 17.29 19,300 Dereham Wetland-Atkinson 010-040-04600-0000 37.61 TT 13.75 18,200 CL 23.86 25,600 Dereham Wetland-Hawkins 010-050-02300-0000 50 TT 50 44,500 Dereham Wetlands-Paton 010-040-04300-0000 10.1 FT 1.63 5,000 CL 8.47 Dereham Wetlands-Paton 010-040-04401-0000 19.17 FT 10.3 51,400 CL 8.87 Hughes 010-050-08400-0000 87.75 TT 87.75 103,000 Total:410 410 455,925 Acres FT 12 CL 148 RT 5 TT 245 Total Acres Township of South-West Oxford 410 BOARD OF DIRECTORS DRAFT 2024 BUDGET 68 Page 160 of 636 BOARD OF DIRECTORS DRAFT 2023 BUDGET PACKAGE 99 Haldimand County Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Haldimand North 332-002-09410-0000 121.12 RT 36.4 229,000 TT 78.57 184,700 CL 6.15 20,300 Haldimand South 332-002-09420-0000 15.32 RT 15.32 120,000 Jaques 330-020-21700-0000 40.77 TT 40.77 56,700 RT 63,300 Total:177 177 674,000 Acres CL 6 RT 52 TT 119 Total Acres Haldimand County 177 LPRCA Land Holdings Summary Tax Class Acres Description FT 183 Farmland CL 2,529 Conservation Lands RT 756 Residential / Recreational TT 7,597 Managed Forest Total 11,065 Municipality of Bayham Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Vienna CA 000-002-01000-0000 10.82 TT 10.82 15,900.00 Baker 004-001-22900-0000 0.16 RT 0.16 60,000.00 Bartlett 004-001-23900-0000 0.61 RT 0.61 2,000.00 Rugenuis 000-006-17250-0000 23.18 TT 23.18 50,000.00 Beattie 000-003-09120-0000 18.1 TT 18.1 41,500.00 Total:53 53 169,400 Acres RT 1 TT 52 Total Acres Municipality of Bayham 53 Town of Tillsonburg Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Tillsonburg CA 020-020-44200-0000 15.62 RT 15.62 18,000 Farkas 030-030-22100-0000 1.49 RT 1.49 3,500 Total:17 17 21,500 Acres RT 17 Total Acres Town of Tillsonburg 17 BOARD OF DIRECTORS DRAFT 2024 BUDGET 69 Page 161 of 636 Application Type 2023 Fees Proposed 2024 Fees % Change Preconsultation Fee Review, comment, or participation in preconsultation process $300 $315 5% Subdivision and Vacant Land Condominium $1,380 + $100/lot (Total Maximum $15,000.00 +HST) $1,450 + $105/lot (Total Maximum $15,000.00 +HST)5% To draft plan approval including associated OPA and ZBA $455 $475 4% Red-line revision (applicant initiated) $720 $755 5% Technical plans and reports (SWM with grading & sediment and erosion $225 $235 4% Clearance letter (each phase) Zoning By-Law Amendment Minor $455 $475 4% Accompanied by 1 technical report $720 $755 5% Accompanied by 2 technical reports $1,430 $1,500 5% Combined Official Plan/Zoning By-Law Amendment Minor $720 $755 5% Accompanied by 1 technical report $1,430 $1,500 5% Accompanied by 2 technical reports $2,060 $2,160 5% Consent (severance) Minor $455 $475 4% Accompanied by 1 technical report $720 $755 5% Accompanied by 2 technical reports $1,430 $1,500 5% Variance Minor $455 $477 5% Accompanied by 1 technical report $720 $755 5% Accompanied by 2 technical reports $1,430 $1,500 5% Site Plan Control Minor $455 $475 4% Accompanied by 1 technical report $720 $755 5% Accompanied by 2 technical reports $1,430 $1,500 5% Complex Application (incl. OPA/ZBL/Site Plan) for golf courses, trailer parks, campgrounds and lifestyle communities. $2,060 $2,160 5% General Notes for All Application Fees: 8. Where a Section 28 permit approval is required in addition to a Planning Act application for the same activity, the Section 28 permit fee will be discounted 50%. 7. Fees must be paid at the time the application is submitted. Planning Act Review Fees 6.The fees for technical review include one comprehensive review, and one review of the resubmission. Second and each additional resubmission shall are subject to a resubmission fee of 20% of the original application up to a maximum of $525. 1.It is strongly recommended that proponents pre-consult with LPRCA and, if necessary the municipality, prior to the submission of all applications and the preparation of detailed technical reports(s). 2.This fee schedule is effective as of January 1, 2024 and LPRCA reserves the right to revise this fee schedule at any time without notice to adequately cover the costs to provide the service. 3.All applicable taxes are extra. 4.Applications that fall under one or more categories will be charged at the highest rate. 5. Fees are assessed based on the extent of review required. LPRCA reserves the right to levy supplementary fees should the review Appendix A: Fee Schedules BOARD OF DIRECTORS DRAFT 2024 BUDGET 70 Page 162 of 636 Application Type 2023 Fees Proposed 2024 Fees % Change Very minor development Development with very low risk of impact on natural hazards or natural features. Examples: Non-habitable accessory structures less than 23 m2 (247 ft2) , e.g. decks, fences, above-ground pools, barns, sheds Fill placement removal and/or grading (landscaping, driveway top-dressing) Off-line pond maintenance $ 200 $ 210 5% Minor development, interference and alteration Development/work with low risk of impact on natural hazards or natural features. No technical reports are required. Examples: Raising building or additions not requiring engineered drawings Repairs/renovations to existing building Non-habitable accessory structures less than 100 m2 (1076ft2) Septic system Fill placement, removal/or grading (not requiring engineered plans) Minor development (as listed above) more than 30 metres from a wetlands New or replacement residential structures more than 30 metres from a wetland Minor utilities (directional bore) New offline ponds (grading plan required) Docks, boathouses Routine/maintenance dredging Minor repairs to existing shoreline structures Maintenance, repair or replacement of access crossings Other applications not deemed by staff to be “Major” in nature $ 405 $ 425 5% Major development, interference and alteration Development/work with moderate risk of impact on natural hazards or natural features. Detailed report and/or plans are required. Examples: Raising building or additions requiring engineered plans Non-habitable accessory structures greater than 100 m2 (1076ft2) New or replacement structures in a natural hazard area Fill placement, removal and/or grading (requiring engineered plans) Development (including minor development as listed above) less than 30 metres from a wetland Major development greater than 30 m from a wetland New offline pond with overflow or channel connection Maintenance/repairs to existing shoreline structures Water crossing, bridge repair Stormwater management outlet structure Other applications deemed by staff to be “Major” in nature $ 695 $ 730 5% Ontario Regulation 178/06 Permit Fees BOARD OF DIRECTORS DRAFT 2024 BUDGET 71 Page 163 of 636 Application Type 2023 Fees Proposed 2024 Fees % Change Complex development, interference and alteration Development/work with a high risk and/or potential impact to natural hazards or natural features. One or more studies are required, e.g. an environmental impact study, hydraulic analysis, storm water management report or slope stability study. Examples: Large fill placement, removal, grading (greater than 1000 m3) Golf courses New watercourse bank stabilization New Lake Erie shoreline protection structure Bridge replacement Channel realignment $ 1,380 $ 1,450 5% General On Site Technical Advice Fee (Will be applied to permit application if submitted within 12 months from inspection)$ 248.60 HST included $ 260.00 HST included 5% Wetland Boundary Delineation (Review of MNRF Wetland boundary in the field by LPRCA ecologist, on property owner request) $ 360.00 HST included $ 375.00 HST included 4% Title Clearance (solicitor, realtor, other requests for detailed property information)$ 248.60 HST included $ 260.00 HST included 5% Violations/Application where work has proceeded without authorization 2 x Fee 2 x Fee Permit Revisions (Must be minor in nature and permit must still be valid.) $ 95 $ 100 5% Minister's Zoning Order (MZO) (Permit associated with a Minister's Zoning Order) Cost recovery Cost recovery 6. Where a Section 28 permit approval is required in addition to a Planning Act application for the same activity, the Section 28 permit fee will be discounted 50%. 8. Costs associated with permits (including any conditions) issued under a Minister's Zoning Order shall be paid by the applicant, this includes but is not limited to staff time, any legal review, board expenses, etc. Ontario Regulation 178/06 Permit Fees 1. It is strongly recommended that proponents pre-consult with LPRCA and, if necessary the municipality, prior to the submission of an application and th preparation of detailed plans and technical report(s). 2. Fees must be paid at the time the permit application is submitted. Fees may be paid by debit, cash or cheque (made out to the Long Point Region Conservation Authority) over the phone by credit card or at the LPRCA administration office 3. In the event that the application is placed in a higher fee category, the difference in fee must be paid prior to review. If the application is placed in a lower category, LPRCA will reimburse the applicant accordingly. 4. Fees are assessed based on the extent of review required. LPRCA reserves the right to levy supplementary fees should the review require a substantially greater level of effort than covered by the standard categories above; this supplementary fee includes the peer review of any relevant documents or information. 5. The fees for technical review include one comprehensive review, and one review of the resubmission. Second and each additional resubmission sha are subject to a resubmission fee of 20% of the original application up to a maximum of $525. General Notes for all Application Fees 7. Where a permit has been submitted for an activity across multiple properties and applicants working together, the fee for each property shall be calculated as 50% of the permit fee. For example, the fee for a new shoreline protection structure constructed across two properties is $725 each. BOARD OF DIRECTORS DRAFT 2024 BUDGET 72 Page 164 of 636 2020 HST included 2021 HST included 2022 HST included 2023 HST included Draft 2024 HST included Draft increase % DAY USE FEES Walk-in (under 12 free) $6.00 $6.00 $6.00 $6.00 $6.00 0.00% Vehicle $14.00 $15.00 $15.00 $15.00 $15.00 0.00% Motorcycle $9.00 $9.00 $9.00 $9.00 $9.00 0.00% Season Vehicle Day Pass $85.00 $95.00 $95.00 $100.00 $100.00 0.00% Season Vehicle Pass Replacement $10.00 $10.00 $10.00 $10.00 $10.00 0.00% Mini Bus $55.00 $55.00 $55.00 $55.00 $55.00 0.00% Bus $120.00 $120.00 $120.00 $120.00 $120.00 0.00% Operator Permit Fee - Annual $350.00 $350.00 $375.00 $375.00 0.00% Operator Customer Fee - per person $4.00 $4.00 $4.00 $4.00 0.00% CAMPING FEES Per Night Unserviced*$38.00 $38.00 $38.00 $40.00 $41.00 2.50% With Hydro & Water 15 amp*$50.00 $50.00 $50.00 $53.00 $55.00 3.77% With Hydro & Water 30 amp*$59.00 $59.00 $59.00 $60.00 $63.00 5.00% With Hydro, Water & Sewer 15 amp*$61.00 $61.00 $61.00 $64.00 $66.00 3.13% With Hydro, Water & Sewer 30 amp*$70.00 $70.00 $70.00 $70.00 $73.00 4.29% *20% discount for overnight camping for seniors & the disabled. Must show senior or disability permit. Cabin Rental Per Night Cabin 900 A (Backus only)$60.00 $60.00 $60.00 $65.00 $70.00 7.69% Cabin 901 D (Backus only)$105.00 $105.00 $105.00 $110.00 $115.00 4.55% Per Week Unserviced $225.00 $225.00 $225.00 $240.00 $246.00 2.50% With Hydro & Water 15 amp $305.00 $305.00 $305.00 $318.00 $330.00 3.77% With Hydro & Water 30 amp $350.00 $350.00 $350.00 $360.00 $378.00 5.00% With Hydro, Water & Sewer 15 amp $368.00 $368.00 $368.00 $384.00 $396.00 3.13% With Hydro, Water & Sewer 30 amp $415.00 $415.00 $415.00 $420.00 $438.00 4.29% Cabin Rental Per Week Cabin 900 A (Backus only)$360.00 $360.00 $360.00 $360.00 $385.00 6.94% Cabin 901 D (Backus only)$630.00 $630.00 $630.00 $630.00 $635.00 0.79% Per Month Unserviced $675.00 $675.00 $675.00 $720.00 $738.00 2.50% With Hydro & Water 15 amp $915.00 $915.00 $915.00 $954.00 $990.00 3.77% With Hydro & Water 30 amp $1,050.00 $1,050.00 $1,050.00 $1,080.00 $1,134.00 5.00% With Hydro, Water & Sewer 15 amp $1,100.00 $1,100.00 $1,100.00 $1,152.00 $1,188.00 3.13% With Hydro, Water & Sewer 30 amp $1,240.00 $1,240.00 $1,240.00 $1,260.00 $1,314.00 4.29% Per Season Unserviced $1,685.00 $1,770.00 N/A N/A N/A With Hydro & Water 15 amp $2,400.00 $2,520.00 $2,570.00 $2,623.50 $2,722.50 3.77% With Hydro & Water 30 amp $2,650.00 $2,785.00 $2,840.00 $2,970.00 $3,118.50 5.00% With Hydro, Water & Sewer 15 amp $2,900.00 $3,045.00 $3,105.00 $3,168.00 $3,267.00 3.13% With Hydro, Water & Sewer 30 amp $3,125.00 $3,285.00 $3,350.00 $3,465.00 $3,613.50 4.29% Premium & 30 amp $3,200.00 $3,360.00 $3,430.00 $3,565.00 $3,740.00 4.91% 2nd Season Vehicle Day Pass $50.00 $55.00 $55.00 $60.00 $60.00 0.00% Exterior Fridge (Seasonal)$275.00 $300.00 $300.00 $325.00 $335.00 3.08% Seasonal Camper Late Payment Fee $75.00 New CONSERVATION AREA FEE SCHEDULE Backus, Deer Creek, Haldimand, Norfolk and Waterford North BOARD OF DIRECTORS DRAFT 2024 BUDGET 73 Page 165 of 636 CONSERVATION AREA FEE SCHEDULE Backus, Deer Creek, Haldimand, Norfolk and Waterford North 2020 HST included 2021 HST included 2022 HST included 2023 HST included Draft 2024 HST included Draft increase % Group Camping Group Camping Tents Only Group Camping (per night) $55.00 $55.00 $55.00 $60.00 $60.00 0.00% Group Camping (per person/night) $6.00 $6.00 $6.00 $7.00 $7.00 0.00% OTHER FEES Reservation Fee - online $12.00 $13.00 $13.00 $14.00 $15.00 7.14% Reservation Fee - by phone $15.00 $15.00 $15.00 $15.00 $15.00 0.00% Cancellation/Change Fee $15.00 $15.00 $15.00 $15.00 $15.00 0.00% 2nd Vehicle Parking $11.00 $12.00 $12.00 $13.00 $13.00 0.00% Pavilion $75.00 $75.00 $75.00 $75.00 $75.00 0.00% Wood $10.00 $10.00 $10.00 $10.00 $10.00 0.00% Kindling $5.00 $5.00 $5.00 $5.00 $5.00 0.00% Ice $4.00 $4.00 $4.00 $4.00 $4.00 0.00% Picnic Tables (per table per day) $6.00 $6.00 $6.00 $6.00 $6.00 0.00% Bait / Worms $3.50 $3.50 $3.50 $3.50 $3.50 0.00% Vendor permit $55.00 $60.00 $60.00 $60.00 $60.00 0.00% Canoe/Kayak Rental - per hour $15.00 $15.00 $15.00 $15.00 $15.00 0.00% - per 1/2 day (4 hours)$50.00 $50.00 $50.00 $50.00 $50.00 0.00% - per day (8 hours)$80.00 $80.00 $80.00 $80.00 $80.00 0.00% Boat/Trailer Storage - off site $375.00 $375.00 $375.00 $375.00 $375.00 0.00% Winter Trailer Storage/camp site $215.00 $225.00 $225.00 $225.00 $225.00 0.00% Winter Storage Late Fee (per day)$10.00 $10.00 $10.00 $10.00 $10.00 0.00% BACKUS HERITAGE CONSERVATION AR Rentals Church Rental $250.00 $250.00 $250.00 $250.00 $250.00 0.00% Ed. Centre Rentals - 1/2 day $240.00 $240.00 $240.00 $240.00 $240.00 0.00% - full day Auditorium or Classroom $400.00 $400.00 $400.00 $400.00 $400.00 0.00% -add for 2nd room $50.00 $50.00 $50.00 $50.00 $50.00 0.00% Events and Photography Outdoor Wedding $400.00 $400.00 $400.00 $400.00 $400.00 0.00% - includes pavilion & 20 day passes Photography Fee - Weddings $125.00 $125.00 $125.00 $125.00 $125.00 0.00% All other photo shoots $75.00 $75.00 $75.00 $75.00 $75.00 0.00% -includes entry for 2 passenger vehicles Education Programming - full day**$560.84 $583.62 4.06% -1/2 day**$280.42 $291.81 4.06% **Maximum 40 students per class per day. BOARD OF DIRECTORS DRAFT 2024 BUDGET 74 Page 166 of 636 Draft 2024 before HST CORPORATE SERVICES Hold Harmless Agreements for research or events $45.13 Irrigation Access Permits within Conservation Authority owned properties $1,000.00 Draft 2024 before HST FORESTRY Consulation Service per hour $125.00 Draft 2024 before HST LEE BROWN MARSH Goose Relocation - Per Canada goose $6.20 Hunting Fees 1-Day Field Hunt , 1 person $53.10 1-Day (midweek) Marsh Hunt, 1 person $479.79 1-Day (midweek) Marsh Hunt, 4 people $1,636.90 3-Day Marsh Hunt for 4 people $4,092.27 CONSERVATION LANDS - LEE BROWN MARSH FEE SCHEDULE LONG POINT REGION CONSERVATION AUTHORITY CORPORATE SERVICES FEE SCHEDULE LONG POINT REGION CONSERVATION AUTHORITY LONG POINT REGION CONSERVATION AUTHORITY CONSERVATION LANDS - FORESTRY FEE SCHEDULE BOARD OF DIRECTORS DRAFT 2024 BUDGET 75 Page 167 of 636 Draft 2024 before HST LANDS AND WATERS Tree Planting Program - Forest Ontario Sponsored Full Service (Seedling and Planting) per tree1 $0.60 Private Landowner Tree Planting Program Land Owner Cost per tree2 $0.82 - $2.45 Full Service (Seedling and Planting) per tree3 $1.50 - $3.05 Rental of Tree Planter per day for trees purchased from the Conservation Authority $75.00 Restoration Program Erosion Control - Landowner Plans $350.00 1 Pricing subject to change without notice. Subject to approval and availability. Minimum 500 seedlings must be planted. 2 Pricing subject to change without notice. Subject to availability. Minimum 150 seedlings/species. 3 Pricing subject to change without notice. Subject to availability. Minimum 5 acres and 500 seedlings. LONG POINT REGION CONSERVATION AUTHORITY CONSERVATION LANDS - LANDS AND WATERS FEE SCHEDULE BOARD OF DIRECTORS DRAFT 2024 BUDGET 76 Page 168 of 636 •Long Point Region� Conservation Authority 4 Elm Street, Tillsonburg, ON N4G 0C4 519-842-4242 I 1-888-231-5408 conservation@lprca.on.ca www.lprca.on.ca � Member of the Conservation Conservation Ontario Network ONTARIO @) @lpr_ca 0 @LongPointConservation � @longpointca LPRCA MUNICIPAL PARTNERS Municipality of Bayham I County of Brant I Haldimand County I Town of Tillsonburg I Township of Malahide I Norfolk County I Township of Norwich Township of South-West Oxford BOARD OF DIRECTORS DRAFT 2024 BUDGET Page 169 of 636 Page 170 of 636 Page 171 of 636 Page 172 of 636 Municipal Council of the County of Oxford Council Meeting - Oxford County Date:Wednesday, November 22, 2023 Moved By:Deb Gilvesy Seconded By:Deborah Tait Resolved that the recommendations contained in Report No. PW 2023-45, tilted "Speed Management and Road Safety Reviews - Woodstock, Tillsonburg and Ingersoll", be amended to delay the proposed PXO at Tillson and Annandale School until 2025 as that area is serviced with a crossing guard and that both the design and implementation of the PXO for County Road 20 (North Street) occur in 2024 in the vicinity of Braun Avenue and Coulthard Street which will result in no change to the proposed County Budget for 2024. Resolution No. 14 DISPOSITION: Motion Carried Page 173 of 636 ___________________________________________________________________ November 3rd, 2023 Oxford County Council Oxford County Area Municipalities and Councils Re: Safe and Well Oxford Community Safety and Well-being Plan: Gender Based Violence At the July 31st, 2023 Safe and Well Oxford Steering Committee meeting, the committee considered a resolution passed by County Council as follows: RESOLVED that the information provided in the delegation from Ingamo Homes be received as information; AND FURTHER, that the County of Oxford declare intimate partner violence an epidemic; AND FURTHER, that the County refer the presentation to the Safe and Well Oxford Steering Committee for consideration throughout the implementation of the Oxford Community, Safety, and Well-being plan to address the recommendations made by the delegation. The Safe and Well Oxford Steering Committee received a presentation from Diane Harris, Executive Director, Domestic Abuse Services Oxford (DASO) at their June 19th meeting. Diane shared the following information with the committee in relation to intimate partner violence within Oxford County: • Domestic Abuse Services Oxford is the first stage emergency 24/7 shelter for women fleeing intimate partner violence, which offers short term shelter which usually can be from 2 weeks to 6 months, depending on the needs and risk levels of the individuals. Stats indicate that women often stay an average of 42 days in shelter. DASO also operates the only 24/7 crisis line in Oxford County. • Ingamo Homes is second-stage transitional support and housing program assisting women who leave the shelter, or who side-step the shelter after leaving a violent relationship. Applications are received from community agencies, support, and self-referrals. The current length of stay is 1 year to 4 years, with an average of 20 months. Both facilities offer one-to-one counselling, group work, Page 174 of 636 court support and advocacy, children and youth programs, and recreational activities. • Intimate partner violence/gender-based violence contributes negatively to all aspects of health, whether it is physical, emotional, mental and shows up in several different ways. Violence can lead to mental health problems such as Depression and Anxiety, Eating Disorders, PTSD, Suicide Ideation, and death. Violence can lead to physical disease in the body, which may present itself in a variety of ways, including stroke, heart disease, cancer, alcohol disorders as well as a myriad of other serious health consequences. It can lead to risky behaviours in youth and adulthood and lead to missing important life opportunities like unemployment, education dropouts, poverty, and homelessness. And finally, violence against women can lead to femicide, which is broadly defined as the killing of women and girls due to their gender by an intimate partner or another man known to them. • The 401 corridor has been well documented as a primary route for sex traffickers to transport and sell victims of commercial sexual exploitation. Oxford County is situated at the intersection between highways 401 and 403, with a large number of hotels and motels based on servicing the 401 corridor. The combination of Oxford’s rurality and isolation, along with significant traffic along the 400 series highways, make Oxford County particularly vulnerable. • The OPP and Woodstock Police receive over 1,500 calls annually regarding domestic related disturbances. • Oxford County Community Health Centre has identified 796 individuals that required/could have benefited from specialized sexual violence supports. Waitlists are expected to continue to grow as current capacity within Oxford does not come close to servicing the population needs. With respect to challenges that Domestic Abuse Services Oxford faces, Diane Harris advised as follows: • DASO operates a 17-bed facility which is full mostly every night (17-bed means “heads in beds” – so maximum 7 families with children and 2 singles). They housed 63 women and 56 children in the 2022-23 fiscal year. They receive 2881 calls for help on the crisis line, which translates to 7 calls a day. They must turn away women with or without children every day. • Women are not having the choice to leave abuse due to the on-going housing crisis. There is a serious lack of adequate, affordable housing – no one has the option of moving out and starting anew in apartments or townhomes. Most women must face homelessness to leave an abusive relationship. The housing crisis means longer stays at the shelter and second stage resulting in a lack of hope for families for a better future when financial barriers don’t allow for shelter, clothing and food. • There is a serious lack of transportation between the different municipalities within Oxford. Isolation on farms and rural areas make it difficult to reach out due to poor or no internet or cell phones. Page 175 of 636 • There is a lack of specialized supports in our agencies for mental health, addictions, and human trafficking/exploitation, as well as in our community. • Lack of legal support for women who must enter the family law system. Only one lawyer in the county takes legal aid certificates, leaving women to self-represent in court. Now that court has opened in-person appearance from virtual, means that women can no longer find representation from another county/jurisdiction. • Education systems (boards of education) do not allow for prevention programs by their sector for youth to work on recognizing and establishing healthy relationships. • Human trafficking and sexual exploitation cases are on the rise and the community does not have the capacity for these required specialized supports. • Violence against women agencies are grossly under-funded. They must fundraise between $100,000 and 200,000 to maintain current programs. The shelter operates 24/7 with one staff in the house on weekends and evenings. This is unheard of in any other 24/7 support agency in other communities. The requests made by the delegation at County Council on July 12th included: 1. To push the Province of Ontario to officially recognize intimate partner violence as an epidemic; 2. That an epidemic of intimate partner violence be declared at the federal level; 3. Advocate for femicide to be added as a term to the Criminal Code of Canada; 4. Advocating to the provincial and federal government to provide the appropriate supports necessary to address the epidemic; 5. That this request be circulated to all municipalities within Ontario. The Safe and Well Oxford Steering Committee is seeking endorsement from all area municipalities to include goals and objectives within the Safe and Well Oxford Community Safety and Well-being plan to address gender-based violence within the County as an additional priority risk area. Support in relation to advocacy, education and awareness is required. The Safe and Well Oxford Steering Committee received a presentation from the Domestic Abuse Response Team Oxford at their meeting held on September 14th, 2023. The following are recommended changes to the Safe and Well Oxford Community Safety and Well-being Plan: • Establish Gender-Based Violence as an additional priority risk area within the Safe and Well Oxford Community Safety and Well-being Plan; Page 176 of 636 • Identify specific goals and objectives as outlined below, to be included in the Safe and Well Oxford Community Safety and Well-being Plan; • Designate the Domestic Abuse Response Team (DART) Oxford as the Gender- Based Violence Action Coalition under the Safe and Well Oxford Steering Committee. Goal #1- Strengthening Prevention Opportunities Through Training Objectives 1. Explore expanding current programs that offer support to survivors and perpetrators. 2. Conduct a reassessment of current training models to identify gaps and opportunities for more specific education needs which are survivor centered and trauma informed. 3. Partner with stakeholders and service providers to assess existing training for justice system personnel, as well as any personnel who provide support to individuals who have experienced or are perpetrating gender-based violence. This would also include a review and enhancement of training for medical professionals including hospitals, midwife services, clinics, etc. to offer education on spotting and addressing instances of violence. 4. Explore and facilitate further training and public education opportunities. Leverage and expand early detection and prevention programs to promote a community where families can live free from violence. These include educational programs for youth, training opportunities for justice partners, and increased membership within the DART committee. Goal # 2: Social Development Focus and Awareness Objectives: 1. Promote participation in authentic conversations by listening to the voices of survivors and establishing a survivor network, to inform solutions and actions. 2. Leverage a variety of mediums (including social media) to disseminate key messages about gender-based violence and its risk factors. 3. Promote an inclusive, empathetic community that understands the intersections of gender-based violence as a public health issue. 4. Engage justice and children’s mental health members in enhancing community understanding and responses to high-risk youth. 5. Engage in broad, multisector public education initiatives. Page 177 of 636 Thank you for your consideration and support. Yours truly, Marcus Ryan Chair, Safe and Well Oxford Steering Committee Warden, Oxford County cc. Premier Doug Ford Oxford MP Arpan Khanna Oxford MPP Ernie Hardeman Ministry of Community and Social Services All Oxford Municipalities All Ontario Municipalities Page 178 of 636 Page 1 of 2 Subject: 2023 Third Quarter (Q3) Consolidated Operating Results Report Number: FIN 23-31 Department: Finance Department Submitted by: Renato Pullia, Interim Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION THAT report titled Fin 23-31 2023 Third Quarter Consolidated Operating Results be received as information. BACKGROUND To provide Council with the January 1, 2023 to September 30, 2023 Town-wide consolidated operating results. DISCUSSION The attached data summarizes the variances between 2023 actual operating results for the period of January 1, 2023 to September 30, 2023. Questions or comments relative to the departmental 2023 third quarter revenues and expenditures should be referred to the applicable members of the Senior Leadership Team for commentary. CONSULTATION N/A FINANCIAL IMPACT/FUNDING SOURCE The third quarter operating results currently reflect an overall Town wide 2023 favourable variance of $1,613,322. This does not factor in any surplus or deficit in either Building or Parking, as such balances are transferred to, or covered by, corresponding reserves at year-end. The overall variance will continue to be impacted by fluctuations in revenues and expenditures in the remaining months of the year, predominantly driven by timing and year-end adjusting entries as compared to the budget spread. Thus, this preliminary figure is not a certain indication of what may be expected as the year progresses. Page 179 of 636 FIN 23-31 2023 Third Quarter (Q3) Consolidated Operating 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 ☐ 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 1. Appendix A - 2023 Q3 Consolidated Operating Results Page 180 of 636 Q3 Town Variance Report 2023 Q3 YTD 100 Council 873 105 Financial Services 164,869 110 Corporate Services 217,941 120 CSC (4,001) 130 Fleet (56,950) 150 Fire 82,906 160 Police 7,708 180 Protection 44,404 190 Building - 200 Op Admin 44,624 210 Engineering 63,187 220 Roads (15,717) 230 Parking - 240 Airport 84,388 280 Solid Waste & Recycling 29,653 300 Cem 41,550 450 Parks 74,575 455 Community Events 4,984 460 Rec - Programs 240,669 465 Rec - Bldg Mtce (26,928) 467 EFC (3,015) 475 Museum 36,485 480 Transit Services 9,527 500 DCS 413 505 EcDev 6,475 145 THI 145 Enterprise Services (4,530) Taxation 569,232 2023 Q3 Surplus/(Deficit) - Operating 1,613,322 Page 181 of 636 Page 1 of 9 Subject: 2023 Q3 Corporate Services Department Results Report Number: CS 23-13 Department: Corporate Services Department Submitted by: Tanya Daniels, Director of Corporate Services/Clerk and Kyle Pratt, Chief Administrative Officer Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION Report recommendation contained within the omnibus motion for all Department results reports. BACKGROUND To provide Council with the financial results of the Corporate Services Department, Office of the CAO and Council from January 1, 2023 to September 30, 2023. DISCUSSION 1. Department Overviews 1.1 Corporate Services (CS) Department Overview The following chart overviews the Corporate Services Department included within this results report: AREA RELATIONSHIP STAFF Clerks Internal 3 FTE Communications Internal 1 FTE Customer Service Internal 3 FTE 1 PTE 1 Summer Student IT External / Internal August 2023 – FTE Contract added after June approval from Council. Contract - County of Oxford Legal Services External Contract Insurance External Contract 1.2 Office of the Chief Administrative Officer The following chart overviews the areas within the Office of the CAO included within this results report: Page 182 of 636 CS 23-22 Page 2 of 9 AREA RELATIONSHIP STAFF Office of the CAO Internal 2 FTE Human Resources Internal 3 FTE Strategic Initiatives and Innovation Internal 1 FTE – Area introduced in 2023 Departments Internal All remaining Departments report independently their results (Fire, Ec. Dev, OPS, RCP and Finance). 2. Budget Overview 2.1 Corporate Services and Customer Service The Corporate Services Department organizationally includes the area of Customer Service (CS). The budget details for both areas have been included within this results report as they are approved independently. The Communications area of CS is contained both within the CS budget and legacy details with Economic Development operational budget. An efficiency plan for 2024 will be to review the combined values and align the Corporate Services operating budget with the staff associated. For the purposes of this report, the Customer Service and the Corporate Services operating results are attached. 2.2 Office of the Chief Administrative Officer The Office of the CAO’s direct budget is included within the Corporate Services operational budget. The Human Resources operational budget is approved and maintained independently as a branch within the Corporate Services operational budget. A change in 2022 transitioned the HR Department to report directly to the CAO. For the purposes of this report, the HR operating results are within the attached Corporate Services attachment. 2.3 Council The operating budget results for Council has been included within the attached documents. 3. Summary of Operational Results 3.1 Corporate Services The following chart provides an overview of the Corporate Services operational results for Q3 2023: Page 183 of 636 CS 23-22 Page 3 of 9 Objective Owner Target Date Status Youth Engagement Program Director of Corporate Services/ Clerk Ongoing Committee member recruitment launched in Q1. Youth Coalition registration completed. First meeting held in Q2. Additional recruitment in Q2 for Q3 approval being conducted. Membership expansion approved in Q3 to 14 members. Implement IT Plan Director of Corporate Services/ Clerk Multi- year plan 2023 Cell Phone replacement program launched and completed in Q1. IT procedure and policy review commenced. A report to adopt guiding policy direction is expected in early Q4. Project Manager, IT Services position approved by Council and recruited. Position commenced in Q3 of 2023. 2023 Computer Hardware upgrade replacement launched. Organizational software audit commenced in Q3. While not a part of the final 2023 Business Plan, the following items are noteworthy initiatives that were completed in Q3 2023: Assistance in the Organizational move of Corporate and Annex offices to 51/55 Brock St. Recruitment and onboarding of a new Legislative/Records Coordinator. Continued increase of Council related communication with additional social media posts, and coordination of various internal supports for increased communications including: o 105 news items released on website o 185 website updates coordinated through Communications (site wide, all areas) Page 184 of 636 CS 23-22 Page 4 of 9 o Increase use of video content to social media feeds informing public about major capital projects in Recreation, Culture and Parks (TCC reno, waterpark etc.) Reviewing customer service practices to continue providing citizens with excellent customer supports. Continued sourcing of software and technology improvements with an aim to improve services the department is responsible for. 3.2 Office of the Chief Administrative Officer The following chart provides an overview of the Office of the CAO operational results for Q2 2023: Objective Owner Target Date Status Investigate Options for a Volunteer Recognition Program Manager of Human Resources Q2 A Volunteer Recognition Program report will be coming to Council in this calendar year. Pay Equity/Market Review Manager of Human Resources Q3 Consultant has been retained and staff are working with the consultant to gather all the necessary information required to complete the review. Staff Engagement Survey Manager of Human Resources Q4 To commence post market review. Physician Recruitment CAO Ongoing Ongoing - The incentive matrix was recently updated and adopted by Council to offer a more competitive matrix to assist promotion of recruitment. The Town continues to advocate at the Provincial level for their support in the application of the Nurse-Practitioner Led Clinic to come to Town. Page 185 of 636 CS 23-22 Page 5 of 9 Town Hall Project CAO Q1 2027 Council recently selected the preferred floor plan option for the new Town Hall (two story with fire dispatch centre) and staff have begun working with the architect to proceed with a detailed design. Attainable and Affordable Housing CAO Ongoing Staff are working on submitting the required planning applications for Earle Street. A conceptual plan was developed and provided to Council for information. The Transitional housing opened through the United Way’s project has been successful in transitioning individuals to more permanent living situations. Boundary Adjustment CAO Ongoing Economic Development Commissioner lead on direction from Council. Carry out Strategic Plan Initiatives CAO Ongoing Ongoing – Staff are undertaking and moving forward with various priority Strategic Plan initiatives. 3.3 Goals for Next Quarter Continued service level improvements in all areas with a goal to leverage technology already available as a Town resource. CONSULTATION CAO, Corporate Services Team. Page 186 of 636 CS 23-22 Page 6 of 9 FINANCIAL IMPACT/FUNDING SOURCE The Consolidated Q3 2023 Corporate Services, Customer Service and Council overall variances are summarized in the attached appendices. CORPORATE GOALS ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – Develop a communications strategy to increase awareness of Council decisions and municipal programs, projects and services. Priority Project – N/A ATTACHMENTS Appendix A – Corporate Services Appendix B – Customer Service Centre Appendix C – Council Page 187 of 636 CS 23-22 Page 7 of 9 Appendix A – Corporate Services 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues User Charges 8,821 5,620 (3,201)(36%) Total Revenues 8,821 5,620 (3,201) Expenditures Labour 849,786 825,655 24,131 (3%)1 Purchases 428,396 249,686 178,710 (42%)2 Contracted Services 464,379 444,421 19,958 (4%) Interfunctional Adjustments (462,479)(460,833)(1,646)(0%) Debt Principal & Interest 11,844 11,855 (11)(0%) Total Expenditures 1,291,926 1,070,784 221,142 Total Net Levy (1,283,105)(1,065,164)217,941 Notes 2 Rent Exp under $81,900, Heat-Light-Water under $37,600 - Reduction to Rent; Training Exp under $16,100;Advertising Exp - under $28,700 1 Net labour under- vacancies Page 188 of 636 CS 23-22 Page 8 of 9 Appendix B – Customer Service Centre 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues User Charges 234,715 237,073 2,358 (1%) Other Revenue Total Revenues 234,715 237,073 2,358 Expenditures Labour 240,297 245,898 (5,601)(2%) Purchases 75,906 76,037 (131)(0%) Contracted Services 37,122 37,749 (627)(2%) Interfunctional Adjustments (213,856)(213,858)2 (0%) Debt Principal & Interest 3,427 3,429 (2)(0%) Total Expenditures 142,896 149,255 (6,359) Total Net Levy 91,819 87,818 (4,001) Page 189 of 636 CS 23-22 Page 9 of 9 Appendix C – Council 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues Grants User Charges 300 300 Total Revenues 300 300 Expenditures Labour 162,024 159,052 2,972 (2%) Purchases 138,079 136,334 1,745 (1%) Contracted Services 2,347 (2,347) Interfunctional Adjustments 30,602 32,399 (1,797)(6%) Total Expenditures 330,705 330,132 573 Total Net Levy (330,705)(329,832)873 Page 190 of 636 Page 1 of 8 Subject: Third Quarter Economic Development and Marketing Results Report Number: EDM 23-21 Department: Economic Development Department Submitted by: Cephas Panschow Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION Report recommendation contained within the omnibus motion for all Department results reports. BACKGROUND Economic Development Activity Q3 2022 (ACTUAL) Q3 2023 (TARGET) Q3 2023 (ACTUAL) Lead Files Opened 54 55 46 Lead Files Closed 39 45 12 Corporate Visits 9 18 8 Client Visits 6 14 9 The below tables summarize the status of the 2023 Business Plan Operating and Capital Budget objectives. Page 191 of 636 EDM 23-21 Page 2 of 8 Table 1: 2023 Business Plan Objectives Objective Budget Value Target Date Status Community Improvement Plan (Downtown Façade) $35,000 Ongoing Funds to be transferred to Business Improvement Association Community Improvement Plan (Applications) $20,000 Ongoing 1 complete application received for Council’s consideration on Nov 27 Updated Economic Development Strategy Implementation $5,000 Ongoing CIP Plan re-drafted, reviewed by MMAH. Next steps are public consultation and Council Review County Housing Master Plan completed Social housing project plan completed Partnered with MSC on Level up Local Initiative. Working on Skills Development Fund for Health Care Sector program 3 Entrepreneurial Services “Pop-up” events held Airport Master Plan development proceeding Enhanced Business Processes (Apps) $5,000 Q1 Q3 Subscription to IBISWorld renewed. Completion of Automated Business Directory and CRM project will enable additional process improvements High Tech Manufacturing Action Plan (Hub Development) $5,000 Ongoing Not initiated. Deferred as not a priority at this time SOMA Asia Mission $24,000 (funded from reserve) Q4 Tillsonburg participation from Nov 28 to Dec 5. Will include visits to THK, Ontario Consulate, Embassy, previous leads, International Robotics Exhibition, etc SOMA Membership Increase $24,000 ($4,000 Q4 Completed. Increase was only $2,000 Page 192 of 636 EDM 23-21 Page 3 of 8 Membership Increase) Discover Tillsonburg (Magazine) $8,000 offset by revenue of $6,000 Ongoing Not initiated. Deferred as not a priority at this time Discover Tilllsonburg (Additional Video Production) $10,000 Q4 Ongoing Town Hall Project Support Not applicable Ongoing A number of key initiatives are underway, including design options Continue to facilitate discussions and networking with potential partners to review additional opportunities for Short Line Rail connectivity within the Town of Tillsonburg Not applicable Q4 A number of key initiatives, including business development and attraction, are underway. Property owner request response provided following resolution of EDAC and Council. Chamber Awards - Grant $4,000 Q3 Completed Chamber Awards - Sponsorship $4,000 Q3 Completed Discover Tillsonburg – Turtlefest Sponsorship $2,000 Q2 Completed. Sponsored 360 Video Booth Bridges to Better Business $1,000 Q3 Not sponsored as Oxford Connection group agreed to a title sponsorship. Removed from 2024 budget Youth Robotics Challenge $1,000 Q4 Completed. Event is schedule for Nov 30 (oxfordroboticschallenge.com) Airport Business Development TBD (Fly-in tours) Q4 Initiated, but on hold pending staff support in place Consultations for Mall Parking Lot Reconfiguration $5,000 Q4 Included in Bridge Street Re- Imagining Task Force RFP CF Oxford Partnership (Pop-up) $5,000 Q4 Three Entrepreneurial Services Pop-up events held (Jan 19, May 11, Oct 26) Project Big Swing TBD Ongoing In process Engineering Design Services for Rokeby Road Property $265,000 with offsets per Q3 Services for Armtect property designed and installed. Page 193 of 636 EDM 23-21 Page 4 of 8 Report DCS 20-22 Rokeby Rd Rehabilitation Design at 100% stage. VIP Phase 2 Conceptual Plan Development $50,000 (funded by Reserves) Q4 Conceptual planning complete, land acquisition underway, etc, Wayfinding Signage (Consolidation Review) N/A Q4 Consolidation plan being developed Automated Business Directory $40,000 ($26K Modernization Funding, $14K Reserves) Q2 Q3 Funding program extended to Dec 1. Complete with automated business directory update underway Bridge St Re- Imagining $80,000 from reserves (plus $20,000 from private sector) Ongoing Shift Landscape Architects retained, initial meetings and public consultation session held, conceptual planning underway Business Improvement Association – Contribution to Capital Expenditures $15,000 Ongoing Completed Explore Accredited Economic Development Organization (AEDO) program* N/A Ongoing Ongoing Van Norman Innovation Park – Additional Land Acquisition TBD Q4 Nearing completion Van Norman Innovation Park – Plan of Subdivision/ Engineering Design TBD Q4 Project Management Contract with Colliers Project Leaders (CPL) kicked-off May 23. RFP for Engineering Consulting Design Services finalized. Gant Chart to completion of servicing has been provided with Critical Path items being identified and incorporated into schedule. Environmental Impact Assessment underway. Page 194 of 636 EDM 23-21 Page 5 of 8 DISCUSSION With the implementation of a new Customer Relationship Management (CRM) database completed, staff are able to report on more metrics more in line with what was previously provided. As staff work towards year-end data reporting, additional data will continue to be made available including from the current Business Directory update, which is underway. 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 third quarter of 2023 are as follows: Department Variance (Brackets denote over budget) Explanation Development & Communications (500) $413 Economic Development (505) $6,475 PT labour under $16,000 - Summer student Supplies Expense over $3,200; Training Expense over $2,300; Books & Publications Expense over $2,500 Legal Expense over $6,800 TOTAL $6,888 Page 195 of 636 EDM 23-21 Page 6 of 8 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 196 of 636 EDM 23-21 Page 7 of 8 Appendix A – DCS and Economic Development Operating Summary 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues User Charges 2,000 (2,000)(100%) Total Revenues 2,000 (2,000)(1%) Expenditures Purchases 49,775 47,362 2,413 (5%) Total Expenditures 49,775 47,362 2,413 Total Net Levy (47,775)(47,362)413 Page 197 of 636 EDM 23-21 Page 8 of 8 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues Grants 18,000 19,666 1,666 (9%) User Charges 24,500 24,450 (50)(0%) Total Revenues 42,500 44,116 1,616 Expenditures Labour 176,842 157,819 19,023 (11%)1 Purchases 122,934 129,921 (6,987)(6%)2 Contracted Services 11,915 18,701 (6,786)(57%)3 Interfunctional Adjustments (12,663)(12,663)0% Debt Principal & Interest 41,412 41,803 (391)(1%) Total Expenditures 340,440 335,581 4,859 Total Net Levy (297,940)(291,465)6,475 Notes 1 PT labour under $16,000 - Summer student 2 Supplies Expense over $3,200; Training Expense over $2,300; Books & Publications Expense over $2,500 3 Legal Expense over $6,800 Page 198 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues User Charges 2,000 (2,000)(100%) Total Revenues 2,000 (2,000)(1%) Expenditures Purchases 49,775 47,362 2,413 (5%) Total Expenditures 49,775 47,362 2,413 Total Net Levy (47,775)(47,362)413 Page 199 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues Grants 18,000 19,666 1,666 (9%) User Charges 24,500 24,450 (50)(0%) Total Revenues 42,500 44,116 1,616 Expenditures Labour 176,842 157,819 19,023 (11%)1 Purchases 122,934 129,921 (6,987)(6%)2 Contracted Services 11,915 18,701 (6,786)(57%)3 Interfunctional Adjustments (12,663)(12,663)0% Debt Principal & Interest 41,412 41,803 (391)(1%) Total Expenditures 340,440 335,581 4,859 Total Net Levy (297,940)(291,465)6,475 Notes 1 PT labour under $16,000 - Summer student 2 Supplies Expense over $3,200; Training Expense over $2,300; Books & Publications Expense over $2,500 3 Legal Expense over $6,800 Page 200 of 636 Page 1 of 2 Subject: 2023 Third Quarter (Q3) Finance Department Results Report Number: FIN 23-30 Department: Finance Department Submitted by: Renato Pullia, Interim Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION Report recommendation contained within the omnibus motion for all Department results reports. BACKGROUND To provide Council with the January 1, 2023 to September 30, 2023 Finance Department financial results and business plan update. DISCUSSION Summary of Operational Results Table 1: 2023 Operations Business Plan Objective Owner Target Date Status Accounts payable digitization including purchase order system update (Carried forward from 2022) Finance Q2 2023 Q1 Q2 2024 In progress with target date move to Q2 ‘24; software under review with County, and evaluating options. Continuation of multi-year budget development & asset management integration (Carried forward from 2022) Finance Q3 Q4 2023 Q3 2024 Target date moved to Q3 ’24; Capital budgeting software modifications, and GL and policy modifications to align. Reserve & trusts policy update (Carried forward from 2022) Finance Q4 2023 Q2 2024 Target date moved to Q2 ‘24 Accounts receivable & write-off policy development Finance Q4 2023 Q3 2024 Target date moved to Q3 ‘24 Foundational work on 2024+ goals (financial sustainability plan, debt policy update, tangible capital asset policy update) Finance Q4 Ongoing Ongoing Page 201 of 636 FIN 23-30 2023 Third Quarter (Q3) Finance Department Results Page 2 of 2 Table 2: 2023 Additional Information Objective Target Date Status 2022 Financial Audit Q3 Complete 2022 Audited Financial Statements Q3 Complete 2023 Interim Audit Q4 In progress CONSULTATION Finance Dept staff FINANCIAL IMPACT/FUNDING SOURCE Q3 results for Finance reflects a year-to-date surplus of $164,869. Interim contributing factors include timing of OCIF grant funding, labour vacancies, and earned interest. 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 Appendix A – 2023 Q3 Finance Department Results Page 202 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues Grants 496,650 821,547 324,897 (65%)1 User Charges 71,901 87,762 15,861 (22%)2 Other Revenue 70,501 264,287 193,786 (275%)3 Contribution from Reserves 16,600 1,199,172 1,182,572 (7,124%)4 Total Revenues 655,652 2,372,768 1,717,116 (3%) Expenditures Labour 645,282 551,560 93,722 (15%)5 Purchases 47,967 50,688 (2,721)(6%) Contracted Services 9,500 1,902 7,598 (80%)6 Contribution to Reserves 1,650,828 (1,650,828)7 Interfunctional Adjustments (152,163)(152,145)(18)(0%) Total Expenditures 550,586 2,102,833 (1,552,247)3% Total Net Levy 105,066 269,935 164,869 (2%) Notes 1 OCIF Formula Funding 7 OCIF formula funding contributed to reserves - $324,900; Bank interest earned relating to Reserve account $126,800; Prior Year End Surplus $1,199,172 2 False Alarm Revenue over $9,600 3 Interest Revenue over 4 Prior Year End Surplus $1,199,172 5 FT labour under - Vacancies 6 Auditing Services under - Due to timing Page 203 of 636 Page 1 of 6 Subject: Fire and Emergency Services 2023 Third Quarter Report Report Number: FRS 23-10 Department: Fire and Emergency Services Submitted by: Vanessa Devolin, Assistant Chief of Communications and Administration Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION Report recommendation contained within the omnibus motion for all Departments results reports. BACKGROUND To provide Council with third Quarter July 1, 2023 to September 30, 2023 key performance indicators and financial information for Tillsonburg Fire Rescue Services. DISCUSSION SUMMARY OF BUSINESS PLAN OBJECTIVES 2023 Business Objectives Objective Target Date Status Increase Fire Prevention Inspection & Public Education Awareness Program Q4 Ongoing – 27% increase from previous year Implement Mandatory NFPA Compliant Training Programs and Officer Development Q4 Ongoing- 80% complete waiting OFM certification results Continue to Develop and Implement Cancer, PTSD, Mental Health Risk Reduction Program Q4 Mental Health & PTSD Training Complete Update Establishing and Regulating By-law 2023 Ongoing – Awaiting CRA and MFP results Community Risk Assessment & develop Master Fire Plan (8-10 year Strategic Plan) Q3 Ongoing – 85% complete Facility - Diesel Exhaust System For Fire Hall Q4 Ongoing EMS Bay Floor Repair Q4 Ongoing Bunker Gear Capital Replacement Program Q4 Complete 40’ Sea Can for Fire Hall Storage Q1 Complete Page 204 of 636 FRS 23-10 Page 2 of 6 Rescue Equipment Replacement Q4 Ongoing - 60% (4 Additional Volunteers) Q3/Q4 Ongoing Window replacement at Fire Hall Q3 Ongoing - Communications windows replaced Gas monitor equipment Q1 Complete Fire Communications- Avtec Radio Console & Out-post Q3 Ongoing – Equipment arrived scheduling installation and testing Review Emergency Management Program and Plan Q4 Ongoing – IMS 200 Training, Test Emergency Notification, Review Plan, HIRA, CI Continue to increase Communications Partnerships Q4 Ongoing – Responded to 4 Dispatch Services RFP’s (2 unsuccessful/2 On Going Key Performance Indicators Key Response Indicator 1ST Quarter 2nd Quarter 3rd Quarter 4th Quarter 2023 YTD % of total Firefighters attending Training 25/29 86% 22/29 76% 24/29 83% 24/29 83% Average % of Firefighters attending Platoon Calls 12/14.5 83% 12/14.5 83% 11/14.5 76% 12/14.5 83% Average % of Firefighters attending All Calls 14/29 49% 16/29 55% 13/29 45% 14/29 49% Average % of Firefighters attending Medical Calls 11/29 37% 10/29 35% 9/29 31% 10/29 35% Page 205 of 636 FRS 23-10 Page 3 of 6 2023 Alarm Data (Year to Date) OFM Response Type Total Incidents(#)/Staff Hours(hrs) 1ST Quarter 2nd Quarter 3rd Quarter 4th Quarter 2023 YTD # hrs # hrs # hrs # hrs # hrs Property Fires/Explosions 2 51 8 129 5 190 15 370 Burning Controlled 1 4 8 14 8 17 17 35 Pre Fire Conditions/ No Fire 2 13 5 65 9 81 16 159 Fire Alarm Activations 16 62 26 138 37 137 79 337 Carbon Monoxide Alarm Activations 7 44 6 33 11 42 24 119 Public Hazard 3 31 4 121 4 18 11 170 Rescue MVC 8 15 12 69 9 33 29 117 Medical/Resuscitator Call 13 23 24 71 12 19 49 113 Other Response 5 22 7 50 9 9 21 81 TOTAL Incidents/Staff Hours 57 265 100 690 104 546 261 1,501 Number of Property Fire Incidents Estimated Property Value at Risk Estimated Structure Fire Loss Estimated Content Fire Loss Q1 2 $50,750,000 $0 $60,000 Q2 4 $4,350,000 $200,000 $52,000 Q3 2 $1,200,000 $665,000 $30,000 Q4 YTD Total 8 $56,300,000 $865,000 $142,000 Fire Prevention Inspections 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 2023 YTD New Inspections 20 35 9 64 Ongoing Inspections 6 2 20 28 Legal Action 0 0 0 0 Closed 14 33 39 86 Page 206 of 636 FRS 23-10 Page 4 of 6 Public Education Fire Communication Report After Hours Town of Tillsonburg Call Outs 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 2023 YTD Roads 48 28 17 93 Hydro 82 195 96 373 Water/Waste 25 35 32 92 By-Law Enforcement/Parking 9 1 1 11 Animal Control 0 2 2 4 Garbage Collection/Transfer Station 13 10 10 33 Fleet 1 0 0 1 Community Centre/Parks/Facilities 12 2 2 16 Town Calls Direct by Extension 90 120 125 335 Fire Communications Call Volume 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 2023 YTD Fire and After Hours Customer Service 3,026 3,184 3,274 9,484 Burns and Alarm Activations 2,406 5,133 4,535 12,074 Emergency 9-1-1 Calls 729 1,162 1,064 2,955 Fire Incidents Dispatched 2,406 2,759 2,930 7,735 CONSULTATION Fire Chief and Finance Staff were consulted on this report. Types 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 2023 YTD Age Groups Served YTD Fire Public Education Presentations and Events 30 14 7 51 Under 5 = 169 Ages 5-10 = 100 Ages 11-15 = 0 Ages 16-25 = 11 Ages 26-54 = 42 Ages 55+ =80 All Ages (Group) =1,677 Social Media (1 Month Total) =258,389 Emergency Management Public Education Presentations and Events 0 0 4 4 Emergency Management – Social Media 18 18 21 57 Fire Public Education - Social Media 62 80 81 223 Page 207 of 636 FRS 23-10 Page 5 of 6 FINANCIAL IMPACT/FUNDING SOURCE Finance staff provided the Q3 variance report data for this report. Q 3 Financial Review CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Page 208 of 636 FRS 23-10 Page 6 of 6 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 N/A Page 209 of 636 Page 1 of 14 Table 1: 2023 Operating Business Plan Subject: 2023 Third Quarter Operations and Development Services Report Number: OPD 23-44 Department: Operations and Development Department Submitted by: Jonathon Graham, Director of Operation and Development Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION Report recommendation contained within the omnibus motion for all Department results reports. BACKGROUND To provide Council with a January 1st through to September 30th, 2023 project and task updates inclusive of project and/or tasks that may have carried over from 2022 identified as “In Progress” whereby highlighting operational and financial results for the Operations and Development Department. DISCUSSION 2023 Business Objectives and Capital Projects: Objective Target Date Q4 Project Status Renegotiations of Westtown Line Boundary Road Agreement Q4 In progress Renegotiations of Water Distribution and Wastewater Collection Agreement with Oxford County Q3 2022 Q3 2023 Q4 2023 In progress Renegotiations of the Traffic Signal/Streetligths maintenance Agreement Q3 2022 Q3 2023 Q4 2023 In progress Investigate Private Woodlot East of Runway 08-26 Removal Options Q4 2022 Q3 2023 In progress Lincoln Street Reconstruction Detailed Design Q4 2022 Shifted to 2024 In progress Streetlights and Fixtures – Van Norman Heights Subdivision Q3 2023 Q3/Q4 2024 2023 Milestone Page 210 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 2 of 14 Completed Airport Apron Extension Pending Funding Consolidated Linear Asset – ECA Application Q3/Q4 Submitted to MOECP Municipal Drain Decommissioning Continues Project In progress Table 2: 2023 Capital Business Plan Objective Target Date Q4 Project Status Kinsmen Bridge Upgrade Design Q4 2022 On-going In progress Awarded to Planmac 30% Design Received Woodcock Drive and Pheasant Crt – Design Q3 2022 Q1 2024 In progress Awarded to GMBlue Plan 90% Design Received Cranberry Rd - Design Q4 2023 Q1 2024 In progress Awarded to CJDL Engineering 60% Detail Design Received Beech Blvd and Stoney Creek – Retaining Walls Reconstruction Q3 2022 Q4 2023 Q4 Detail Design to be completed. Construction Q2/Q3 2024 Stoney Creek Sanitary Sewer Retaining Walls - Design Q4 2022 Q3 2023 In progress Awarded to Matrix Solutions 60% Detail Design Completed Charlotte & Clarence Street - Design Q4 In progress Awarded to RJBurnside 60% Detail Design Received Townline Reconstruction Q3 Completed in warranty period Quarter Town Line (at Stoney Creek) Q4 In progress Awarded Planmac Detail Design Completed Reviewing Tender Docs Quarter Town Line (Beech Blvd.) Q4 In progress Awarded Planmac Detail Design Completed Reviewing Tender Docs Young Street Reconstruction Q3 Completed in warranty period. Top coat asphalt Q1/2 2024 Page 211 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 3 of 14 Bayham Line Reconstruction Q2 Completed in warranty period Annual Bridges & Culvert Inspection Completed RFP – Traffic Master Plan Q4 RFP has closed. Tender award in progress Light & Medium Duty Vehicles Ford Escape Hybrid (Building/ByLaw) Completed Light Duty Pickup with Topper (Building/ByLaw) Q4 In progress (Enterprise Fleet Lease) SUV (Building/ByLaw) Completed Light Duty Pickup (Water/Wastewater) Q4 Q1 2024 In progress (Enterprise Fleet Lease) Light Duty Pickup (Water/Wastewater) Q4 Q1 2024 In progress (Enterprise Fleet Lease) #33 Ram 250with Alum Dump Body (RCP) Q4 In progress #37 F250 Pickup Truck (RCP) Completed 4300 Hybrid Bucket Truck (Hydro) Q4 Q1 2024 In progress Note: Enterprise fleet leases are subject to further analysis/review including the evaluation of key performance indicators (KPIs). Heavy Duty Vehicles Tandem Axle Plow with Wing 2025/ 2026 In progress (Kinetic GPO purchase) Attachment Tractor Mower Deck 2024 TBD Tractor Flail Brusher 2024 TBD Tractor Snow Pusher Blade 2024 TBD Page 212 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 4 of 14 Trackless Attachment (Rotary Broom) Q4 In progress P/U Attachment Q3 In progress Tack Coat Sprayer Unit Q3 In progress Off Road Equipment Tractor (Airport) TBD Z-Force Completed MT6 Sidewalk Machine Q4 In progress (Kinetic GPO purchase) Other Trailer Q3 In progress 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 2023 2022 2021 2020 2019 2018 2017 2016 Roads (Lane km) 276 276 242.3 238.3 235.4 234.1 233.6 229.4 Sidewalks (km) 135 135 117.1 107.6 98.6 97.4 96.6 94.2 Table 4: Service Request/MESH Ticket(s) Through the Town of Tillsonburg’s workflow management system (MESH), Town staff generate and created internal services request; furthermore, service tickets may also be created/requested from the general public using the Report a Problem function. The following represents services tickets from January 1st, 2023 through to September 30th, 2023: Page 213 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 5 of 14 GOALS FOR NEXT QUARTER Renegotiations of Water Distribution and Wastewater Collection Agreement with Oxford County Continue renegotiation of boundary road agreement Investigate and prepare working plans for known abandon Oil Wells CONSULTATION The following staff/resources have been consulted for this report: Senior Analyst/Deputy Treasurer Manager of Public Works Manager of Engineering Page 214 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 6 of 14 FINANCIAL IMPACT/FUNDING SOURCE For the period of January 1st through to September 30th, 2023 the consolidated Operations and Development Department overall variance is summarized in the table below: CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – Develop a communications strategy to increase awareness of Council decisions and municipal programs, projects and services. Priority Project – N/A ATTACHMENTS: Appendix A – Operating Summaries Department/Service Area Surplus / (Deficit) Operations Administration 44,624 Engineering Services 63,187 Public Works (15,717) Municipal Parking 28,793 Airport Operations 84,388 Waste Management 29,653 Fleet Services (56,950) Transit Services (In-Town) 9,527 Total Variance $187,505 Surplus Page 215 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 7 of 14 Page 216 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 8 of 14 Page 217 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 9 of 14 Page 218 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 10 of 14 Page 219 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 11 of 14 Page 220 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 12 of 14 Page 221 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 13 of 14 Page 222 of 636 OPD 23-44 - 2023 Third Quarter Operations and Development Services Page 14 of 14 Page 223 of 636 Page 1 of 7 Subject: 2023 Third Quarter Building, Planning & By-Law Services Results Report Number: OPD 23-44 Department: Operations and Development Department Submitted by: Geno Vanhaelewyn, Chief Building Official Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION Report recommendation contained within the omnibus motion for all Department results reports. 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, 2023 to September 30, 2023. 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 second quarter. The residential sector has experienced a major decrease in activity while commercial and institutional experienced an increase. These statistics are noted in the tables that follow. 2023 – Building Permit Activity Overview - Q3 ending (Jan 1/23 – Sept 30/23) Total Permits Issued 288 Total Construction Value $37,234,246 Total Permit Revenue $309,733 Page 224 of 636 OPD 23-44 – 2023 Third Quarter Building, Planning & By-Law Services Results Page 2 of 7 Value of Construction by Sector (Jan 1/23 – Sept 30/223) Value of Construction Comparisons (Jan 1/23 – Sept 30/23) TYPE 2018 2019 2020 2021 2022 2023 Residential (Value) 28,232,022 37,280,328 38,343,997 92,343,383 68,698,650 22,219,845 Commercial (Value) 6,346,180 1,735,984 2,022,905 1,255,230 921,540 8,833,900 Industrial (Value) 1,428,002 357,747 3,781,580 3,980,059 14,289,500 1,266,000 Institutional (Value) 2,393,665 3,740,840 90,718 590,000 834,000 4,914,501 TOTAL 38,399,869 43,114,899 44,239,200 98,168,672 84,743,690 37,234,246 Residential 60%Commercial 24% Industrial 3% Institutional 13% Page 225 of 636 OPD 23-44 – 2023 Third Quarter Building, Planning & By-Law Services Results Page 3 of 7 Number of Permits Issued (Jan 1/23 – Sept 30/23) Residential Development (Jan 1/23 – Sept 30/23) Inspection activity has increased due to ongoing construction projects from previous years along with open permit follow-up audits. Inspection Activity Comparisons (Jan 1/23 – Sept 30/23) Major Construction/Development Projects: 631 Broadway – new commercial plaza 116 Simcoe – new gas station/commercial TYPE 2018 2019 2020 2021 2022 2023 Single Detached Dwellings 65 57 82 156 63 18 Townhouse Dwellings - - - 145 94 29 Total Dwelling Units 170 225 125 305 166 55 Total All Permits 348 362 368 515 415 288 DEVELOPER NUMBER OF SINGLE DETACHED & TOWNHOUSE DWELLINGS Hayhoe Homes 33 Trevalli Homes Ltd 3 ProMar Homes Inc 1 Wolf Homes Inc 2 Misc. 2 Private 6 TOTAL 47 Output Measures/Activity 2020 2021 2022 2023 Building Inspections Completed 1782 2844 1760 2962 Page 226 of 636 OPD 23-44 – 2023 Third Quarter Building, Planning & By-Law Services Results Page 4 of 7 62 First - 5 storey/49 unit apartment building 301 Rokeby – Armtec – new industrial (3 buildings) 98 King – 5 storey/49 unit apartment building 195 Lisgar – apartment building fire renovation 51 Broadway – change of use - residential apartments 19 Van St – Sewage Treatment Plant upgrades 16 Ross – Waterpark building renovation 45 Hardy Ave – Community Centre alterations/addition Northcrest Estates Subdivision - PH 2 - Hayhoe Homes Oak Park Subdivision – PH 2 Sycamore Drive 361 Quarter Town Line – 360 West Development – towns & stacked condos Building Financial Impact Financial records indicate that the Building sector has a deficit of $285,486 at the end of Q3. The decrease in activity and project value of construction is a direct result of the decrease in revenue found in the financial records. The forecast for year end is to be on budget by drawing from the Building Permit Reserves. PLANNING SERVICES 2023 Planning activity has experienced a slight reduction compared to previous years. These activities are noted in the table below. Planning Activity (Jan 1/23 – Sept 30/23) Output Measures/Activity 2018 2019 2020 2021 2022 2023 Minor Variance Applications 13 7 6 14 12 8 Zone Change Applications 4 7 8 8 14 6 Site Plan Formal Consultations 0 2 1 2 5 8 Site Plan Approvals 5 6 4 3 7 3 Site Plan Applications (in progress) 9 4 2 7 5 6 Subdivision Agreements 0 2 3 2 1 1 Pre-Servicing Agreements 3 1 2 2 2 0 Official Plan Amendments 0 1 2 3 3 2 Page 227 of 636 OPD 23-44 – 2023 Third Quarter Building, Planning & By-Law Services Results Page 5 of 7 Site Plan Applications (in progress) 55 Broadway – new commercial office 133 North St E – Townhouses 20 Clearview Drive – Wiseline Metal Sales - addition Lot 3 Van Norman - Langtrey Blast Tec. 1030 Progress Drive (Scheps Bakery) 101 Town line Road (Marwood Plant #3) BY-LAW SERVICES Records indicate that by-law and property standard enforcement activities and occurrences have increased from the previous years. An increase in parking tickets issued was expected compared to previous years during COVID-19. These activities are noted in the table below. By-Law Activity (Jan 1/23 – Sept 30/23) Output Measures– Quantity 2019 2020 2021 2022 2023 Parking Tickets Issued 466 209 247 473 786 Animal Tags Issued Cats 1301 879 - 848 - Dogs 2193 1929 1869 1962 2102 Enforcement – Complaints and Occurrences Parking, Noise, Garbage, Taxi - 211 170 180 205 Property Stds, Zoning, Clean Yard, Sign, Fence, etc. - 177 214 213 294 Animal Control - 200 141 182 175 Page 228 of 636 OPD 23-44 – 2023 Third Quarter Building, Planning & By-Law Services Results Page 6 of 7 By-Law Financial Impact Financial records indicate that the By-Law sector has a surplus of $44,404 at the end of Q3. The forecast for year end is to be on budget. A copy of the financial summary has been attached to this report. DEPARTMENTAL TASKS/BUSINESS OBJECTIVES 2023 Business Plan Objectives Objective Target Project Status Review and implement CloudPermit customer payment integration (carry over) Q2 Q4 2022 Q2 Completed Review CloudPermit functions and implement customization for increased customer usability and service Q4 In Progress Inspector Training/Consistency & Policy Review Program Q4 In Progress Host Annual Builder/Developer Information Forum Q1 Completed Host Backyard Project Permit Night Q1 Completed 2023 Building Code Amendments – Notify/educate designers, contractor and general public Q1 Completed By-Law Implementation & Reviews – Clean Yard/Property Standards (completed) Right of Way By-Law (new - in progress), Parks By-Law (new – in progress) Q4 In Progress Increase By-Law presence via patrol of trails and parks to educate/enforce Q4 In Progress Central Area Design Study – Façade Improvement Program Q4 In Progress Implement Planning Application Web Portal & Digital Service Delivery – County Project (carry over from 2022) Q4 2022 Q4 In Progress Review 2022 Planning Study Recommendations Q3 Q4 In Progress Review provincial legislation related to Bill 23, More Homes Built Faster Act & implement necessary planning amendments, Ontario Building Code amendments & provide stakeholder education Q4 In Progress Page 229 of 636 OPD 23-44 – 2023 Third Quarter Building, Planning & By-Law Services Results Page 7 of 7 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 ☐ 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 - 2023 Q3 Budget vs Actuals – Building - 2023 Q3 Budget vs Actuals - Protection Page 230 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues User Charges 639,904 352,796 (287,108)(45%)1 Total Revenues 639,904 352,796 (287,108) Expenditures Labour 522,482 540,072 (17,590)(3%) Purchases 63,596 50,201 13,395 (21%)2 Contracted Services 53,379 47,562 5,817 (11%) Interfunctional Adjustments 85,563 85,563 0% Total Expenditures 725,020 723,398 1,622 Total Net Levy (85,116)(370,602)(285,486)(3%) Notes 1 Permit Revenue under 2 Supplies Expense under $10,500 Any surplus at year end will be contributed into the Building Department Obligatory Reserve Any deficit at year end will be offset from the Building Department Obligatory Reserve Page 231 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues User Charges 59,978 95,263 35,285 (59%)1 Total Revenues 59,978 95,263 35,285 (1%) Expenditures Labour 210,642 210,193 449 (0%) Purchases 31,543 34,355 (2,812)(9%) Contracted Services 17,877 6,394 11,483 (64%)2 Interfunctional Adjustments 26,954 26,955 (1)(0%) Total Expenditures 287,016 277,897 9,119 Total Net Levy (227,038)(182,634)44,404 Notes 1 Misc. Revenue over - $30,700 - Cost of repair/ cleanup 2 Subcontractor Exp under $9,100 - Animal control contract Page 232 of 636 Page 1 of 5 Subject: 2023 Third Quarter Recreation, Culture and Parks Results Report Number: RCP 23-41 Department: Recreation, Culture and Parks Department Submitted by: Andrea Greenway, Acting Director, Recreation, Culture and Parks Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION Report recommendation contained within the omnibus motion for all Department results reports. BACKGROUND This report provides Council with the July 1, 2023 to September 30, 2023 Department year-to-date operational and financial results for the Recreation, Culture & Parks Department. DISCUSSION 2023 Business Objectives and Capital Projects Item Target Date Q3 Status Northcrest Estates Phase 2 Park Q3 Playground installed October 2023 TCC Rehabilitation Q3 2024 Completion date estimated for July 1 for pool and existing change rooms Roof Repair/Replacement Q2-Q4 Tremco working on TCC roof renovations Continued Town beautification with BIA & Horticultural Society Q1-Q4 Work continues throughout the various seasons Update sports facilities consistent with modern standards Q2-Q4 Baseball Diamonds, TCC and Waterpark Building are being renovated Page 233 of 636 Choose an item. Click or tap here to enter text. Page 2 of 5 Item Target Date Q3 Status TCC Door Replacement Q3 Complete Provide and Expand accessible trails and parks Q3 Summer staff were hired and dedicated to trail enhancements Expand community partnerships for delivery of programs and amenities Q1-Q4 Staff working with community groups to enhance youth programming, pickleball programming and canteen renovation project Preserve Lake Lisgar and its surrounds Q1-Q4 Parks staff working with Lake Lisgar Volunteers on tasks Lake Lisgar Waterpark Building Reno Q4 As of November 13 the project is near completion Playground Replacement Program Q3 Elliott Fairbairn, Library and Northcrest 2 parks have been installed Lake Lisgar Shoreline Maintenance Q1 Complete Maintenance Repairs and AODA Q4 Construction begins in November, 2023 for new AODA pathways to all playgrounds Sports Field Repairs Q4 Hardball Diamond #1 enhancements and fence repairs to be completed in December, 2023 Tennis Court Surface 2024 Carry forward from Q2 – due to timing of quotes and contractor availability as well as ensuring alignment with recommendations Page 234 of 636 Choose an item. Click or tap here to enter text. Page 3 of 5 Item Target Date Q3 Status within the Parks and Recreation Master Plan project is being moved to 2024 Parks and Recreation Master Plan Q4 Ongoing to be completed Jan/24 Arena Dehumidifier Q4 Arriving for install November/23 CONSULTATION RCP Managers, Finance Department FINANCIAL IMPACT/FUNDING SOURCE The RCP Department’s 2023 Q3 operational budget variance summary is as follows: 2023 YTD Budget YTD Actuals Budget Variance 300 Cemetery (134,693) (93,143) 41,550 450 Parks (676,428) (601,853) 74,575 455 Community Events (105,689) (100,705) 4,984 460 Rec - Programs (861,365) (620,696) 240,669 465 Rec – Bldg. Maintenance (2,011,817) (2,038,745) (26,928) 467 Elliott Fairbairn Centre 15,926 12,911 (3,015) 475 Museum (308,013) (271,528) 36,485 Total Recreation, Culture & Parks (4,082,079) (3,713,759) 368,320 There is a total surplus in Q3 of $368,320 for the Recreation, Culture and Parks department. Contributing factors to the variances for the department are as follows: Page 235 of 636 Choose an item. Click or tap here to enter text. Page 4 of 5 Museum revenue is over due to increased attendance in museum programs and tours Cemetery revenue is over due to the installation of columbarium number 7. There was a waitlist and sales of the units began in Q3 Recreation Services revenue saw an increase due to extended pool operations, youth programs and summer camp programs Net labour is down across the majority of the department due to vacancies with the exception of recreation. Recreation labour is over due to backfilling of staff in the aquatics and programs department as well as due to an increase in programming which is offset by program revenue increases Museum subcontractor expense is over at the museum due to main house drain repairs and basement ceiling repairs Building maintenance subcontractor expense is over due to hiring of security services, vandalism removal and continued roof issues in the auditorium Parks Subcontractor expense is under due to timing of winter expenses Detailed results for Q3 Recreation, Culture and Parks is in the attached 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 ☐ 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 Page 236 of 636 Choose an item. Click or tap here to enter text. Page 5 of 5 ATTACHMENTS Appendix A – RCP 23-41 – Appendix A – 2023 Q3 RCP Department Results Page 237 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues User Charges 116,211 122,330 6,119 (5%)1 Other Revenue 14,776 42,853 28,077 (190%)2 Total Revenues 130,987 165,183 34,196 Expenditures Labour 133,863 130,683 3,180 (2%) Purchases 43,151 42,461 690 (2%) Contracted Services 14,686 9,633 5,053 (34%)3 Interfunctional Adjustments 72,886 74,466 (1,580)(2%) Debt Principal & Interest 1,094 1,083 11 (1%) Total Expenditures 265,680 258,326 7,354 Total Net Levy (134,693)(93,143)41,550 Notes Net Sales over $6,100 2 Interest Revenue over 3 Subcontractor Exp uncer $4,500 Page 238 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues Grants 4,750 4,750 User Charges 16,300 12,798 (3,502)(21%) Other Revenue 1,600 (1,600)(100%) Total Revenues 17,900 17,548 (352) Expenditures Labour 282,693 257,474 25,219 (9%)1 Purchases 102,046 93,418 8,628 (8%)2 Contracted Services 162,918 125,217 37,701 (23%)3 Contribution to Reserves 16,300 12,798 3,502 (21%) Interfunctional Adjustments 75,483 75,483 0% Debt Principal & Interest 54,888 55,011 (123)(0%) Total Expenditures 694,328 619,401 74,927 Total Net Levy (676,428)(601,853)74,575 Notes 3 Subcontractor Exp under $37,200 - Trees under $47,000 1 PT labour under $24,200 2 Supplies Expense under $9,700 Page 239 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues Grants 2,500 (2,500)(100%) Other Revenue 777 777 Total Revenues 2,500 777 (1,723)(1%) Expenditures Labour 6,140 6,140 (100%)1 Purchases 102,049 101,482 567 (1%) Total Expenditures 108,189 101,482 6,707 Total Net Levy (105,689)(100,705)4,984 Notes 1 Net labour under $6,100 - staff allocations Page 240 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues Grants 32,511 34,795 2,284 (7%) User Charges 679,680 919,831 240,151 (35%)1 Other Revenue 13,357 11,130 (2,227)(17%) Total Revenues 725,548 965,756 240,208 Expenditures Labour 1,240,041 1,285,691 (45,650)(4%)2 Purchases 230,664 184,553 46,111 (20%)3 Interfunctional Adjustments 116,208 116,208 0% Total Expenditures 1,586,913 1,586,452 461 Total Net Levy (861,365)(620,696)240,669 Notes 1 Admissions over $41,400; Membership Revenue over $9,200; Youth Program Revenue over $54,300; Programs Revenue over $35,100; Summer Programs Revenue over $35,000 Rent Revenue over $56,500; FARE over $27,400; Concession Sales under $23,700 - LLWP 2 FT labour over $18,900 - back filling in Aquatics and Programs department; PT labour is over $21,000- LLWP 3 Materials/Inventory Expense under $13,700; Advertising Exp under $13,300; Training Exp under 20,700 Page 241 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues User Charges 3,906 6,025 2,119 (54%) Specified Revenue 7,553 7,553 Total Revenues 3,906 13,578 9,672 (2%) Expenditures Labour 935,570 873,476 62,094 (7%)1 Purchases 539,833 612,947 (73,114)(14%)2 Contracted Services 156,617 173,004 (16,387)(10%)3 Contribution to Reserves 7,505 (7,505) Interfunctional Adjustments 88,965 90,512 (1,547)(2%) Debt Principal & Interest 294,738 294,879 (141)(0%) Total Expenditures 2,015,723 2,052,323 (36,600) Total Net Levy (2,011,817)(2,038,745)(26,928) Notes 1 Net FT labour under $102,400- Vacancies; Net PT labour over 29,400 2 Building Repairs & Maintenance Exp over $11,100; Heat, Light & Water over $53,300; Supplies Expense over $17,200 3 Subcontractor Expense over $36,800; Equipment Maintenance Contract Expense under $20,500 Page 242 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues User Charges 89,657 89,041 (616)(1%) Total Revenues 89,657 89,041 (616) Expenditures Purchases 29,241 32,906 (3,665)(13%) Contracted Services 2,000 952 1,048 (52%) Contribution to Reserves 9,378 9,373 5 (0%) Debt Principal & Interest 33,112 32,899 213 (1%) Total Expenditures 73,731 76,130 (2,399) Total Net Levy 15,926 12,911 (3,015) Page 243 of 636 2023 2023 Actual %Note YTD Budget YTD Actuals Variance Variance Reference 10 Gen Revenues Grants 1,200 1,500 300 (25%) User Charges 8,096 12,569 4,473 (55%) Other Revenue 7,958 9,576 1,618 (20%) Total Revenues 17,254 23,645 6,391 Expenditures Labour 224,430 201,649 22,781 (10%)1 Purchases 69,294 56,549 12,745 (18%)2 Contracted Services 10,231 15,663 (5,432)(53%)3 Interfunctional Adjustments 21,312 21,312 0% Total Expenditures 325,267 295,173 30,094 Total Net Levy (308,013)(271,528)36,485 Notes 1 Full Time labour under $24,200- vacancy 2 Building Repairs & Maintenance Exp under $5,300; Heat-Light-Water under $9,800 3 Subcontractor Expense over $6,400 Page 244 of 636 Page 1 of 4 Subject: Volunteer Recognition Program Report Number: CAO 23-18 Department: Office of the CAO Submitted by: Joanna Kurowski, Human Resources Manager Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION A. THAT report titled “Volunteer Recognition Program” be received as information; and B. THAT the following volunteer recognition program framework be approved, effective January 1, 2024. i. Provide each volunteer with a card from the Town of Tillsonburg, entitling them to participate in the Attractions Ontario membership program. ii. Provide long-term volunteers with a pin commemorating their years of volunteer service, commencing at 5 years and be granted for each 5th year of volunteering, such as: 5, 10, 15, 20, 25, 30+ years. iii. an annual luncheon for all volunteers to be held in the fourth quarter of each year to thank all volunteers for their work in the given year and to honour the work of long term volunteers. Annual luncheon to include recognition ceremony for long-term volunteers. BACKGROUND The Town of Tillsonburg is fortunate to engage many volunteers to help with the Town’s programs and services. Both, long-term and short-term volunteers contribute greatly to the Town’s development, helping in improving the community services and amenities and making the Town a better place to live. By providing volunteering opportunities to community members, the Town is able to expand valuable community support that helps improve public engagement and build the ongoing and positive interactions between the Town staff and the community at large. The municipality currently recognizes some, but not all volunteers through the “Volunteer of the Quarter” program that is overseen by the Museum, Culture, Heritage and Special Awards Advisory Committee and the Citizen of the Year is also overseen by this Advisory Committee. Page 245 of 636 CAO 23-18 Page 2 of 4 The museum volunteers are also recognized for their contributions through Ontario Volunteer Service Awards. This program allows nominating up to 9 volunteers per organization. The link to Ontario Volunteer Service Awards is below: Honours and awards: volunteering | ontario.ca The museum also has a membership to the province-wide Attractions Ontario program, which, allows their volunteers to visit other member attractions at complementary or discounted rates. Attractions Ontario is funded by the Federal Economic Development Agency for Southern Ontario and it provides information on: art, culture, festivals and various events that take place in the province. The link to Attractions Ontario is below: Attractions Ontario – Your all-in-one Ontario Tourism site! Volunteer firefighters are included in the Town’s employee recognition program. DISCUSSION While looking at the way to recognize all volunteers, the staff took into consideration the tasks that volunteers take on. Staff considered programs that volunteers assist with and the level of commitment and expertise the volunteers bring to Town and things such as: time, talent, knowledge of the area and resources that volunteers often share with the Town to help with promotion of the Town’s services and amenities. In consideration of recognizing the timely involvement and different levels of volunteers, and the fact that the Town already recognizes some volunteers, the staff would like to recommend a recognition program for all volunteers and celebration of milestones for long-term volunteers. RECOMMENDATION I – recognize all volunteers Staff is recommending to provide each volunteer with a card from the Town of Tillsonburg Volunteer entitling them to participate in the Attractions Ontario membership program. The membership will provide the volunteers with complementary or discounted access to other attractions in the province. This option is currently available to the museum volunteers only. The museum has had the membership to Attractions Ontario since 2009, while RCP does not have the membership yet. The recommendation is that in 2024 the Town of Tillsonburg obtains a Page 246 of 636 CAO 23-18 Page 3 of 4 membership for its waterpark attraction. The membership will allow RCP volunteers to participate in the perks program offered by Attractions Ontario. Feedback from volunteers who participate in the Attractions Ontario perks program has been positive. RECOMMENDATION II - recognize long term volunteers Staff is recommending to provide long-term volunteers with a pin commemorating their years of volunteer service. The years of volunteer service would commence at 5 years and be granted for each 5th year of volunteering, such as: 5, 10, 15, 20, 25, 30+ years. Town of Tillsonburg issued volunteer certificates in the past and through comments from volunteers, staff learned that volunteers didn’t value the certificates, but those volunteers that received commemorating pins through other programs were pleased with the pins and would proudly wear them. RECOMMENDATION III – annual luncheon for all volunteers with recognition ceremony for long-term volunteers Staff is recommending that an annual luncheon for all volunteers to be held in the fourth quarter of each year to thank all volunteers for their work in the given year and to honour the work of long term volunteers. Human Resources staff would look after organizing the event. CONSULTATION Recreation Programs and Services Manager and Culture and Heritage Manager/Curator who use volunteers in their respective areas support the above recommendations. FINANCIAL IMPACT/FUNDING SOURCE $6,500 annually has been allocated in 2023 budget for this initiative and is submitted in the 2024 budget as a special expense in the Council’s budget. Currently we have 86 active volunteers with majority (53) under 5 years of volunteer service and 11 with 15 and more volunteer years of service. The cost of Attractions Ontario membership is based on the annual number of attendees of the location. For Town of Tillsonburg that number would be estimated by the number of museum and waterpark attendees. The estimated breakdown of cost would be as follows: Attractions Ontario membership cost based on less than 50,000 attendees $500 Page 247 of 636 CAO 23-18 Page 4 of 4 Attractions Ontario membership cost based on less than 99,000 attendees $750 Cost of luncheon based on $15 per person for 90 volunteers $1,350 Cost of pins ranging between $2 - $5 each CORPORATE GOALS ☐ 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 – Opportunities to shape municipal initiatives. Strategic Direction – Increase opportunities and promotion for public engagement in municipal activities. Priority Project – Immediate Term - Volunteer Recognition Program ATTACHMENTS None Page 248 of 636 Page 1 of 2 Subject: Committee of Adjustment Appointment 2024 Report Number: CS 23-26 Department: Corporate Services Department Submitted by: Hillary Miller, Records and Legislative Coordinator Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION A. THAT report titled Committee of Adjustment Appointment 2024 be received as information; and B. THAT all members of Tillsonburg Town Council be appointed to the Committee of Adjustment; and C. THAT an Appointment By-law be brought forward for Council’s consideration. BACKGROUND The Planning Act provides that if a municipality has passed a by-law under Section 34 of the Act (a zoning by-law), the council may by by-law constitute and appoint a committee of adjustment for the municipality which shall be composed of a minimum of three persons. The Committee of Adjustment is a quasi-judicial body, operating independently from Council, which must comply with rules of procedure as prescribed in the Planning Act. In accordance with Section 44(3) of the Planning Act, the members of the committee who are members of a municipal council shall be appointed annually. DISCUSSION The appointment of Council to the Committee of Adjustment is required for the year 2024 in order to comply with the Planning Act, R.S.O. 1990. CONSULTATION N/A FINANCIAL IMPACT/FUNDING SOURCE N/A CORPORATE GOALS ☐ Lifestyle and amenities ☒ Customer service, communication and engagement Page 249 of 636 CS 23-26 Committee of Adjustment Appointment 2024 Page 2 of 2 ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ 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 Direction – Increase opportunities and promotion for public engagement in municipal initiatives. Priority Project – N/A ATTACHMENTS N/A Page 250 of 636 Page 1 of 4 Subject: Community Improvement Plan Application – 101 Townline Road Report Number: EDM 23-20 Department: Economic Development Department Submitted by: Cephas Panschow Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION A. THAT Council receives report titled EDM 23-20 Community Improvement Plan Application – 101 Townline Road; and B. THAT the 101 Townline Road property be approved for the Tax Increment Grant Back Program of the Community Improvement Plan, related to enhancements of the property, at the Strategic Level, which offers the following growth related rebates: Years 1 to 6 - 100% rebate of the incremental tax increase Year 7 - 80% rebate Year 8 - 60% rebate Year 9 - 40% rebate Year 10 - 20% rebate with full property taxes being payable in year 11; C. THAT the 101 Townline Road property be approved for the Permit Fee Grant Back Program with a 50% rebate of the building permit fees up to a maximum of $10,000. BACKGROUND The owner of the 101 Townline Road property, 1058347 Ontario Limited, operating as Marwood International Inc, has submitted an application to the Town for property tax and building permit fee rebates in accordance with the Town’s Community Improvement Plan. The purpose of this report is to seek Council’s approval for the application, which will support a near doubling of their existing 43,500 square foot manufacturing facility to 84,900 square feet based on the proposed 41,400 square foot expansion! Page 251 of 636 EDM 23-20 Page 2 of 4 DISCUSSION The Town of Tillsonburg has received a Community Improvement Plan application from 1058347 Ontario Limited, operating as Marwood International Inc for the 101 Townline Road property. Marwood International is an award-winning manufacturer of automotive parts that is headquartered in Tillsonburg and is one of our largest employers (if not the largest). In 2010, they became the first company in Tillsonburg to install solar panels on their rooftops as part of their green initiatives and they were recognized by the Tillsonburg District Chamber of Commerce with a New Investment Award (Industrial) for their investment in a patented “hot-stamping” line in 2015. They have a long track record of investment and growth in the community despite the challenges of supplying the Global Automotive Sector. Marwood has four manufacturing facilities in the Town of Tillsonburg as well as one each in Woodstock, Ingersoll and Detroit. They supply a number of US and international Automotive Assemblers including GM, Subaru, Rivian, etc. They need to expand in order to have the capabilities to manufacture parts that they are currently unable to produce due to existing limitations. The addition will be designed with high ceilings, reinforced concrete floors and pits to accommodate large stamping presses. The new parts being developed have improve Marwood’s competitive position in the marketplace. The property owner has applied for support under the following Community Improvement Plan programs: Program Comment Tax Increment Equivalent Grant Back Program Grant to rebate increases of Town portion of property taxes resulting from improvements of lands and buildings. Requires an increase in the assessed value of the property. Permit Fee Grant Back Program Subject to meeting the minimum project value of $150,000, a 50% rebate up to a maximum amount of $10,000 is being recommended. In reviewing this application, staff believe that it falls in the “Strategic Level” category of the program for the following reasons: Page 252 of 636 EDM 23-20 Page 3 of 4 It meets the primary intent of the Town’s Community Improvement Plan, which is: “…to promote and encourage renewal, redevelopment and rehabilitation within the key areas of the Town requiring investment” It represents a significant investment in the Town’s existing building inventory, and supports growth in a key economic sector for the Town e.g. Automotive and High Tech Manufacturing. If approved, the property owner will be eligible for a 100% rebate of the municipal portion of the increased assessment for the first six years with the rebate decreasing by 20% per year until full taxes are payable in year 11. The base value for the property will be year prior to the construction being completed. CONSULTATION The Community Improvement Plan was developed through extensive consultation and input from the Economic Development Advisory Committee and the community. The application has been submitted by an existing property owner in the community and circulated to the Building, Planning and Finance Departments. The application has also been circulated to the Economic Development Advisory Committee for information. FINANCIAL IMPACT/FUNDING SOURCE Tax Increment Equivalent Grant Back Program Marwood’s investment is estimated at $6.2 M to $7.2 M plus an additional $2 M for equipment. A quote from Grassmere Construction Ltd has been provided to support these estimates. The Finance Department has estimated that the improvement (expansion) to the existing building could result in an additional assessment of at least $2.3 M, which would result in an estimated annual rebate of approximately $50,000 per year for the first six years of the program with phasing in thereafter. The Finance Department estimates the cumulative rebates over the 10-year period to be upwards of $400,000. The exact rebate amounts would be known once MPAC assesses the $6.2-7.2M improvements. Permit Fee Grant Back Program The approved 2023 Economic Development & Marketing Budget includes $20,000 in funding for the Community Improvement Plan. If the recommendation is approved, the Page 253 of 636 EDM 23-20 Page 4 of 4 maximum building permit fee rebate would be $10,000, which will leave $10,000 in the 2023 budget as no other applications have been processed year-to-date. The Town’s portion of the growth related property assessment increase are rebated out of the property tax payment made by the property owner. 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 – Through community and regional partnerships, Tillsonburg will attract and retain a diverse range of businesses, creating employment opportunities for residents and a balanced tax base Strategic Direction – Not applicable Priority Project – Ongoing Projects – Increase diversity in manufacturing and other key sectors ATTACHMENTS Appendix A – Community Improvement Plan Application Page 254 of 636 Community Improvement Plan Application Form The Town of Tillsonburg is pleased to offer a comprehensive Community Improvement Plan (CIP). The CIP provides a means of planning and financing development activities that assist in the redevelopment of lands, buildings and infrastructure through various financial incentives. In order to ensure the application for the Community Improvement Plan is complete, please refer to the checklist below. Mandatory Requirements □ Completed application with relevant signatures □ Applicant’s and owner’s full name and contact information □ Cost estimates from two (2) contactors □ Project name and municipal address and legal description (Lot and Plan number) Additional Requirements (if required) □ Building plans □ Include elevations □ Site renderings □ Site plans □ Environmental Site Assessment □ Reports and Record of Site Condition □ Copy of business plan □ Copy of financial statements □ Engineering reports and related drawings □ Cultural built or natural heritage studies and reports □ Feasibility study □ Description of business □ Background on ownership and/or partners Page 255 of 636 Community Improvement Plan Application Form For Community Improvement Programs, please forward the completed application to the Development Commissioner at the Town of Tillsonburg’s Economic Development & Marketing Department. A separate application is required for the Façade Improvement Programs. The Façade Improvement application can be requested from the Development Technician at the Town of Tillsonburg Building, Planning and Bylaw Department. Economic Development and Marketing Town of Tillsonburg 200 Broadway, Suite 204 Tillsonburg, Ontario N4G 5A7 Telephone: 519-688-3009 x3250 Fax: 519-842-9431 Registered Owner: Name: ___________________________ Business Name: _________________________________ Address: _________________________________ Postal Code: ______________________ Home Phone: _____________________ Work Phone: ______________________ Email Address: _________________________________ Fax Number: ______________________ Applicant: (If different from registered owner) Name: ___________________________ Business Name: _________________________________ Address: _________________________________ Postal Code: ______________________ Home Phone: _____________________ Work Phone: ______________________ Email Address: _________________________________ Fax Number: ______________________ Property Description: Address: _____________________________________________________________ Building to be redeveloped: ______________________________________________ 1058347 Ontario Limited Marwood International Inc. 105 Spruce Street N4G 5C4 226-374-8562 leon.thoonen@marwoodinternational.com 101 Townline Road Addition to Plant Page 256 of 636 Community Improvement Plan Application Form Current Use of the Property? Future Use of the Property? Description of the Proposed Redevelopment Cost of Proposed Repairs (please provide two (2) contractor’s estimates. If it is not possible to provide two estimates, please explain why.) Type of Investment Requested: Please Choose Program Eligibility Criteria □ Accessibility Renovation Grant The grant, of up to $3000 in 50/50 matching funds is intended to assist owners or tenants, particularly older buildings in the central area, with accessibility improvements to improve the accessibility of the central area and commercial buildings throughout the Town. Grant can be used for the following types of projects: • Power assist door operators • Renovation of building entrances • Upgrading of doors • Installation of ramps • Installation of elevating devices • Renovations to create accessible washrooms □ Façade Improvement Grant: Street Facing A grant for exterior renovations within the central area. Improvements may consist of repairs to facades, including signage, lighting, entrances and display windows. Interior renovations will not be eligible. Automotive Parts Stamping and Assembly (Metal, Aluminum and Composite materials) Same, but added capabilites to produce larger parts. We intend to build a 41,400 square foot addition onto the existing manufacturing facility. The addition will be designed with high ceilings, reinforced concrete floors and pits to accomodate large stamping presses. This will provide Marwood with capabilities to produce parts that we are currently unable to produce due to limitations in our existing equipment. The new parts to be targeted are parts with higher value add and less overall market competition. $6.2M to $7.2M for building addition plus $1M for overhead cranes followed by equipment in excess of $11M. Page 257 of 636 Community Improvement Plan Application Form • 50/50 Matching Funds • Maximum of $10,000 per façade • Commercial properties in the central area are eligible • Other commercial properties outside of the central area may be eligible at prominent locations. These projects will not be eligible for the matching BIA funds. • Project shall conform with the design principles contained within the Town’s central area design study. A separate application from the Building department is needed. □ Façade Improvement Grant: Alleyway Grant for alleyway building façade improvements for properties in the central area. • 50/50 Matching Funds • Maximum of $10,000 per project. • Commercial properties in the central area are eligible • Projects that meet energy conservation and efficiency goals shall be given a higher score. A separate application from the Building department is needed. □ Tax Increment Equivalent Grant Back Program Grant to rebate increases of Town portion of property taxes resulting from improvements of lands and buildings, for properties in the central area. Projects must meet the following criteria: • An increase in the assessed value of the property • Supporting Town objectives of increased density, retail, business services and industrial diversity. • Conform to the principles of the Town’s Central Area Design Study (where applicable) • Additional criteria of having front of building comprised of 75% glass, brick or stone. Preference will be given to projects that use the heritage yellow brick evidenced throughout the downtown. • Projects that meet energy conservation and efficiency goals shall be given a higher score. • Projects that meet water conservation and re-use goals shall also be given a higher score. □ Architectural Design Grant Grant to offset cost of retaining professionals to provide acceptable design(s), in accordance with the Central Area Design Study for eligible properties in the central area. 4 Page 258 of 636 Community Improvement Plan Application Form • 50/50 matching funds • Maximum of $2500 per project • Commercial properties in the central area are eligible □ Brownfield Redevelopment Incentive Grant to cover up to 50% of the cost of a Phase II Environmental Site Assessment, designated substances and hazardous materials survey, remedial work plan or site assessment. • 50/50 matching funds • Maximum of $5000 per project • Applicant must provide a copy of the ESA □ Legal and Registration Grant Grant to reimburse legal costs and costs associated with the registration of agreements associated with the above programs. • This may take the form of Town staff registering applicable agreements on title, or a grant to a maximum of $200 to reimburse legal costs of having a solicitor register the applicable agreements on title. □ Permit Fee Grant Back Program Grant to rebate the cost of fees for Building Permits for commercial and industrial properties in the CIP area. Commercial Properties outside of the central area are not eligible for building permit grants. Industrial – Small • Minimum project value of $150,000 and maximum project value of $500,000 • Grant of 100% of the applicable building permit fees offered as a rebate once completed. Industrial – Large • Grant of 50% of the applicable building permit fees offered as a rebate once completed. Commercial (Central Area) • Minimum project value of $150,000 • Grant of the building permit fee will be offered as follows: o 25% rebate – General renovations o 50% rebate – Projects that will improve the overall attractiveness of the streetscape. o 75% rebate – Projects that meet above criteria and provide exemplary attention to detail and a high level of design. 4 Page 259 of 636 Community Improvement Plan Application Form How will the proposed redevelopment fit in with or improve the existing streetscape? What is the proposed timeline (start date and completion date)? Please attach any original drawings or photos of the property along with any drawing showing the proposed redevelopment. N/A Winter of 2023 till later fall of 2024 Refer to TSPC 7-255 Page 260 of 636 Community Improvement Plan Application Form The Town of Tillsonburg is subject to Ontario Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) and other privacy legislation. Applicants should be aware that personal and other information contained in this application are subject to Municipal Freedom of Information and Protection of Privacy Act and may be deemed releasable under this legislation, and that the anonymity or confidentiality of the applicant and any information contained within the application cannot be guaranteed. The Government of Ontario maintains a website with free access to Municipal Freedom of Information and Protection of Privacy Act and other legislation on their e-laws website. The applicant also consents to the use of his or her name, business name and business address in connection with any program funding announcements. Date: ____________ Signature of Registered Owner: ________________________________ Date: ____________ Signature of Applicant: _______________________________________ For Office Use Only: Current Assessment: __________________________________________ Building Permit Calculation: _____________________________________ Development Charges Calculation: _______________________________ Oct 12, 2023 Oct12,2023 Page 261 of 636 Page 1 of 3 Subject: 2024 Rates and Fees Report Number: FIN 23-32 Department: Finance Department Submitted by: Renato Pullia, Interim Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION A. THAT Council receives report FIN 23-32 - 2024 Updated Rates and Fees; and B. THAT a By-Law to provide a schedule of fees for certain municipal applications, services, and permits be brought forward for Council consideration. BACKGROUND Sec. 391(1) of the Municipal Act, 2001, c.25, authorizes a municipality to impose fees or charges on persons, (a) for services or activities provided or done by or on behalf of it; (b) for costs payable by it for services or activities provided or done by or on behalf of any other municipality or any local board; and (c) for the use of its property including property under its control. 2006, c. 32, Sched. A, s. 163 (1). Sec. 391(2) allows that a fee or charge imposed for capital costs related to services or activities may be imposed on persons not receiving an immediate benefit from the services or activities but who will receive a benefit at some later point in time. Sec. 391(3) also allows that the costs included in a fee or charge may include costs incurred by the municipality or local board related to administration, enforcement and the establishment, acquisition and replacement of capital assets. DISCUSSION Annually, staff reviews the rates and fees to ensure fees reflect current costs to deliver the service. As well, in addition to identifying fees that should increase due to inflationary pressures, management also reviewed opportunities where fees could be expanded to diversify the Town’s revenue mix, a process that will continue as part of developing a financial sustainability plan. Page 262 of 636 FIN 23-32 2024 Rates and Fees Page 2 of 3 This report is brought forth at this meeting to coincide with the annual budget process, to align with the timing of the same updated County by-law, and allow time to adjust our systems prior to a January 1st implementation. The proposed changes to all fees, including new fees, are identified by reviewing the percentage (%) change column. The non-controlled Town fees are shown as information for the public and Council. Generally inflationary increases in most fees. There are some new fees under the TCC as capital re-investment fees. In 2023, these were added for the arena, and now being added for ball diamonds and hall rentals. Also, a surcharge is added for memberships, and effective May 1, 2024 there is a TCC non-resident fee of 10% surcharge. It is ideal that this revised fee structure be approved and take effect as of January 1, 2024. Staff is seeking Council’s approval of all fees and charges listed in the column entitled “Proposed 2024 Fee”. CONSULTATION All departments have been asked to review the fees and charges associated with the services they provide for reasonableness and to consider any new services that may warrant a user fee or charge. FINANCIAL IMPACT/FUNDING SOURCE The 2024 proposed Rates & Fees, where the amount of additional revenue could be forecasted, have been incorporated into the draft 2024 budget. The risk of not adopting the amended fees and charges would be a loss in revenue expected for cost recovery from direct users that would otherwise become part of the general tax levy. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Page 263 of 636 FIN 23-32 2024 Rates and Fees Page 3 of 3 Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – N/A Priority Project – N/A ATTACHMENTS Appendix A – “2024 Rates and Fees” Page 264 of 636 Page Building-Bylaw-Planning ………………………………………….. 1 Clerks Office ………………………………………….. 4 Finance ………………………………………….. 5 Fire Services ………………………………………….. 6 Tillsonburg Community Centre ………………………………………….. 8 Museum ………………………………………….. 13 Cemetery-Parks ………………………………………….. 15 Public Works ………………………………………….. 16 Transit ………………………………………….. 18 THI-Utility ………………………………………….. 20 Non-Controlled Town Fees ………………………………………….. 21 Town of Tillsonburg Rates and Fees By-law 2024-xxx, Schedule A Index Page 265 of 636 2024 Fees By-lawBuilding-Bylaw-PlanningItem 2023 Fee Proposed 2024 Fee % Change Tax NotesAnimal ControlBoarding Fee Cat 25.00 25.00 0% HSTAs per Animal Control ContractBoarding Fee Dog 25.00 25.00 0% HSTAs per Animal Control ContractCall out fee for service 115.00 115.00 0% HSTAs per Animal Control ContractEuthanasia and Disposal - Cat 60.00 60.00 0% HSTAs per Animal Control ContractEuthanasia and Disposal - Dog 80.00 80.00 0% HSTAs per Animal Control ContractLive Trap Placement 115.00 115.00 0% HSTAs per Animal Control ContractMuzzle Order Appeal 250.00 250.00 0% ExemptDangerous Dog Licence 100.00 100.00 0%ExemptSchedule V Part VI (ETA)- ExemptBy-law EnforcementInvoice admin processing fee 300.00 300.00 0% HSTIssue Order 200.00 225.00 13% Exempt Schedule V Part VI (ETA)- ExemptTitle Corporate Search 50.00 Registration or Discharge Order on Title (per registration/discharge) 300.00 NEWRegistered Mail actual NEWBy-law Enforcement Officer hourly rate (one hour min) 46.00 50.00 9% ExemptBy-Law Enforcement Supervisor hourly rate (one hour minimum) 55.00 60.00 9% ExemptExecute Search Warrant 500.00 525.00 5% ExemptLocksmith Service Cost + 15% Cost + 15% HSTRe-issuance of Permit/License/Document 55.00 60.00 9% ExemptSchedule V Part VI (ETA)- ExemptFortification By-Law Exemption Application - single family dwelling or not-for- 155.00 170.00 10% ExemptFortification By-Law Exemption Application - Multi-Residential, Commercial, 410.00 425.00 4% ExemptProperty Standards - Issuance of Certificate of Compliance ( Residential - per 105.00 110.00 5% HSTProperty Standards - Issuance of Certificate of Compliance (Commercial - per 105.00 120.00 14% HSTProperty Standards - Issuance of Certificate of Compliance $25 per 92.9 $25 per 92.9 0% HSTProperty Standards - Issuance of Certificate of Compliance (vacant and/or 105.00 110.00 5% HSTProperty Standards Appeal 400.00 450.00 13% ExemptSuperior Court Judge - Appeal Property Standards Decision 400.00 450.00 13% ExemptNoise By-Law Exemption Permit - Minor 375.00 400.00 7% ExemptNoise By-law Exemption Permit - Major 375.00 425.00 13% ExemptBuilding - FeesBuilding - photocopies - larger than ledger 3.00 3.00 0% HSTBuilding Certificate 55.00 60.00 9% ExemptSchedule V Part VI (ETA)- ExemptBuilding Certificate - urgent request - 5 business days or less 75.00 80.00 7% ExemptSchedule V Part VI (ETA)- ExemptPermit fees - amend existing permit 60.00 60.00 0% ExemptPermit Review Fee (per hour) - major amendment to existing permit 60.00 60.00 0% HST Per hour fee to review major changes to existing permit(s) in accordance with By-Law 3198 Chief Building Official hourly rate (one half hour minimum) 80.00 85.00 6% ExemptDeputy Chief Building Official hourly rate (one half hour minimum) 62.00 62.00 0% ExemptBuilding Inspector (one hour minimum) 55.00 60.00 9% ExemptBuilding Enforcement Supervisor (one hour minimum) 55.00 60.00 9% ExemptBuilding - FeesResidential – New Low Density - Single Detached & Townhouses Minimum permit fee $2,500.00, Maximum permit fee $5,000.00 OR$140.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction- whichever is greater- plumbing permit fees included Minimum permit fee $2,500.00, Maximum permit fee $5,000.00 OR$140.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction- whichever is greater- plumbing permit fees included 2% Exempt Schedule V Part VI (ETA)- Exempt.Added max. permit fee $5K due to increase in value of construction, plus changed Flat rate to $140Residential – Mobile Homes, Low Density, Medium Density, Additions, Alterations, etc. $140.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction.- plumbing permit fees included $140.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction.- plumbing permit fees included 2% Exempt Schedule V Part VI (ETA)- ExemptTown of TillsonburgPage 1Page 266 of 636 2024 Fees By-lawBuilding-Bylaw-PlanningItem 2023 Fee Proposed 2024 Fee % Change Tax NotesICI & High Density Residential – New $140.00 Flat Rate + $5.00 per each additional $1000.00 in value of construction.- plumbing permit fees included $140.00 Flat Rate + $5.00 per each additional $1000.00 in value of construction.- plumbing permit fees included2% Exempt Schedule V Part VI (ETA)- ExemptICI & High Density Residential Major Alterations/Renovations/Additions(> 100,000) $1,000.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction.- plumbing permit fees included $1,000.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction.- plumbing permit fees included 0% Exempt Schedule V Part VI (ETA)- ExemptICI & High Density Residential Minor Alteration/Renovations/Additions($100,000 or less) $275.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction.- plumbing permit fees included $275.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction.- plumbing permit fees included4% Exempt Schedule V Part VI (ETA)- ExemptDecks, Sheds, Accessory Buildings, Pools, etc. $140.00 Flat Rate + $10.00 per each additional $1000.00 in value of construction. $140.00 Flat Rate + $10.00 per each additional $1000.00 in value of construction. 5% Exempt Schedule V Part VI (ETA)- ExemptPart 9 Residential Demolition 140.00 140.00 0% Exempt Schedule V Part VI (ETA)- ExemptDemolition – all others 550.00 550.00 0% Exempt Schedule V Part VI (ETA)- ExemptWater Connection, Sewer Connection or repair 140.00 140.00 0% Exempt Schedule V Part VI (ETA)- ExemptChange of Use Permit (no construction) 270.00 270.00 0% Exempt Schedule V Part VI (ETA)- ExemptConditional Permit Agreement 270.00 300.00 11% Exempt Schedule V Part VI (ETA)- ExemptAlternative Solution Review (Fee + Cost of Peer Review) 540.00 540.00 0% Exempt Schedule V Part VI (ETA)- ExemptOccupant Load Inspection Analysis & Report (per hr, one hr minimum) 90.00 90.00 13% Exempt Schedule V Part VI (ETA)- ExemptAGCO Agency Approval 90.00 90.00 0% Exempt Schedule V Part VI (ETA)- ExemptRe-inspection 90.00 90.00 0% Exempt Schedule V Part VI (ETA)- ExemptIssue Order 200.00 225.00 13% Exempt Schedule V Part VI (ETA)- ExemptTransfer Permit 125.00 125.00 0% Exempt Schedule V Part VI (ETA)- ExemptConstruction w/o Permit Double the initial permit rate Double the initial permit rate 0% Exempt Schedule V Part VI (ETA)- ExemptSignsPermit fees - signs - permanent a) $100.00 first $1,000.00 of estimated value of construction plus b) $7.00 per each additional $1,000.00 or part there of a) $100.00 first $1,000.00 of estimated value of construction plus b) $7.00 per each additional $1,000.00 or part there of Increase per/$1000 rateExemptSchedule V Part VI (ETA)- ExemptPermit fees - signs - mobile 35.00 40.00 14% ExemptSchedule V Part VI (ETA)- ExemptPermit fees - sign - construction/placement without a permit double initial permit double initial permit 0% ExemptSchedule V Part VI (ETA)- ExemptSign Variance - Minor Variance - Director Approval 300.00 350.00 17% ExemptSchedule V Part VI (ETA)- ExemptSign Variance - Major Variance - Council Approval 450.00 500.00 15% ExemptSchedule V Part VI (ETA)- ExemptSign Variance - Appeal Application 300.00 350.00 17% ExemptSchedule V Part VI (ETA)- ExemptSign Variance - after the fact 1.5 the initial application rate 1.5 the initial application rate 0% ExemptSign Removal - General 125.00/sign 125.00/sign 0% HSTSign Removal - Mobile Sign 325.00 375.00 15% HSTSign Removal - Posters 25.00/ea + cost to repair any damage to public property 25.00/ea + cost to repair any damage to public property 0% HSTSign Removal - Temporary Signs 25.00/ea 25.00/ea 0% HSTSign Removal - A-Frame/Sandwich Board/Sidewalk Signs 100/ea 100/ea 0% HSTSign Removal - Banner Sign 250.00/ea 275.00/ea 0% HSTPermit fees - temporary buildings 2,000.00 2,000.00 0% ExemptSchedule V Part VI (ETA)- ExemptPermit fees - transfer of permit 65.00 65.00 0% ExemptSchedule V Part VI (ETA)- ExemptBuilding LicencesTown of TillsonburgPage 2Page 267 of 636 2024 Fees By-lawBuilding-Bylaw-PlanningItem 2023 Fee Proposed 2024 Fee % Change Tax NotesTaxi Cab Driver's Licence 35.00 35.00 0% ExemptSchedule V Part VI (ETA)- Exempt (As proposed in 2016 Taxi By-Law report.)Taxi Cab Owner Stand 125.00 125.00 0% ExemptSchedule V Part VI (ETA)- ExemptTaxi Cab Owner Licence 50.00 50.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per proposed by-law 4051) As proposed in 2016 Taxi By-Law report.Taxi Cab Vehicle Licence 65.00 65.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per proposed by-law 4051) As proposed in 2016 Taxi By-Law report.Group Transportation Owner Licence 50.00 50.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per proposed by-law 4051) As proposed in 2016 Taxi By-Law report.Group Transportation Drivers Licence 35.00 35.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per proposed by-law 4051) As proposed in 2016 Taxi By-Law report.Group Transportation Vehicle Licence 75.00 75.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per proposed by-law 4051) As proposed in 2016 Taxi By-Law report.Group Transportation Vehicle Licence Renewal 50.00 50.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per proposed by-law 4051) As proposed in 2016 Taxi By-Law report.Limousine Driver's Licence 65.00 65.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per proposed by-law 4051) As proposed in 2016 Taxi By-Law report.Limousine Owner Licence 70.00 70.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per proposed by-law 4051) As proposed in 2016 Taxi By-Law report.Limousine Vehicle Licence 72.00 72.00 0% ExemptSchedule V Part VI (ETA)- Exempt (annual fee - as per proposed by-law 4051)Kennel - new 100.00 125.00 25% ExemptSchedule V Part VI (ETA)- ExemptKennel - renewal 100.00 125.00 25% ExemptSchedule V Part VI (ETA)- ExemptPlanning & DevelopmentCash-in-lieu of parkland (low density residential consents) 8,000.00 8,000.00 0% ExemptUp to 5% of lot value for residential & 2.5% for commercial Planning Application - Minor Variance 1,250.00 1,250.00 0% ExemptPlanning Application - Minor Variance - after the fact 2,500.00 2,500.00 0% ExemptPlanning Application - Site Plan - Minor 650.00 650.00 0% ExemptPlanning Application - Site Plan - Minor - after construction 1,300.00 1,300.00 0% ExemptPlanning Application - Site Plan - Major 1,600.00 1,600.00 0% ExemptPlanning Application - Site Plan - Major - after construction 3,200.00 3,200.00 0% ExemptPlanning Application - Site Plan - Amendment Application 675.00 675.00 0% ExemptPlanning Application - Site Plan - Amendment Application after-the-fact 1,350.00 1,350.00 0% ExemptSite Plan Application - 3rd & subsequent submissions 675.00 675.00 0% ExemptSite Plan Agreement Administration Fee (includes registration on title) 675.00 675.00 0% ExemptPlanning Application - Zone Change- prior to use 1,700.00 1,700.00 0% ExemptPlanning Application - Zone Change- after use has occupied 3,400.00 3,400.00 0% ExemptPlanning Application - Zoning - Removal of (H) 300.00 300.00 0% ExemptSubdivision Certificate 75.00 100.00 33% ExemptQuite often, it involves including conditions in the certificates which are time consumingZoning Certificate 55.00 55.00 0% ExemptSchedule V Part VI (ETA)- ExemptZoning Certificate - urgent request - less than 5 business days 75.00 75.00 0% ExemptCivic Addressing - Readdressing 135.00 135.00 0% ExemptLand Division (severance) Clearance Letter 75.00 75.00 0% ExemptSeverance Agreement 1,400.00 1,400.00 0% ExemptPlanning - Preserving Agreement Administration fee 2,000.00 2,100.00 5% HSTin-line with COLASubdivision Agreement Administration Fee 2,200.00 2,310.00 5% HSTin-line with COLASubdivision Drawing Review Fee (per lot) - 1st and 2nd submission 125.00 130.00 4% Exemptin-line with COLASubdivision Drawing Review Fee (per lot) - 3rd submission & thereafter 65.00 70.00 8% Exemptin-line with COLAEngineering Inspection Fee 210.00 225.00 7% ExemptTo cover staff & vehicle time (roughly 2.5 hours)Storm Water Management Pond Review 650.00 675.00 4% Exemptin-line with COLAEncroachment Agreement Fee 1,600.00 1,675.00 5% ExemptSchedule V Part VI (ETA)- Exempt ----- in-line with COLAEncroachment Permit Fee 30.00 50.00 67% HSTa more realistic estimate of staff time (still the actual staff time spent may be more)Easement Research Request 145.00 150.00 3% Exemptin-line with COLAMunicipal Consent 100.00 NEW This involves review of the utilities'/proponents' proposal, site visit etc.Engineering Certificate Request 145.00 150.00 3% Exemptin-line with COLATown of TillsonburgPage 3Page 268 of 636 2024 Fees By-lawClerksItem 2023 Fee Proposed 2024 Fee % Change Tax NotesClerk Issued Documents -LicencesRefer to Town Business Licence Bylaw for definitions and requirements for Clerk Issued Licences.Business Licence New Business 145.00 145.00 0% ExemptSchedule V Part VI (ETA)- ExemptHome occupation Business 145.00 145.00 0% ExemptSchedule V Part VI (ETA)- ExemptBusiness Licence per yearAuctioneer Licence 210.00 210.00 0% ExemptSchedule V Part VI (ETA)- ExemptPawnbroker Licence - renewal 70.00 70.00 0% ExemptSchedule V Part VI (ETA)- ExemptPawnbroker Licence - new 210.00 210.00 0% ExemptSchedule V Part VI (ETA)- ExemptPawnbroker Security Deposit - refundable 2,000.00 2,000.00 0% ExemptSchedule V Part VI (ETA)- ExemptVending/Salesperson Licence 210.00 210.00 0% ExemptSchedule V Part VI (ETA)- ExemptFood Vending Licence 210.00 210.00 0% ExemptSchedule V Part VI (ETA)- ExemptEvent Organizer Licence 210.00 210.00 0% ExemptCharge does not apply to not for profit organizationsMarriages Marriage Licence 140.00 140.00 0% ExemptSchedule V Part VI (Excise Tax Act (ETA))- ExemptMarriage Ceremony - Council Chambers 270.00 270.00 0% HSTIn Council Chambers during business hours.Marriage Ceremony - Other Location (plus applicable mileage) 325.00 325.00 0% HSTWithin Town limits - outside Town limits subject to mileage. Witness if required 30.00 30.00 0% HSTTwo witnesses are required for each ceremony. Other Burial Permits 25.00 25.00 0% ExemptSchedule V Part VI (ETA)- ExemptPhotocopying/ Printing double sided 0.58 0.60 3% HSTPhotocopying/ Printing single sided 0.52 0.55 6% HSTCommissioner of Oaths (Pension applications and bankruptcy forms exempt) 30.00 30.00 0% ExemptPension applications and bankruptcy forms Exempt.Register Document on Title 300.00 300.00 0% ExemptRemove/Release Document from Title 300.00 300.00 0% ExemptTitle Search 80.00 80.00 0% ExemptFreedom of Information Request (FOI) - Application Fee 5.00 5.00 0% ExemptInitial fee; Costs to fulfill request may apply, per S. 45(1) of MFIPPA.Town of TillsonburgPage 4Page 269 of 636 2024 Fees By-lawFinanceItem 2023 Fee Proposed 2024 Fee % Change Tax Unit NotesCorporatePhotocopying/ Printing double sided 0.58 0.58 0%HST per pagePhotocopying/ Printing single sided 0.52 0.52 0%HST per pageInterest on overdue accounts (per month) 1.25% 1.25%0%HST per month Similar rate to taxes in arrears, per Municipal Act, 2001, c. 25, s. 345 (3)Tax DepartmentTax certificate 55.00 55.00 0% Exempt eachTax registration service costst RealTax costs As per direct RealTax costs 0% Exempt eachTax Sale Registrations are handled by Realtax Recovery Specialists. This charge is no longer applicable. Tax Bill reprint 10.00 10.00 0% Exempt eachTax receipt 10.00 10.00 0% Exempt eachPayment Redistribution 15.00 15.00 0% Exempt eachPayment Refund Administration Fee 25.00 25.00 0% ExemptWater/Sewer Admin Charge 45.00 45.00 0% Exempt eachTax Statement (Paper Copy Only) 10.00 10.00 0% Exempt each Charge only for paper copyMortgage Billing Fee (per roll number/per billing) 10.00 10.00 0% Exempt eachPast Due Notice Fee 5.00 5.00 0% Exempt eachNew Account Fee 30.00 30.00 0% Exempt eachAddition to the Tax Roll - Cost Recovery + 25% 25% 25%0% Exempt eachTax Sale Procedures - Cost Recovery + 25% 25% 25%0% Exempt eachCorporateNSF Fee 45.00 45.00 0% HST eachTown of TillsonburgPage 5Page 270 of 636 2024 Fees By-lawFireItem 2023 Fee Proposed 2024 Fee % Change Tax Unit NotesFireFalse Alarm Response Fee - Preventable Fire Alarm - Panel Alarms - 1st Offence 1/2 Current MTO Rates 1/2 Current MTO Rates (based on MTO set rate)Exempt Per Incident First Offence 50% of Regualr MTO RatesFalse Alarm Response Fee - Preventable Fire Alarm - Panel Alarms - 2nd and any additional Offence Current MTO Rates Current MTO Rates (based on MTO set rate)Exempt Per Incident 2 Apparatus responseFalse Alarm Response Fee - Work is being performed on a fire alarm system and the owner fails to notify Fire Department or alarm company and the alarm company reports the alarm to fire department. Current MTO Rates Current MTO Rates (based on MTO set rate)Exempt per hour or half hourEach incident based on 2 Apparatus responseMotor Vehicle Accident / Vehicle Fire Response Fee Current MTO Rate + Consumables Current MTO Rate + Consumables (based on MTO set rate)Exempt per hour or half hour + materialsThis fee is charged to the registered owner of the vehicle and divided equally between all parties involved in the incident. The owners are encouraged to submit invoice to their insurer for Motor Vehicle Accident or Vehicle Fire Response fee on a Provincial Highway Current MTO Rate + Consumables Current MTO Rate + Consumables (based on MTO set rate)Exempt per hour or half hour + materialsThis fee will be charged to the Ministry of Transportation for all vehicle accident or vehicle fire related services that occur on provincial highways. Natural Gas Leak Response Fee - Caused by an individual or company Current MTO Rates Current MTO Rates (based on MTO set rate)Exempt per hour or half hour + materialsThis fee is chargeable to the property owner or contractor where the fire department responds to a gas line strike and determines the incident is caused directly by a person or company.Hazardous Materials Response fee Current MTO Rate + Consumables Current MTO Rate + Consumables (based on MTO set rate)Exempt per hour or half hour + materialsThis fee is charged to the person or company in control of a Hazardous Materials that release resulting in a response by the Fire Services.Fire Watch or Stand By Authorized by the Fire Chief Current MTO Rate + Consumables Current MTO Rate + Consumables (based on MTO set rate)Exempt per hour or half hourThis fee is charged to the property owner or insurer for fire services to provide watch or stand by at a fire event or to maintain scene security after a fire or where in the opinion of the fire chief a fire may occur or where fire protection systems are not functioning Violation of Conditions of Burn Permit - 1st and any additional Offence Current MTO Rates Current MTO Rates (based on MTO set rate)Exempt per hour or half hourThis fee is charged when complaint is received and property owner is in violation of burn permit conditions.Open Air Burning -Illegal/Unauthorized Fire Current MTO Rates Current MTO Rates (based on MTO set rate)Exempt per hour or half hourThis fee is charged to property owner when complaint is received and open air burn is in violation of Twon By-law regulations.Fee for expenses Incurred by Fire Services for equipment, expertise, or materials required to mitigate an incident including but not limited to heavy equipment, speiclized equipment, tow trucks, foam, engineers, absorbant etc. 15% Administrative Fee Applies Actual Cost Actual Cost Exempt Per Incident This fee is charged to the insurance company of the registered owner of a property, otherwise the registered owner of the propertywhere in the opinion of the fire chief or his designate it is necessary to employ heavy equipment to extinguish a fire or protect adjacent properties from the spread of fire. Administrative fee for MTO - ARIS Owner / Contact Information Search 50.00 50.00 0% HST Per Incident Fee added to the hourly fire department response charge any timethat the fire departent is required to access the MTO ARIS data base. This fee is 100% cost recovery only based on fee charged to the Town of Tillsonburg.Fee for Fire Department Incident Report 135.00 150.00 11% HST each Fee for copy of Incident ReportFee for Fire Department Investigation Report 245.00 250.00 2% HST each Fee to provide Fire Investigation reportsFee for Fire Department File Search for Outstanding Orders / Inspection Reports / Incident Reports 125.00 135.00 8% HST each requestFee Fire Department Request Fire Code Inspection - Commercial, Industrial, or Institutional building less than 930m2 (10,000 sq.ft.) 265.00 265.00 0% HST each OBC Classification A, B, D, E & F. Residential (OBC C) removed for 2015 and listed separate.Fee for Fire Department Request Fire Code Inspection Each additional 185m2 (2000 sq.ft.) in a Commercial, Industrial or Institutional building 35.00 40.00 14% HST each New fee for additional area over base feeFee Fire Department Request Fire Code Inspection a Residential building up to and including 4 suites or apartments 265.00 275.00 4% HST each OBC Classification C. Separated from other occupancies for 2015.Fee Fire Department Request Fire Code Inspection each additional suite or apartment over base fee 35.00 40.00 14% HST each New fee for additonal unit(s). Fee per apartment over base fee.Fee Fire Department Request Fire Code Inspection of a licensed Occupancy excluding a daycare 265.00 275.00 4% HST each Inspection feeTown of TillsonburgPage 6Page 271 of 636 2024 Fees By-lawFireItem 2023 Fee Proposed 2024 Fee % Change Tax Unit NotesFee Fire Department Request Fire Code Inspection of a Daycare Facility 100.00 105.00 5% HST each Inspection feeFee for Fire Department Request to Conduct Verification of Vulnerable Occupancy Fire Drill Scenario 265.00 275.00 4% HST each Fee for Vulnerable Occupancy fire drillsFee to Conduct Business License Inspection 100.00 105.00 5% Exempt each Inspection feeFee for Re-Inspections if Violations not Remedied 265.00 275.00 4% HST each Fee for subsequent follow-up inspection required when fire code violations are not corrected.Residential Smoke or Carbon Monoxide Alarm provided to a resident per alarm 55.00 65.00 18% HST each Fee for response to residential alarms and providing Smoke or CO alarms to ensure Fire Code ComplianceFire Department approval of a Demolition Permit issued by the Building Department. 135.00 135.00 0% HST each Fee for Fire Service to review and approve Demolition Permits through Building Department.Fee to review an application for a licence to sell Consumer Fireworks (F.1) including a site inspection and review of Fire Safety Plan 215.00 225.00 5% HST each Fee to review and inspect Fireworks Safety plan and siteFee to Review Fireworks Display Application (F.2) Event 150.00 160.00 7% HST each Town of Tillsonburg sponsored event are Exempt from this fee.Fee to Review Licence to Conduct a Pyrotechnics (F.3) Display Application, Safety Plan Review, Site Plan Inspection 220.00 230.00 5% HST each Town of Tillsonburg sponsored event are Exempt from this fee.Fee for Open Air Burn Permit 75.00 75.00 0% HST each Fee to issue burn permitsFee to Review Fire Safety Plan 125.00 130.00 4% HST each Fee to review Fire Safety PlansFee to Review, Approve a Level 1 Risk Management Plan for TSSA Licence for Propane Storage 350.00 350.00 0% HST each Fee to review Level 1 TSSA Risk Management PlansFee to Review, Approve Level 2 Risk Management Plan for TAAS Licence for Propane Storage, plus actual costs to retain a 3rd part engineer or other firm if required. 800.00 800.00 0% HST each Plus actual costs to retain a 3rd party engineer or other firm if required.Fee for Fire Safety Training, plus cost of materials 120.00 125.00 4% HSTper hourPlus cost of materialsFee for Fire Extinguisher Training (Theory) 120.00 125.00 4% HST Max 20 studentsFee for Fire Extinguisher Training (Practical with Burn Prop) 215.00 225.00 5% HSTFee to Recharge SCBA Breathing Cylinder 35.00 35.00 0% HST per cylinder Excludes customers with special agreementRental of Training Room (excluding town of emergency services) 235.00 235.00 0% HST per dayTown of TillsonburgPage 7Page 272 of 636 2024 Fees By-lawTillsonburg Community Centre (TCC)Programs 2023 Fee Proposed 2024 Fee % Change Tax Unit NotesCommunity Centre - AquaticsWater Fitness - 10 passes62.0065.00 5% HST 10 passes UFS applicableLand Fitness - 10 passes62.0063.242% HST 10 passes UFS applicableLand Fitness (1/2 hour class) - 10 passes31.0031.62 2% HST 10 passesWater Fitness - 20 passes100.15110.00 9% HST 20 passes UFS applicableLand Fitness - 20 passes100.15102.152% HST 20 passes UFS applicableLand Fitness (1/2 hour class) - 20 passes50.1051.10 2% HST 20 passes30 minute Swimming Lesson 7.407.54 2% Exemptper lesson Schedule V, Part VI, UFS Applicable45 minute Swimming Lesson 7.807.96 2% Exemptper lesson Schedule V, Part VI, UFS Applicable60 minute Swimming Lesson 8.258.42 2% Exemptper lesson Schedule V, Part VI, UFS ApplicableBronze Star67.5268.87 2% HST course UFS applicableBronze Medallion83.9085.57 2% HSTper course UFS applicableBronze Cross83.9085.57 2% HSTper course UFS applicableFirst Aid106.15108.27 2% HST per course UFS applicableFirst Aid Recert74.3175.80 2% HST per course UFS applicableNational Lifeguard232.00236.64 2% HSTper course UFS applicableNational Lifeguard Recert55.2056.30 2% HSTper course UFS applicableAssistant Swimming Instructors School71.5072.93 2% HSTper course UFS applicableAdditional Fee29.5530.14 2% HSTper course UFS applicableSwim for Life Instructors School112.75115.01 2% HSTper course UFS applicableLifesaving Instructors112.75115.01 2% HSTper course UFS applicableSwim/Lifesaving Instructors232.00236.64 2% HST per course UFS applicablePrivate Lessons (14+ years) 20.80 21.222% HST per lesson UFS applicablePrivate Lessons 20.80 21.222% Exempt per lesson Youth, UFS applicableSemi-Private Lessons 14.35 14.642% Exempt per lessonLifesaving Sport Fundamentals 7.85 8.01 2% Exempt per lesson YouthSwim Synchro Swimming Lessons 7.85 8.01 2% Exemptper lesson YouthSynchronized Swimming Team 536.00 546.72 2% Exempt 9 Months Youth, UFS applicableFirst Aid Instructor 113.80 116.08 2% HSTper courseNational Lifeguard Instructor 163.35 166.62 2% HSTper course UFS applicableExaminer Standards/Advanced Instructors 41.00 41.82 2% HSTper course UFS applicableCommunity Centre - classes, courses, and campsBabysitting Course 58.60 59.77 2% Exempt 8hr course Schedule V, Part VIYouth Program 30 min class 6.65 6.78 2% Exemptper lesson Schedule V, Part VIYouth Program 45 min class 7.65 7.80 2% Exemptper lessonYouth Program 60 min class 8.70 8.87 2% Exemptper lesson Schedule V, Part VIYouth Program - Specialty Course 12.15 12.39 2% Exemptper lessonTeen Program 30 min 6.65 6.78 2% HSTper lessonTeen Program 45 min 7.65 7.80 2% HSTper lessonTeen Program 60 min 8.65 8.82 2% HSTper lessonWorkshops - 1/2 day29.20 29.78 2% HSTWorkshops - Specialty Course 88.30 90.07 2% HSTWorkshops - 8 hours 117.10 119.44 2% HSTYouth Camp - week 149.60 157.08 5% Exempt week Schedule V, Part VIYouth Camp day37.15 39.01 5% Exempt dailySchedule V, Part VIYouth Camp Lunch 8.00 8.50 6% Exempt each Schedule V, Part VIYouth Camp Special 206.35 216.66 5% Exempt week Schedule V, Part VIYouth Camp - short week 120.55 126.58 5% Exempt Schedule V, Part VICommunity Centre - EventsCommunity Centre - Facility RentalsArena - Internet Access Fee 100.00 102.00 2% HSTper yearArena - Weekdays before 5pm & after 11pm 101.80 103.83 2% HST hour Effective April through MarchArena - Weekdays after 5pm & weekends 189.20 192.98 2% HST hour Effective April through MarchArena - Minor 132.90 135.56 2% HST hour Effective April through MarchArena - Shinny 6.10 6.22 2% HSTper personTown of Tillsonburg8Page 273 of 636 2024 Fees By-lawTillsonburg Community Centre (TCC)Programs 2023 Fee Proposed 2024 Fee % Change Tax Unit NotesArena - Ice Flat Rate 459.50 468.69 2% HSTper dayArena Floor - Commercial 2,421.35 2469.78 2% HSTper dayArena Floor - Full Use 1,824.30 1860.79 2% HSTper dayArena Floor - Flat Fee (no set up)596.85 608.79 2% HSTper dayArena Floor - Chilled Floor (additional fee)2,297.35 2343.29 2% HSTper dayArena Floor - Hourly League Fee 73.70 75.17 2% HSTper hourArena Floor - Set up Day/Tear Down Day912.20 930.44 2% HSTper dayArena Storage Room A 28.65 29.22 2% HSTper monthArena Storage Room B 17.30 17.65 2% HSTper monthArena Storage Room C 5.90 6.02 2% HSTper monthArena - Mini Practice Rink 49.00 49.98 2% HST hourAuditorium - Friday or Saturday574.30 585.79 2% HSTper dayAuditorium - Sunday - Thursday320.95 327.37 2% HSTper eveningAuditorium - Hourly 64.80 66.10 2% HSTRoom Set up/tear down & Decorating Fee (Day 120.45 122.86 2% HSTStatutory Holiday rental feeNew HSTper rental Ball Diamond - Occasional Use 86.15 90.46 5% HSTper dayBall Diamond - Seasonal Youth Team 86.15 90.46 5% HSTBall Diamond - Seasonal Team Practice 304.05 319.25 5% HSTper teamBall Diamond - Seasonal Adult Team 501.20 526.26 5% HSTper teamBall Diamond - 2-day Tournament (Annandale Diamonds)591.20 620.76 5% HST 2 daysBall Diamond - Tournament per diamond per day86.15 90.46 5% HSTper diamond/dayBall Diamond - portable washrooms - 1 day tournament 240.05 244.85 2% HST 2 unitsBall Diamond - portable washrooms - 2 day tournament 300.00 306.00 2% HST 2 unitsTractor with Groomer - Prep Friday85.65 87.36 2% HSTper eventTractor with Groomer - Prep Saturday45.00 45.90 2% HSTper eventTractor with Groomer - Prep Sunday45.00 45.90 2% HSTper eventTractor with Groomer - Repair Monday83.90 85.57 2% HSTper eventAdministrative Fees 112.55 114.80 2% HSTper eventSite clean up - 1 or 2 day event 183.25 186.92 2% HST 3 staffBall Diamond - Key Deposit 15.00 15.30 2% HST eachper keyBall Diamonds - Lights left on/equipment not stored 55.15 56.25 2% HSTper occurrenceDamage Deposit 562.85 574.11 2% ExemptDen - Fri or Sat 196.30 200.22 2% HSTper dayDen - Sun - Thursday 143.00 145.86 2% HSTper dayDen - Hourly 34.25 34.94 2% HSTEntire TCC Building - 1 arena 9am-4pm2,286.15 2331.87 2% HSTEntire TCC Building - 2 arenas 9am-4pm2,871.65 2929.08 2% HSTGibson House 76.10 77.62 2% HSTper dayGibson House - Hourly29.75 30.35 2% HSTper hourKinsmen Canteen 29.25 29.84 2% HST per dayKitchen Rental - Daily75.00 76.50 2% HSTper eventKitchen Rental - 3 Day Weekend 200.00 204.00 2% HSTper eventLobby Area 35.20 35.90 2% HSTMarwood B or C 76.10 77.62 2% HST per dayMarwood BC 148.60 151.57 2% HST per dayMarwood B or C - Hourly 28.70 29.27 2% HSTMarwood BC - Hourly 34.30 34.99 2% HSTMemorial Pavilion (full) or Kinsmen Bandshell 99.25 101.23 2% HST per dayMemorial Pavilion hourly 20.00 New HST per hourset up/tear down for parks events 122.86 New HST per dayMemorial Park for Major Concert (includes bandshell & 703.55 717.62 2% HST per event up to 4 Newman Park Gazebo 60.20 61.40 2% HST per dayParking Lot 120.45 122.86 2% HST per daySchool Lessons 4.20 4.28 2% Exempt per person Youth, UFS applicableSoccer Field Rental - Adults (Gyulveszi Park) 5.00 5.10 2% HST per hourSoccer Field Rental - Under age 14 (Gyulveszi Park) 5.00 5.10 2% Exempt per hourOutdoor Recreation Pad Rental 25.00 New HST per hour50% surcharge on applicable rental Town of Tillsonburg9Page 274 of 636 2024 Fees By-lawTillsonburg Community Centre (TCC)Programs 2023 Fee Proposed 2024 Fee % Change Tax Unit NotesSwim to Survive Rentals 98.70 100.67 2% Exempt per hour Youth, UFS applicableSwim to Survive Instructor Fee 25.00 25.50 2% HST per hourSwim Meet 339.00 345.78 2% HST per day UFS applicableSwim Meet Evening 166.30 169.63 2% HST per day UFS applicableSwim Team Practice 75.65 77.16 2% HST per hourStorage Pool Deck 29.75 30.35 2% HST per monthSwim Lane 16.85 17.19 2% HST per hourStorage Office A 29.20 29.78 2% HST per monthStorage Office B 17.70 18.05 2% HST per monthStorage Office C 6.00 6.12 2% HST per monthPool - 0-50 swimmers 96.50 105.00 8% HST per hour UFS applicablePool - 101+swimmers 245.82 266.00 8% HST per hour UFS applicablePool - 51-100 swimmers 130.90 143.00 8% HST per hour UFS applicableWaterPark - 0-100 swimmers 344.65 351.54 2% HST hour UFS applicableWaterPark- 0-100 swimmers - extra hour 229.65 234.25 2% HST add. Hr. UFS applicableWaterpark 101-300 swimmers 469.70 479.09 2% HST hour UFS applicableWaterpark 101-300 swimmers - extra hour 344.65 351.54 2% HST add. Hr. UFS applicableWaterpark 300+ swimmers 631.85 644.49 2% HST hour UFS applicableWaterpark 300+ swimmers - extra hour 499.60 509.59 2% HST add. Hr. UFS applicableWaterpark Board of Ed 100 swimmers 305.65 311.76 2% HST hour UFS applicableWaterpark Board of Ed 100 swimmers add. Hr. 169.80 173.20 2% HST add. Hr. UFS applicableWaterpark Board of Ed 100+ swimmers 543.45 554.32 2% HST hour UFS applicableWaterpark Board of Ed 100+ swimmers add. Hr. 271.85 277.29 2% HST add. Hr. UFS applicable0.00Community Centre - Leagues and Memberships0.00Adult League - Individual 64.20 65.48 2% HST eachAdult League - Team 414.50 422.79 2% HST per teamAdult League - OVA Refs Vollyball 601.80 613.84 2% HST per teamCourt Membership - Adult 57.40 58.55 2% HST SeasonalCourt Membership - Youth 20.65 21.06 2% HST SeasonalTennis Lessons - 1 hour 11.40 11.63 2% HST per lessonTennis Lessons - 1/2 hour 5.05 5.15 2% HST per lesson YouthTennis Advanced Lessons - 1 hour 12.00 12.24 2% HST per lessonTennis Lessons - 1 hour 91.80 93.64 2% HST 8 lessons UFS applicableTennis Lessons - 1/2 hour 40.25 41.06 2% HST 8 lessonsTennis Advanced Lessons - 1 hour 95.75 97.67 2% HST 8 lessonsAdult Pickleball Program (11 weeks) 44.00 44.88 2% HST 11 weeksMembership - Land Fitness - 12 mo 338.90 345.68 2% HST 12 monthMembership - Water Fitness - 12 mo 338.90 355.00 5% HST 12 monthMembership - Personal Training - 20 214.20 224.91 5% HST 20 sessions 1/2 hr UFS applicableMembership - Personal Training - 10 121.70 127.79 5% HST 10 sessions 1/2 hr UFS applicableMembership - Pool - 12 month 215.05 225.00 4% HST eachMembership - Pool - 6 month 150.90 157.00 4% HST eachMembership - Pool 20 Pass 71.50 74.50 4% HST eachMembership - Skate 20 Pass 71.50 72.93 2% HST eachMembership - Weight Training 61.35 62.58 2% HST up to 6 hoursMembership - HC Plus - 12 Month 640.00 652.80 2% HST 12 monthMembership - HC Adult - 01 month 79.35 80.94 2% HST 1 monthMembership - HC Adult - 03 month 175.05 178.55 2% HST 3 monthMembership - HC Adult - 12 month 466.20 475.52 2% HST 12 monthTown of Tillsonburg10Page 275 of 636 2024 Fees By-lawTillsonburg Community Centre (TCC)Programs 2023 Fee Proposed 2024 Fee % Change Tax Unit NotesMembership - HC Adult - 5 pass 49.25 50.24 2% HST 5 visitsMembership - HC Adult - 10 pass 96.40 98.33 2% HST 10 visits Membership - HC Adult - 20 Pass 184.65 188.34 2% HST 20 VisitsMembership - HC Family - 01 month 179.00 182.58 2% HST 1 monthMembership - HC Family - 03 month 394.88 402.78 2% HST 3 month Membership - HC Family - 12 month 934.70 953.39 2% HST 12 monthMembership - HC Student/Senior - 01 month 64.20 65.48 2% HST 1 monthMembership - HC Student/Senior - 03 month 146.36 149.29 2% HST 3 monthMembership - HC Student/Senior - 12 month 344.55 351.44 2% HST 12 monthMembership - Student - 5 Passes 28.10 28.66 2% HST 5 visitsMembership - Student - 10 Passes 50.90 51.92 2% HST 10 visits Membership- Student - 20 Passes 91.30 93.13 2% HST 20 VisitsMembership - HC Glendale Student 105.90 108.02 2% HST 5 MonthMembership - Replacement Card 5.60 5.71 2% HST eachMembership - Squash Adult - 10 pass 95.75 97.67 2% HST per court (1hr)Pay as you go - AdmissionAquatfit/Fitness/Yoga Class 8.30 9.00 8%HST included eachFitness / Yoga (1/2 hr class) 4.15 4.23 2%HST included eachBoard of Education - Squash/HC 2.90 2.96 2%HST included UFS applicableBoard of Education - Arena/Pool 3.15 3.21 2%HST included UFS applicableDrop In Swimming Lessons 9.20 9.38 2%HST included per lesson Min Age of 12Drop In Swimming Lessons - ea. Additional child 5.65 5.76 2%HST included per lessonDrop-in Pickleball 6.78 6.92 2%HST included eachHealth Club Adult 11.15 11.37 2%HST included eachSquash 11.40 11.63 2%HST included per court (1 hr) UFS applicableRoller Skate - Admission No skate rental 3.00 3.06 2%HST included UFS applicableSwim Child 2.55 2.60 2%HST included eachSwim Family 12.00 12.24 2%HST included eachSwim - Over 14 4.85 4.94 2%HST included eachSkate Child 2.55 2.60 2%HST included eachSkate Family 12.00 12.24 2%HST included eachSkate - Over 14 4.85 4.94 2%HST included each UFS applicableWallyball 11.90 12.14 2%HST included per court (1 hr) UFS applicableWaterpark 2-5 yrs - 0.00 0%HST included each UFS applicableWaterpark Grandparents Day - 0.00 0%HST included UFS applicableWaterpark 60 years & over 6.40 6.53 2%HST included each UFS applicableWaterprak 60 years & Over Half Price 3.20 3.26 2%HST included each UFS applicableWaterpark 6-14 yrs 5.85 5.97 2%HST included each UFS applicableWaterpark 6-14 yrs Half Price 2.95 3.01 2%HST included each UFS applicableWaterpark Additional Family Member 2.55 2.60 2%HST included each UFS applicableWaterpark Adult 8.45 8.62 2%HST included each UFS applicableWaterpark Adult Half Price 4.25 4.34 2%HST included each UFS applicableWaterpark Family 29.60 30.19 2%HST included per family of 5 UFS applicableWaterpark Family Half Price 14.80 15.10 2%HST includedper family of 5 UFS applicableWaterpark Tillsonburg Resident Pass (6 +) 40.80 41.62 2% HST per personWaterpark Non-resident Pass (Youth & Srs 60+) 56.10 57.22 2% HST per personWaterpark Non-resident Pass (Adult under 60) 76.50 78.03 2% HST per personCommunity Centre - Other feesLLWP Sponsorship 1,200.00 1260.00 5% Exempt eachCommunity Swim/Skate Sponsorship 200.00 210.00 5% Exempt each Effective April through MarchTown of Tillsonburg11Page 276 of 636 2024 Fees By-lawTillsonburg Community Centre (TCC)Programs 2023 Fee Proposed 2024 Fee % Change Tax Unit NotesSpecial Events: Expenses + 5% Administrative Fee 0.00 HstCapital Re-Investment Fee - Ice Rentals 2.50 3.00 17% per hour Effective April through MarchCapital Re-Investment Fee - Hall/Meeting room Rentals 5.00 New per bookingCapital Re-Investment Fee - Ball Diamonds 25.00 New per teamCapital Re-Investment Fee - Ball Diamonds occasional use 5.00 New per bookingAquatic User Fee Surcharge - pay as you go admission 1.00 1.00 0% Exempt per bookingAquatic User Fee Surcharge - 5.00 New per bookingLeague and Membership User Fee Surcharge (Health Club, Adult sports and fitness)5.00 New per bookingNon-resident FeeNew Effective May 1 Admin - Refund Admin Fee 16.50 16.83 2% Exempt eachAdmin - Reprint receipt 5.50 5.61 2% Exempt eachAdmin - Consolidated Receipts (Child Tax Credit) 11.00 11.22 2% HST Operational requirementsAdmin - Copies - Single sided 0.52 0.53 2% HSTAdmin - Copies - Double sided 0.58 0.59 2% HSTRentals - 8' wooden tables 5.90 6.02 2% HSTRentals - Black plastic chairs 2.25 2.30 2% HST eachDelivery of Table & Chairs( per round trip) 28.65 29.22 2% HSTRentals - Black curtains/hardware rental per foot 2.85 2.91 2% HSTADVERTISING10% - 30% Reductions may apply to multiple advertising Advertising - Memorial Arena Board Back Lit 1,171.15 1194.57 2% HST eachAdvertising - Community Arena Backlit 585.60 597.31 2% HST eachAdvertising - Memorial Arena Board 760.15 775.35 2% HST eachAdvertising - Community Arena Board 467.40 476.75 2% HST eachAdvertising - Ice Re-Surfacer - Side 585.60 597.31 2% HST eachAdvertising - Ice Re-Surfacer - Top 1,171.15 1194.57 2% HST eachAdvertising - Ice Re-Surfacer - 3 sides 2,590.15 2641.95 2% HST eachAdvertising - Skate Aid 10.80 11.02 2% HSTper monthAdvertising - Inside Front/Back Page Glossy 1,717.35 1751.70 2% HST eachAdvertising - Back Page Glossy 2,297.35 2343.29 2% HST eachAdvertising - Brochure 1/8 page 117.10 119.44 2% HST eachAdvertising - Brochure 1/4 page 204.90 209.00 2% HST eachAdvertising - Brochure 1/2 page 350.15 357.15 2% HST eachAdvertising - Brochure 1/2 page Inside/Back Page Glossy 689.15 702.93 2% HST eachAdvertising - Brochure Full page 700.45 714.46 2% HST eachAdvertising - Brochure Full page (internal corporate) 229.80 234.40 2% HST eachAdvertising - Miscellaneous 117.10 119.44 2% HST eachAdvertising - Digital Ad Set up 22.85 23.30 2% HST eachAdvertising - Digital Ad - Monthly(min. 3 mos term) 57.40 58.55 2% HST eachAdvertising - Digital Ad - Tournament/Special Events 57.40 58.55 2% HST eachAdvertising - Fence - Per Season 128.35 130.92 2% HST per seasonAdvertising - Fence - Per Year 256.90 262.04 2% HST annuallyAdvertising - Infocaster Set Up 53.05 54.11 2% HST eachAdvertising - Infocaster - Small Ad 26.50 27.03 2% HST per monthAdvertising - Infocaster - Large Ad 53.05 54.11 2% HST per monthAdvertising - Infocaster - Tournament/Special Event 53.05 54.11 2% HST each10% additional on A 2nd advertisement gets 10% off both, a 3rd ad gets 20% off all 3 and a 4th ad gets Town of Tillsonburg12Page 277 of 636 2024 Fees By-lawMuseumItem 2023 Fee Proposed 2024 Fee % ChangeTax UnitMuseumMuseum-Admission-Adult 6.50 6.64 2%HSTdailyMuseum-Admission-Annual-Family Rate 48.30 49.56 3%HSTyearlyMuseum-Admission-Annual-Individual 21.35 22.12 4%HSTyearlyMuseum-Admission-Child 2.30 2.39 4%HSTdailyMuseum-Admission-Family Rate 13.00 13.27 2%HSTdailyMuseum-Admission-Group Rate 5.25 5.31 1%HSTdailyMuseum-Admission-Senior 5.35 5.53 3%HSTdailyMuseum-Admission-Student 3.25 3.32 2%HSTdailyMuseum Volunteer-Admission-Free FREE - dailyMuseum - Research (Genealogy) 30.00 30.00 0%HSTper hourMuseum-Permission Fees-Personal Use 15.00 15.49 3%HSTeachMuseum-Permission Fees-Pubication Use 17.00 17.70 4%HSTeachMuseum-Rentals-Audio Visual Equipment-Corporate FREE eachMuseum-Rentals-Program Room or Grounds & Gardens- Non-Profit 40.00 42.00 5%HSTeachMuseum-Rentals-Grounds & Gardens-Corporate 200.00 200.00 0%HSTeachMuseum-Rentals-Program Room - half day -non profit 55.00 56.64 3%HSThalf dayMuseum-Rentals-Program Room -full day - non profit 100.00 103.54 4%HSTfull dayMuseum-Rentals-Program Room-Corporate - half day 100.00 103.544%HSThalf dayMuseum-Rentals-Program Room-Corporate - full day 120.00 125.00 4%HSTfull dayMuseum-Rentals-Tour Surcharge-Groups 100-150 120.00 123.01 3%HSTeachMuseum-Rentals-Tour Surcharge-Groups 25-50 70.00 72.57 4%HSTeachMuseum-Rentals-Tour Surcharge-Groups 51-100 85.00 86.73 2%HSTeachMuseum- School Program- per student (1 hour) 3.00 3.00 0%ExempteachMuseum - School Program - per student (2 hours) 4.00 4.00 0%ExempteachMuseum - School Program - In Class 35.00 35.00 0%ExempteachMuseum - School Program - per student (1.5 hours) 3.25 3.25 0%ExempteachMuseum - summer camp 125.00 154.10 23%Exemptweekly Museum- Programs & Workshops 5.00 5.09 2%eachMuseum- Programs & Workshops 10.00 10.18 2%eachMuseum- Programs & Workshops 15.00 15.26 2%eachMuseum- Programs & Workshops 20.00 20.80 4%eachMuseum- Programs & Workshops 25.00 25.66 3%eachMuseum- Programs & Workshops 30.00 30.97 3%eachMuseum- Programs & Workshops 35.00 35.84 2%eachMuseum- Programs & Workshops 40.00 40.71 2%eachMuseum- Programs & Workshops 45.00 45.75 2%eachMuseum- Programs & Workshops 50.00 50.80 2%eachMuseum- Programs & Workshops 55.00 55.97 2%eachTown of Tillsonburg Page 13Page 278 of 636 2024 Fees By-lawMuseumItem 2023 Fee Proposed 2024 Fee % ChangeTax UnitMuseum- Programs & Workshops 60.00 61.06 2%eachMuseum- Programs & Workshops 65.00 66.37 2%eachMuseum- Programs & Workshops 70.00 72.56 4%eachMuseum- Programs & Workshops 75.00 76.55 2%eachMuseum- Programs & Workshops 80.00 82.70 3%eachMuseum- Programs & Workshops 85.00 86.50 2%eachMuseum- Programs & Workshops 90.00 92.03 2%eachMuseum- Programs & Workshops 95.00 97.34 2%eachMuseum- Programs & Workshops 100.00 101.99 2%eachMuseum-Admission - Pratt Gallery only 3.00 3.10 3%HSTeachMuseum- Special Event- Lunch & Learn Series Pass 100.00 110.00 10%HSTMuseum- Special Event - Lunch & Learn- Single ticket 30.00 30.97 3%HSTMuseum - Special Event - Luncheon 35.00 35.40 1%HSTMuseum - Special Event - Dinner 60.00 61.95 3%HSTper eventMuseum - Special Event - Performance 40.80 41.59 2%HSTSpecial Events: Expenses + 5% admin fee - 154.10 0%HSTTown of Tillsonburg Page 14Page 279 of 636 2024 Fees By-lawCemetery-ParksItem 2023 Fee 2023 Perpetual Care Fee 2023 Net Fee Proposed 2024 Fee Proposed 2024 Perpetual Care Fee Proposed 2024 Net Fee % ChangeTax Unit NotesInterment RightsGrave 10 x 4 800.00 320.00 480.00 800.00 320.00 480.00 0% HSTgraveInfant Grave 3X3 225.00 175.00 50.00 250.00 175.00 75.00 11% HSTgrave Fee is set by the ProvinceCremation Grave 3x3 600.00 240.00 360.00 600.00 240.00 360.00 0% HSTgraveColumbarium Niche - Level 1 1,600.00 240.00 1,360.00 1,600.00 240.00 1,360.00 0% HST niche Does not include engravingColumbarium Niche - Level 2 1,650.00 247.50 1,402.50 1,650.00 247.50 1,402.50 0% HST niche Does not include engravingColumbarium Niche - Level 3 1,700.00 255.00 1,445.00 1,700.00 255.00 1,445.00 0% HST niche Does not include engravingColumbarium Niche - Level 4 1,750.00 262.50 1,487.50 1,750.00 262.50 1,487.50 0% HST niche Does not include engravingColumbarium Niche - Level 5 1,800.00 270.00 1,530.00 1,800.00 270.00 1,530.00 0% HST niche Does not include engravingColumbarium Niche - Level 6 1,850.00 277.50 1,572.50 1,850.00 277.50 1,572.50 0% HST niche Does not include engravingColumbarium Niche - Level 7 1,900.00 285.00 1,615.00 1,900.00 285.00 1,615.00 0% HST niche Does not include engravingColumbarium Niche - Level 8 1,950.00 292.50 1,657.50 1,950.00 292.50 1,657.50 0% HST niche Does not include engravingFamily Columbarium 10,400.00 1,560.00 8,840.00 10,400.00 1,560.00 8,840.00 0% HST columbarium does not include engravingCemetery ServicesCemeteries Regulation Unit burial and cremation 12.00 12.00 30.00 30.00 150% Exempt interment Fee is set by the ProvinceColumbarium Niche Open/Close 200.00 200.00 200.00 200.00 0% HST eachAdult Interment 835.00 835.00 835.00 835.00 0% HST eachLead in fee, per 1/2 hour minimum 30.00 30.00 30.00 30.00 0% HSTper 1/2 hour Charged if lead in requested by Funeral HomeChild/ Infant Interment 300.00 300.00 300.00 300.00 0% HST each Length is 5' or lessCremated Remains Interment Infant 200.00 200.00 200.00 200.00 0% HST eachCremated Remains Interment Adult 350.00 350.00 350.00 350.00 0% HST eachStatutory Holidays - Funeral FeeHST eachWeekend - Funeral Fee 10:00am - 3:00pmHST eachWeekend - Funeral Fee - before 10:00am or after 3:00pmHST eachDisinterment/Exhumation- Relocation in Same 2,087.50 2,087.50 2,087.50 2,087.50 0% HST eachDisinterment/Exhumation- Relocation in Same Cemetery-Adult Casket in Vault 1,878.75 1,878.75 1,878.75 1,878.75 0% HST eachDisinterment/Exhumation- Relocation in Another 1,565.63 1,565.63 1,565.63 1,565.63 0% HST eachDisinterment/Exhumation- Relocation in Another Cemetery-Adult Casket in Vault 1,409.06 1,409.06 1,409.06 1,409.06 0% HST eachDisinterment/Exhumation-Child Casket 750.00 750.00 750.00 750.00 0% HST each Length is 5' or lessDisinterment/Exhumation-Adult Cremains (Ground) 475.00 475.00 475.00 475.00 0% HST eachDisinterment/Exhumation-Child/Infant Cremains 300.00 300.00 300.00 300.00 0% HST eachMarker/Foundation ServicesUpright Monument Foundation (5' depth) 27.00 27.00 27.00 27.00 0% HSTper cubic footVeteran Standing Monument Setting 200.00 200.00 200.00 200.00 0% HST eachFlat Marker with Granite Border & no concrete 50.00 50.00 50.00 50.00 0% HST eachFlat Marker with 4" concrete border 125.00 125.00 125.00 125.00 0% HST eachMonument Care & MaintenanceFlat Markers 100.00 - 100.00 - 0% HST eachUpright Markers Up to 48" 200.00 - 200.00 - 0% HST eachUpright Markers Over 48" 400.00 - 400.00 - 0% HST eachOther Fees & ServicesTransfer Fee/Replacement - Interment Rights Certificate 45.00 45.00 45.00 45.00 0% HST eachMemorial (Park) Benches 3,200.00 320.00 2,880.00 3,200.00 320.00 2,880.00 0% HST eachBrass Plaque 750.00 New HST each Geneology Requests (per 1/2 hr) by appointment 30.00 30.00 30.00 30.00 0% HST per 1/2 hourFees are set by the Province.Perpetual care fees regulated by the Province 50% surcharge on applicable interment fee 50% surcharge on applicable interment fee 25% surcharge on applicable interment fee 25% surcharge on applicable interment fee 50% surcharge on applicable interment fee 50% surcharge on applicable interment fee Town of TillsonburgPage 15Page 280 of 636 2024 Fees By-lawPublic WorksItem 2023 Fee Proposed 2024 Fee % Change Tax UnitAirportAirport - Aircraft Parking Fees - Daily 10.00 10.00 0% HST per dayAirport - Aircraft Parking Fees - Monthly 60.00 60.00 0% HST per monthAirport - Aircraft Parking Fees - Yearly 600.00 600.00 0% HST per yearAirport - Basement Boardroom rental (15'x29') half day 45.00 45.00 0% HST per half dayAirport - Basement Boardroom rental (15'x29') full day 80.00 80.00 0% HST per full dayAirport - Basement Rental per hour 15.00 15.00 0% HST per hourAirport - Boardroom Long term rental 290.00 290.00 0% HST per weekAirport - Hangar Land Lease per Sq. Ft. Fee Annually, adjusted by CPI Ontario for the previous 12-month average Nov-Oct, if warranted through a market rate comparison 0.33 0.34 4.5% HST per Sq. Ft.Airport - Infrastructure fee < 5,000 SF hangar 550.00 575.00 5% HST upon signingAirport - Infrastructure fee > 5,000 SF hangar 1,100.00 1,150.00 5% HST upon signingAirport - Maintenance fee 130.00 150.00 15% HST per yearAirport Toque 12.00 17.00 42% HST per unitAirport Fuel Call Out Fee - After Hours 50.00 200.00 300% HST per call outAirport Administration Fee 35.00 50.00 43% HST per unitAirport Hangar Application Fee 310.00 310.00 0% HST per applicationAirport Hangar Transfer Fee 160.00 160.00 0% HST per applicationAirport Development Permit Fee 620.00 620.00 0% HST per applicationAirport Medavac (EMS) Landing Fee 350.00 New HST per landingAirport Hangar Sublet FeeNew in '25 HST per unitAirport Jet Fuel Surcharge Fee 0.0125 New Exempt per literAirport Standard Fuel Surcharge 0.01 New Exempt per literAirport Corporate Parking Fee (waived with fuel purchase) 25.00 25.00 0% HST up to 4 hrsAirport Corporate Parking Fee (waived with fuel purchase) 50.00 50.00 0% HST per dayAirport Corporate Landing Fee (waived with fuel purchase) 40.00 40.00 0% HST per landingRoadsPublic Works Administration Fee 52.00 55.00 6%HST flat rateRoads-Labourer/Operator (per hour) 41.00 42.50 4%HST per hourRoads-Labourer/Operator Overtime (per hour) 61.50 63.75 4%HST per hourRoads-Labour Double Time 72.00 85.00 18%HST per hour1/2 Ton Pickup Truck 15.00 15.50 3%HST per hour1-Ton Truck 35.00 36.00 3%HST per hourSingle Axle Dump Truck 80.00 85.00 6%HST per hour With Plow & Wing 15.00 16.00 7%HST per hour With Sander/Salter 20.00 21.00 5%HST per hour With Plow, Wing & Sander/Salter 35.00 36.00 3%HST per hourTown of TillsonburgPage 16Page 281 of 636 2024 Fees By-lawPublic WorksItem 2023 Fee Proposed 2024 Fee % Change Tax Unit With Anti-Icing System 5.00 5.00 0%HST per hourFront End Loader 70.00 75.00 7%HST per hour With Plow Blade 8.00 8.50 6%HST per hour With Snowblower 180.00 185.00 3%HST per hourBackhoe 50.00 53.00 6%HST per hourGrader 75.00 75.00 0%HST per hourStreet Sweeper 80.00 85.00 6%HST per hourSidewalk Machine 47.00 48.50 3%HST per hour With Plow 7.00 7.50 7%HST per hour With Sander 6.00 6.50 8%HST per hour With Snowblower 20.00 20.00 0%HST per hour With Plow & Sander 12.00 14.00 17%HST per hour With Snowblower & Sander 25.00 26.50 6%HST per hour With Angle Broom 9.00 9.50 6%HST per hour With Flail Mower 12.00 12.75 6%HST per hour With Cold Planer 35.00 37.50 7%HST per hourLeaf Vacuum 90.00 100.00 11%HST per hourLine Striper 12.00 13.00 8%HST per hourSewer Rodder 95.00 100.00 5%HST per hourWood Chipper 25.00 27.00 8%HST per hourZero Radius Mower 30.00 32.00 7%HST per hourPortable Pump 35.00 36.00 3%HST per hourWalk Behind Snowblower 3.00 3.00 0%HST per hourWalk Behind Push Mower 3.00 3.00 0%HST per hourChainsaw 3.00 3.00 0%HST per hourTrimmer 3.00 3.00 0%HST per hourSmall Generator 10.00 10.00 0%HST per hourUtility Trailer 10.00 10.00 0%HST per hourConstruction & Demolition Disposal Cost Recovery Fee 25.00 40.00 60%HST per loadTown of TillsonburgPage 17Page 282 of 636 2024 Fees By-lawTransitItem 2023 Fee Proposed 2024 Fee % ChangeTax UnitT-GO IN-TOWNTicket - Adult - Single Ride 2.50 2.50 0%ExemptSingle RideTicket - Adult - 10 Ride Pass 20.00 20.00 0%Exempt10 Ride PassTicket - Adult - Day Pass 8.00 8.00 0%ExemptDay PassTicket - Adult - Monthly Pass 60.00 60.00 0%ExemptMonthly PassTicket - Seniors (60+) - Single Ride 2.00 2.00 0%ExemptSingle RideTicket - Seniors (60+) - 10 Pass Ride 16.00 16.00 0%Exempt10 Ride PassTicket - Seniors (60+) - Day Pass 6.00 6.00 0%ExemptDay PassTicket - Seniors (60+) - Monthly Pass 48.00 48.00 0%ExemptMonthly PassTicket - Students - Single Ride 2.00 2.00 0%ExemptSingle RideTicket - Students - 10 Ride Pass 16.00 16.00 0%Exempt10 Ride PassTicket - Students - Day Pass 6.00 6.00 0%ExemptDay PassTicket - Students - Monthly Pass 48.00 48.00 0%ExemptMonthly PassTicket - Children (5 and under) - Single Ride FREE FREE Single RideTicket - Children (5 and under) - 10 Ride Pass FREE FREE 10 Ride PassTicket - Children (5 and under) - Day Pass FREE FREE Day PassTicket - Children (5 and under) - Monthly Pass FREE FREE Monthly PassTicket - Support Person - Single Ride FREE FREE Single RideTicket - Support Person - 10 Ride Pass FREE FREE 10 Ride PassTicket - Support Person - Day Pass FREE FREE Day PassTicket - Support Person - Monthly Pass FREE FREE Monthly PassTicket - Veteran - Single Ride FREE FREE Single RideTicket - Veteran - 10 Ride Pass FREE FREE 10 Ride PassTicket - Veteran - Day Pass FREE FREE Day PassTicket - Veteran - Monthly Pass FREE FREE Monthly PassAdvertising – T:GO In-Town Vehicle (1 Month) 438.00 438.00 HSTAdvertising – T:GO In-Town Vehicle (3 Months) 1,008.00 1,008.00 HSTAdvertising – T:GO In-Town Vehicle (6 Months) 1,818.00 1,818.00 HSTT:GO INTER-COMMUNITY Ticket - Adult - Single Ride 10.00 10.00 0%ExemptSingle RideTicket - Adult - 10 Ride Pass 80.00 80.00 0%Exempt10 Ride PassTicket - Adult - Day Pass 20.00 20.00 0%ExemptDay PassTicket - Adult - Monthly Pass 200.00 200.00 0%ExemptMonthly PassTicket - Seniors (60+) - Single Ride 8.00 8.00 0%ExemptSingle RideTicket - Seniors (60+) - 10 Pass Ride 65.00 65.00 0%Exempt10 Ride PassTicket - Seniors (60+) - Day Pass 16.00 16.00 0%ExemptDay PassTicket - Seniors (60+) - Monthly Pass 160.00 160.00 0%ExemptMonthly PassTown of TillsonburgPage 18Page 283 of 636 2024 Fees By-lawTransitItem 2023 Fee Proposed 2024 Fee % ChangeTax UnitTicket - Students - Single Ride 8.00 8.00 0%ExemptSingle RideTicket - Students - 10 Ride Pass 65.00 65.00 0%Exempt10 Ride PassTicket - Students - Day Pass 16.00 16.00 0%ExemptDay PassTicket - Students - Monthly Pass 160.00 160.00 0%ExemptMonthly PassTicket - Children (5 and under) - Single Ride FREE FREE Single RideTicket - Children (5 and under) - 10 Ride Pass FREE FREE 10 Ride PassTicket - Children (5 and under) - Day Pass FREE FREE Day PassTicket - Children (5 and under) - Monthly Pass FREE FREE Monthly PassTicket - Support Person - Single Ride FREE FREE Single RideTicket - Support Person - 10 Ride Pass FREE FREE 10 Ride PassTicket - Support Person - Day Pass FREE FREE Day PassTicket - Support Person - Monthly Pass FREE FREE Monthly PassTicket - Veteran - Single Ride FREE FREE Single RideTicket - Veteran - 10 Ride Pass FREE FREE 10 Ride PassTicket - Veteran - Day Pass FREE FREE Day PassTicket - Veteran - Monthly Pass FREE FREE Monthly PassAdvertising – T:GO Inter-Community Vehicle (1 Month) 507.00 507.00 HSTAdvertising – T:GO Inter-Community Vehicle (3 Months) 1,077.00 1,077.00 HSTAdvertising – T:GO Inter-Community Vehicle (6 Months) 1,887.00 1,887.00 HSTTown of TillsonburgPage 19Page 284 of 636 2024 Fees By-lawUtilityItem 2023 Fee Proposed 2024 Fee % Change Tax Unit NotesUtility-Returned Cheque Fee (plus bank charges) 15.00 15.00 0% HST eachas per OEB rate scheduleUtility-Account Set Up / Change of Occupancy Fee 30.00 30.00 0% HST eachas per OEB rate scheduleUtility-Late Payment (per annum) 19.56% 19.56% 0% HST %as per OEB rate scheduleUtility-After Hour Reconnect (at meter) 185.00 185.00 0% HST eachas per OEB rate scheduleUtility-During Hours Reconnect (at meter) 65.00 65.00 0% HST eachas per OEB rate scheduleUtility-During Hours Reconnect (at mpole) 185.00 185.00 0% HST eachas per OEB rate scheduleUtility-Special Meter Reading 30.00 30.00 0% HST eachChanges to rates must be approved by the OEBUtility-Service Call (after hours) 165.00 165.00 0% HST eachas per OEB rate scheduleUtility-Access to Utility Poles 44.50 44.50 0% HST eachas per OEB rate scheduleUtility-Miscellaneous Materials Mark Up 0.25 0.25 0% HST %Changes to rates must be approved by the THI Board of Directors or OEBUtility-Pole Rental - 30 ft 1.50 1.50 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Pole Rental - 35 ft 2.25 2.25 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 150 W 3.75 3.75 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 175 W 3.75 3.75 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 250 W 4.00 4.00 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 400 W 4.00 4.00 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 70 W 3.50 3.50 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Labour 65.00 65.00 0% HST hourUtility-Truck Charges - #26 17.00 17.00 0% HST hourUtility-Truck Charges - #30 17.00 17.00 0% HST hourUtility-Truck Charges - #41 22.00 22.00 0% HST hourUtility-Truck Charges - #65 70.00 70.00 0% HST hourUtility-Truck Charges - #66 70.00 70.00 0% HST hourUtility-Truck Charges - #68 77.00 77.00 0% HST hourUtility-Truck Charges - #74 68.00 68.00 0% HST hourUtility-Truck Charges - #22 17.00 17.00 0% HST hourUtility-Truck Charges - #28 17.00 17.00 0% HST hourUtility-Truck Charges - #44 33.00 33.00 0% HST hourUtility-Truck Charges - #45 17.00 17.00 0% HST hourUtility-Sewer Camera Job - 1 hour minimum 58.00 58.00 0% HST hour1 hour minimumTown of TillsonburgPage 20Page 285 of 636 2024 Fees By-lawNon-Controlled Town FeesItem 2023 Fee Proposed 2024 Fee % ChangeTaxUnitNotesBag Tags2.00 2.00 0%incl HST per tag County approvedBlue Box (apartment ) 3.50 3.60 3%incl HST County approvedBlue Box (83 Litre) 6.20 6.50 5%incl HST County approvedBlue Box Lid (83 Litre) 2.70 2.80 4%incl HST County approvedComposter10.00 20.00 100%incl HST County approvedRain barrels 65.00 65.00 0%incl HST County approvedGreen Cones 50.00 51.50 3%incl HST County approvedFine - Failure to comply with conditions of muzzle order Fine - Failure to comply with conditions of muzzle order Fine - Failure to comply with conditions of muzzle orderExempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.AGCO Required LicencesRaffle 3% of prize value 3% of prize value 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO) Bazaar $10 per wheel, 3 wheels max $10 per wheel, 3 wheels max 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO) Bazaar/Bingo 2 percent 2 percent 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO) Bazaar/Raffle 3% up to $5000 3% up to $5000 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO) Bingo Only 2% up to $5500 2% up to $5500 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO)Break Open @ other location 3% x # of units X total prize/unit 3% x # of units X total prize/unit 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO)Break Open @ own location 2% x # of units X total prize/unit 2% x # of units X total prize/unit 0%ExempteachAlcohol & Gaming Commission of Ontario (AGCO)PoliceCriminal Record, Police Record & Vulnerable Sector Check (Employment 25.00 25.00 0% Exempt eachDuplicate Copy of Criminal and Police Record Check 5.00 5.00 0%incl HSTeachCriminal Record, Police Record & Vulnerable Sector Check (Volunteer) FREE FREE 0% Exempt eachFingerprints (OPP charge) 26.50 26.50 0%incl HSTeachFee Payable to Minister of FinanceFingerprints (LIVESCAN - on behalf of RCMP) 25.00 25.00 0%incl HSTeachFee Payable to Minister of FinanceOccurrence Confirmation Reports/Incident Reports 42.25 42.25 0%incl HSTeachStatements 42.25 42.25 0%incl HSTeachTechnical Traffic Collision Reports 565.00 565.00 0%incl HSTeachReconstructionist Report 1,130.00 1,130.00 0%incl HSTeachFalse Alarm 200.00 200.00 0% per incidentFalse Alarm - appeal fee 45.00 45.00 0% Non refundablePAID DUTY RELATED FEESPayable to Minister of Finance (Provincial in Nature) Administrative Fee (note 1) 68.50 68.50 0%incl HSTHourly Vehicle Usage Fee (note 1) 28.25 28.25 0%incl HST2014 Hourly Officer Rate - PDO (note 1) 73.60 73.60 0%incl HST2014 Hourly Supervisor Rate - PDS (note 1) 83.17 83.17 0%incl HSTOwner dumping debris on own lands Owner dumping debris on own lands Owner dumping debris on own lands Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Owner failing to tag garbage Owner failing to tag garbage Owner failing to tag garbage Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - double parking Parking - double parking Parking - double parking Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - for longer period than provided Parking - for longer period than provided Parking - for longer period than provided Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - in loading zone Parking - in loading zone Parking - in loading zone Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - near fire hydrant Parking - near fire hydrant Parking - near fire hydrant Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Town of TillsonburgPage 21Page 286 of 636 2024 Fees By-lawNon-Controlled Town FeesItem 2023 Fee Proposed 2024 Fee % ChangeTaxUnitNotesParking - no parking (2am-7am) Parking - no parking (2am-7am) Parking - no parking (2am-7am) Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - Obstructing Traffic Parking - Obstructing Traffic Parking - Obstructing Traffic Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - parking in handicapped parking space without permit Parking - parking in handicapped parking space without permit Parking - parking in handicapped parking space without permit Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - Parking/standing in fire route Parking - Parking/standing in fire route Parking - Parking/standing in fire route Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - prohibited area Parking - prohibited area Parking - prohibited area Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - too close to corner Parking - too close to corner Parking - too close to corner Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - too close to curb Parking - too close to curb Parking - too close to curb Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - Wrong side of road Parking - Wrong side of road Parking - Wrong side of road Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Person assisting dumping debris on private lands Person assisting dumping debris on private lands Person assisting dumping debris on private lands Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Person dumping debris on private/public lands Person dumping debris on private/public lands Person dumping debris on private/public lands Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Person fail to immediate remove debris Person fail to immediate remove debris Person fail to immediate remove debris Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Owner - fail to tag garbageexempt Schedule V Part VI (ETA)- ExemptSchedule V Part VI (ETA)- ExemptFail to enclose swimming pool during construction 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to properly enclose swimming pool with temporary enclosure 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Permit construction of swimming pool not completely enclosed with swimming pool enclosure 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to equip hydro massage pool with secure cover 350.00 350.00 0% noneper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to equip swimming pool gate with self-closing device 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to equip swimming pool gate with self-latching device 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to equip swimming pool gate with operable lock 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to maintain swimming pool fence to a safe condition and good repair 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Construct or permit swimming pool enclosure not in compliance with height requirement 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect or alter a sign in the Town of Tillsonburg before obtaining a permit from the Chief Building Official 200.00 200.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect or permit community bulletin sign on town property, without town approval 200.00 200.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a temporary community sign, without town approval 200.00 200.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a mobile sign – closer than 30.0 meters or (98.44 ft) from any other mobile sign 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect or display a mobile sign that is not located on the same property as the business which it is advertising. 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Town of TillsonburgPage 22Page 287 of 636 2024 Fees By-lawNon-Controlled Town FeesItem 2023 Fee Proposed 2024 Fee % ChangeTaxUnitNotesDid erect a prohibited sign on land owned by the Town 200.00 200.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a sidewalk sign on a public street and did not position as to provide a minimum of 1.5 meters of unobstructed sidewalk space 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a sign located on a premise which does not specifically identify or advertise a business, service, or occupant of the premises where it is located 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a vehicle/trailer sign on a non-motorized vehicle, where the purpose of the sign meets the definition of a sign under the By-law 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Operate a vehicle for hire without a licence. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Operate vehicle not licenced as a vehicle for hire. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Failure to display taxicab plate. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Failure to submit vehicle for inspection. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Failure to produce licence upon demand. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Permit smoking in taxicab. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Failure to display tariff card. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Charge fare not prescribed in fare schedule. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to accept service animal into taxicab. 400.00 400.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Smoke on town walkway 105.00 105.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Smoke within 9 m of any town facility entrance or exit 105.00 105.00 0%none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Smoke within 9 metres of Library Lane entrance 105.00 105.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Smoke within 9 metres of Town Centre Mall 105.00 105.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Town of TillsonburgPage 23Page 288 of 636 Page 1 of 4 Subject: FRS-23-12 Community Risk Assessment & Master Fire Services Plan Report Number: FRS 23-12 Department: Fire and Emergency Services Submitted by: Shane Caskanette, Fire Chief Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION A. THAT report titled FRS-23-12 Community Risk Assessment & Fire Service Master Plan be received as information; and B. THAT the proposed Fire Service Master Plan attached to Report FRS-23-12 as Appendix “A” as the strategic planning framework for the delivery of fire protection services within the Town of Tillsonburg over the next eight-year planning horizon be adopted; and C. THAT the Fire Chief be directed to develop an implementation strategy for the proposed Fire Service Master Plan to be presented to Council for consideration as part of the Town’s annual budget process. BACKGROUND The purpose of this report is to present the Town of Tillsonburg Community Risk Assessment (CRA) and Fire Services Master Plan (FSMP) Report prepared by Behr Integrated Solutions to Council for information and future consideration. The Fire Protection and Prevention Act (FPPA) O Reg. 378/18 requires every municipality to complete a CRA by July 01, 2024 and to use the CRA to inform decisions about the provision of fire protection services to the community. The CRA must also be reviewed at least annually. Council approved $65,000 for the completion of a CRA and FSMP through the 2023 budget process to meet the municipality’s legislated responsibility under the FPPA. The Town issued a competitive RFP bid process to identify and retain consulting services to complete the CRA and FSMP for Tillsonburg Fire Rescue Service (TFRS). Page 289 of 636 FRS 23-12 Page 2 of 4 Behr Integrated Solutions Inc. was awarded the RFP on March 28, 2023 due to their knowledge, experience and expertise developing CRA and FSMP for similar municipal fire service across Canada and value proposition of their proposal. DISCUSSION This FSMP was developed to provide Council with a strategic framework for the delivery of fire protection services within the Town of Tillsonburg over the next eight-year community planning horizon. The findings and recommendations contained within this FSMP have been informed by the CRA that was developed as a companion document to assess the existing fire risk within the community. Together, these documents present a comprehensive analysis of the existing fire risks within the community, and the existing fire protection capabilities of Tillsonburg Fire Rescue Services. The CRA and FSMP have been developed in consideration of the municipality’s legislative requirements as contained within the FPPA and Occupational Health and Safety Act, (OHSA). In addition, current industry best practices as defined by the Office of the Fire Marshal and Emergency Management (OFMEM) and leading industry organizations such as the National Fire Protection Association (NFPA), and data from municipal comparators was used to guide and inform the analysis recommendations. The FSMP makes a total of thirty-one (31) recommendations, many of which can be administered and implemented within the current authority of the Fire Chief. To provide guidance around approval and implementation, the FSMP includes recommendations that require the consideration of Council related to potential operating or capital financial impact or to inform a municipal policy decision including setting a municipal fire protection service level or where further direction to corporate staff may be required. The recommendations proposed in the FSMP are not being approved by way of this report, or by way of any adoption of the FSMP, but will form part of future reports to Council from the Fire Chief which will include an implementation plan as per the direction set out in recommendation (C) of this report. The FSMP provides options and recommendations for Council’s consideration and approval to clearly communicate the level of fire protection services to be provided to the community, including (where applicable) proposed performance measures for ongoing monitoring and evaluation of the services to be provided. Page 290 of 636 FRS 23-12 Page 3 of 4 The recommendations outlined in the FSMP identify strategies that support legislative compliance and the sustainability of fire protection services to provide optimum level of services and best value for the community. Summary of Recommendations There are several observations and recommendations provided in this FSMP to improve operational efficiencies and effectiveness and enhance administrative and operational processes. Key among the 31 recommendations is: Continued use of the CRA process to inform decisions about fire protections service delivery to the community Optimization of the first two lines of defence to ensure comprehensive fire protection programs Council to establish specific emergency response and fire prevention program service levels inclusive of performance measures and routine reporting. Increased staffing capacity to support administrative, training, inspection, education programs including initial emergency response. Gradual transition to a composite staffing model with full time firefighters during peak periods. Ensuring all fire service staff are trained and certified to appropriate Council approved service levels and OFM MFPA standards. Conduct a staffing review of Fire Communications to determine optimum staffing model. Fire Communications and EOC incorporated in new Town Hall facility. Develop a capital asset and reserve fund program to ensure sustainable funding model for replacement of fire apparatus, stations and equipment. Complete a functional operational assessment of the TFRS fire station. Each recommendation has a corresponding timeframe, it is important to note this FSMP needs to be revisited on a regular basis to confirm that the observations and recommendations remain relevant. The recommendations outlined in this FSMP will better position TFRS to mitigate and manage community risks, monitor response capabilities and performance, keep pace with community growth and maintain excellent community relationships and value for money. CONSULTATION The FSMP was developed through extensive internal and external consultation with stakeholders including; Council members, CAO, Finance, Human Resources, Fire Page 291 of 636 FRS 23-12 Page 4 of 4 Services, Tillsonburg Firefighters Association, Tillsonburg Firefighter Dispatcher Association, and Community engagement. Information from the CRA, FPPA, OHSA, OFMEM, NFPA, similar municipalities and industry best practices was collected and analysed to guide and inform the recommendations presented in the FSMP. FINANCIAL IMPACT/FUNDING SOURCE There are no financial implications from this report. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☒ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will accommodate and support sustainable growth. Strategic Direction – Plan and develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project – (NEW) Staff are to consider growth of emergency services in line with growth of the Municipality. ATTACHMENTS Appendix “A” - Fire Services Master Plan Appendix “B” - Community Risk Assessment Page 292 of 636 Presented to: Presented by: Behr Integrated Solutions Inc. Unit 4, 545 Trillium Drive Kitchener ON N2R 1J4 www.behrintegrated.com Town of Tillsonburg FIRE SERVICES MASTER PLAN November 2023 Page 293 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 PREFACE This document serves as the Town of Tillsonburg’s Fire Services Master Plan. The primary motivation for developing this document is for the community in establishing a long-term strategy to protect life and property based on community risk, safety, corporate priorities, and council-approved budget allocations. This document will be used as a tool to evaluate and forecast the immediate and future emergency service needs of the community. ACKNOWLEDGEMENTS COPYRIGHT The contents of this document are protected by copyright and are the intellectual property of the Town of Tillsonburg and Behr Integrated Solutions Inc. The copying, distribution, or use of this document, in whole or in part, without written consent by any party other than previously noted, is strictly prohibited. Behr would like to acknowledge the leadership of Town Council, Senior Leadership Team and the dedicated members of Tillsonburg Fire Rescue Service for their participation in the development of this plan. While challenges lay ahead, Tillsonburg Fire Rescue Services remains committed in their efforts to improve fire protection services to enhance public safety in the community. It is abundantly evident that fire service members are highly dedicated and engaged in all facets of their community and their pride in delivering fire protection services to the community is commendable. Page 294 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Acronyms ACRONYMS AHJ Authority Having Jurisdiction ASP Area Structure Plan CAD Computer Aided Dispatch CRA Community Risk Assessment ERF Effective Response Force FSMP Fire Services Master Plan FUS Fire Underwriters Survey MAP Mutual Aid Plan MVC Motor Vehicle Collision NFPA National Fire Protection Association OBC Ontario Building Code POC Paid-On-Call (Volunteer Firefighter) PSAP Public Safety Answering Point QMP Quality Management Plan RMS Record Management System SOC Standard of Cover SOG Standard Operating Guideline WUI Wildland Urban Interface Page 295 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 TOC TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................................................ I Introduction ............................................................................................................................... i Strategic Goals ........................................................................................................................... i Project Approach and Outcomes ............................................................................................... i Fire Services Master Plan Process ..............................................................................................ii Community Overview ............................................................................................................... iii Community Risk Assessment .................................................................................................... iii Department Overview .............................................................................................................. iv Summary of Observations and Recommendations ................................................................... v Conclusion .............................................................................................................................. xxv SECTION 1 INTRODUCTION .................................................................................................. 1 1.1 Background and Significance ........................................................................................... 1 1.2 Goals and Objectives ....................................................................................................... 1 1.3 Project Scope ................................................................................................................... 2 1.4 Standards and References ............................................................................................... 2 1.5 Fire Services Master Plan Process ................................................................................... 3 1.6 Consultative Process ........................................................................................................ 3 1.6.1 Community and Fire Station Tour ........................................................................... 3 1.6.2 Targeted Interviews ................................................................................................ 3 1.6.3 Online Firefighter Survey ........................................................................................ 4 1.6.4 Municipal Comparative Analysis ............................................................................. 5 1.7 Study Considerations ....................................................................................................... 6 SECTION 2 COMMUNITY PROFILE AND RISK OVERVIEW ....................................................... 7 2.1 Community Overview ...................................................................................................... 7 2.2 Economic Indicators ......................................................................................................... 8 2.3 Growth Projections .......................................................................................................... 9 2.4 Key Community Demographics ..................................................................................... 10 2.5 Community Planning and Development ........................................................................ 11 2.6 Community Risk Assessment ......................................................................................... 11 2.6.1 Factors Contributing to Risk .................................................................................. 12 2.6.2 Risk Management ................................................................................................. 13 2.7 Risk Evaluation vs. Service Levels .................................................................................. 13 2.7.1 Assigning Risk Level ............................................................................................... 17 2.8 Structural Fire Risk Analysis ........................................................................................... 17 Page 296 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 TOC 2.9 Ontario Building Code Occupancy Classifications ......................................................... 18 2.9.1 Building Stock Profile ............................................................................................ 18 2.10 OFM Fire Risk Sub-Model Occupancy Classifications .................................................... 19 2.11 Town of Tillsonburg Existing Major Building Classification Summary ........................... 19 2.12 Potential High-Fire Risk Occupancies ............................................................................ 20 2.12.1 Fuel Load Concerns ............................................................................................... 20 2.13 Occupancies with Potential High Fire Life-Safety Risk .................................................... 22 2.13.1 Registered Vulnerable Occupancies ..................................................................... 22 2.14 Community Risk Analysis Overview ............................................................................... 23 2.15 Impacts of Hazards on Fire Protection Services ............................................................ 24 2.15.1 Fire Station Response Demand Zone .................................................................... 26 2.16 Water Infrastructure ...................................................................................................... 29 SECTION 3 DEPARTMENT PROFILE .................................................................................. 30 3.1 Department Overview ................................................................................................... 30 3.1.1. Mission, Vision, and Values .................................................................................. 31 3.2 Human Resources .......................................................................................................... 32 3.2.1 Thematic Summary of Interview and Survey Results ........................................... 33 3.2.2 Staffing Complement ............................................................................................ 34 3.2.3 Department Leadership, Management and Operations ...................................... 37 3.3 Remuneration, Recruitment, Selection, Retention, Promotion .................................... 41 3.3.1 Remuneration ....................................................................................................... 41 3.3.2 Recruitment .......................................................................................................... 41 3.3.3 Selection and Training of New Staff...................................................................... 42 3.3.4 Retention .............................................................................................................. 43 3.4 Training .......................................................................................................................... 44 3.4.1 Industry Recommended Qualifications ................................................................ 46 3.5 Health and Wellness ...................................................................................................... 47 3.6 Core Services .................................................................................................................. 49 3.6.1 Structural Firefighting ........................................................................................... 49 3.6.2 Medical First Response ......................................................................................... 50 3.6.3 Motor Vehicle Collisions, Vehicle Extrication ....................................................... 50 3.6.4 Dangerous Goods Response ................................................................................. 51 3.6.5 Technical Rescue Services ..................................................................................... 52 3.6.6 Fire Prevention Services ........................................................................................ 52 3.6.6.1 Fire Code Inspection Services ...................................................................... 52 3.6.6.2 New Developments Plan Reviews ................................................................ 53 Page 297 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 TOC 3.6.6.3 Fire Cause and Origin Services ..................................................................... 53 3.6.6.4 Fire Public Education Services ...................................................................... 53 3.6.6.5 Pre-Emergency Planning .............................................................................. 53 3.6.7 Citizen Assist and Public Services.......................................................................... 55 3.6.8 911 and Fire Dispatch ........................................................................................... 55 3.7 Emergency Management Program and Emergency Operation Centre ......................... 56 3.8 Mutual Aid and Other Service Agreements ................................................................... 57 3.9 Facilities ......................................................................................................................... 58 3.9.1 Firehall Overview and Assessment ....................................................................... 58 3.10 Equipment ...................................................................................................................... 66 3.10.1 Apparatus and Emergency Vehicles ..................................................................... 66 3.10.1.1 NFPA Standards for Fire Apparatus ............................................................. 66 3.10.2 Fire Apparatus Design and Procurement .............................................................. 68 3.10.3 Fire Apparatus Maintenance and Repair .............................................................. 69 3.10.4 Fire Apparatus Replacement and Dispersal ......................................................... 69 3.10.5 Apparatus and Emergency Vehicle Fleet Inventory ............................................. 72 3.11 Ancillary Equipment ....................................................................................................... 74 3.12 Personal Protective Equipment ..................................................................................... 74 3.13 Specialized Operations Equipment ................................................................................ 75 3.14 Asset Management ........................................................................................................ 75 3.15 Municipal Comparative Analysis .................................................................................... 75 3.15.1 Department Profile ............................................................................................... 77 3.15.2 Budgets ................................................................................................................. 78 3.15.3 Industry Standards ................................................................................................ 78 3.15.4 Response Data ...................................................................................................... 78 SECTION 4 INCIDENT STATISTICS AND RESPONSE PERFORMANCE ANALYSIS ................... 81 4.1 Industry Standards and Provincial Legislation ............................................................... 81 4.1.1 National Fire Protection Association (NFPA) Standards ....................................... 81 4.1.2 Ontario Regulatory Framework Regarding Community Fire Safety ..................... 81 4.2 Incident Types and Frequency Analysis ......................................................................... 82 4.3 Response Performance .................................................................................................. 88 4.3.1 Intervention Time ................................................................................................. 88 4.3.2 NFPA 1720 Performance Standards ...................................................................... 90 4.4 TFRS Emergency Response Performance Analysis ........................................................ 91 4.4.1 Alarm Handling ..................................................................................................... 92 4.4.2 Assembly Time ...................................................................................................... 93 Page 298 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 TOC 4.4.2.1 Data Limitation ............................................................................................. 93 4.4.3 Travel Time Performance ...................................................................................... 95 4.4.4 Total Response Time ............................................................................................. 96 4.5 Response Coverage Mapping ........................................................................................ 98 4.6 Effective Response Force ............................................................................................. 111 4.7 Critical Task Analysis .................................................................................................... 112 4.8 Measuring, Managing and Reporting Performance .................................................... 116 SECTION 5 CONCLUSION ............................................................................................... 120 APPENDICES ...................................................................................................................... 122 Appendix A: Glossary of Terms ............................................................................................. 123 Appendix B: List of Figures, Maps, Images, and Tables ........................................................ 125 Appendix C: Theoretical Response Mapping Methodology ................................................. 127 Appendix D: Online Firefighter Questionnaire Results ......................................................... 131 Appendix E: Town of Tillsonburg Job Descriptions ............................................................... 144 Appendix F: Tillsonburg Fire Apparatus and Light Duty Fleet .............................................. 155 Page 299 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page i Today’s fire and emergency services are continually being challenged by budget constraints, unprecedented growth, rising call volumes, and increasing and unusual risks against a backdrop of expectations to do more with less. The demand for emergency response and emergency management services has expanded, causing the role to shift and for services to diversify. Effective management of an emergency services department requires a clear understanding of risk and the ability to provide an appropriate response to mitigate the risks. Failing to realize and address these challenges could leave the community and its responders vulnerable. Modern fire, rescue and emergency services have evolved into a critical component of a community’s social safety net. Whereas early fire departments were established specifically to combat structure fires that, at the time, were often devastating. Today’s fire departments are also called upon to respond to medical emergencies, rescues of all sorts, motor vehicle incidents, dangerous goods releases, wildland fires and natural disasters etc. As a result, fire departments must be adequately resourced and equipped to provide these services safely, efficiently, effectively with a great deal of competency. The goal of developing this Fire Service Master Plan is to provide strategic direction for the fire service. This plan will provide a systematic and comprehensive approach to evaluate current response capabilities by identifying and mitigating risks through a community risk assessment. The Fire Service Master Plan will also assist in formulating and communicating strategic directions for the fire service, while highlighting opportunities for improved service delivery. This plan can also be used in conveying information to the public, staff, and municipal council about what to expect in the municipality’s approach to fire and emergency service planning, service delivery model, policy, and development. Ultimately, the outcome of this project determines options towards an optimum service delivery model and serves as a blueprint for the municipality to be more effective and efficient in the delivery of emergency services through current and future challenges. The Town of Tillsonburg Fire Rescue Services will utilize the Community Risk Assessment (CRA) to identify the fire safety risks with the Town, as the basis to inform the development of goals and objectives for the delivery of fire protection and emergency response provided. Optimizing the methodology of the three lines of defense (Public Education, Fire Prevention and Code Enforcement, and Emergency Response) will allow TRFS to provide a comprehensive fire protection program. While risks are the basis for triggering response decisions, our analysis has also investigated the needs of the community and will provide a point of reference upon which future decisions and priorities can be evaluated and implemented. This includes identifying priorities, challenges, and opportunities for the improvement of the delivery of emergency services to the community Page 300 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page ii businesses, and overall public safety. Along with risks, this plan also, considers applicable legislation, industry-leading and best practices, and standards to provide unbiased analysis and evidence-based recommendations. Key aspects in the development of this plan included a community and station tour that focused on the overall footprint, topography, and transportation infrastructure of the community along with the various response zones for each of the two responding stations. Touring each station also provided an opportunity to conduct a general condition and operational functionality assessment on each station. Targeted interviews and an online survey were also used to collect data and information. This process was used to promote an open discussion about the community, risks, general concerns related to the community and municipal operations. An industry peer municipal comparative analysis1 of the fire service was conducted as a method of benchmarking the performance of departments to similar municipalities. These benchmarks include budgets, performance, effectiveness, and efficiencies. Although fire and emergency services ultimately have the same goal of protecting life and property, each community has its unique features in how to accomplish their goals. Our main criteria for the comparative analysis are indicators of effectiveness and efficiencies amongst the communities for risk and mitigation. The following diagram illustrates the process used to complete this plan. A Fire Service Master Plan is sometimes referred to as a ‘road map’ for the future and used as a guiding document for current and future department leaders and decision makers. As described in the implementation phase, it is highly recommended that this plan be reviewed and evaluated, at minimum, on an annual basis or when there are unusual changes, such as in population, and residential and/or industrial development activity that could affect changes in risk. When reasonably possible, we also recommend a third-party update of the plan at the five-year mark to apply an unbiased review into the operation and provide further credibility to the master plan process. Fire Services Master Plan Process DECIDE TO PLAN ORGANIZE FOR PLANNING DEFINE GOALS AND OBJECTIVES COLLECT AND ANALYZE DATA DEFINE PROGRAMS AND/OR SYSTEMS REQUIREMENTS DEFINE ALTERNATE PROGRAMS AND/OR SYSTEMS PREPARE THE PLAN IMPLEMENT THE PLAN RE-VISIT AND EVALUATE COMMUNITY RISKS AND THE PLAN PLANNING ANALYSIS IMPLEMENTATION CONDUCT A COMMUNITY RISK ASSESSMENT 1 Please see Section 3.15 Municipal Comparative Analysis, Page 75 Page 301 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page iii The Town of Tillsonburg is in Oxford County, roughly 30 kms north of Lake Erie, 50 kms southeast of London, Ontario and 170 kms southwest of Toronto, Ontario. It is also conveniently located 156 km east of the US/Canada Blue Water Bridge border crossing2. The town has a land-based area of 22.2 km2, with a population of 18,615 and population density of 838.6 per km2.3 The land use area is predominantly residential, with a small central business district and pockets of service commercial area, and a large industrial sector encompassing most of the southern portion of the community. Once geared towards the tobacco industry, the area is now home to several branch plants of major US and international automotive parts suppliers. The town is located within the Long Point Region watershed, which provides the area with wetlands, woodlands, agricultural lands, as well as fish and wildlife habitat. A popular recreational site for the local rowing club and water park, Lake Lisgar is a small lake located in the centre of the town. Every municipality has unique challenges and characteristics contributing to the overall risk profile of the community. In accordance with the Ontario Regulation 378/18: Community Risk Assessments (O. Reg. 378/18), under the authority of the Fire Protection and Prevention Act, 1997 (FPPA), O.Reg. 378/18 “requires that each municipality and every fire department in a territory without municipal organization complete a community risk assessment and use it to: inform decisions on the provision of fire protection services.”4 A community Risk Assessment (CRA) is a comprehensive evaluation of potential risks and vulnerabilities within a specific community. It is a vital process designed to identify, assess, and prioritize various risks, such as natural disasters, industrial accidents, public health emergencies, and other hazards that impact the safety and well-being of the community residents. The introduction of O. Reg. 378/18 is also now a core component to satisfy the FPPA requirements of developing an in-depth analysis of a community’s fire related risks through a comprehensive analysis of nine mandatory profiles which include: 1. Geographic Profile 2. Building Stock Profile 3. Critical infrastructure Profile 4. Demographic Profile 5. Hazard Profile 6. Public Safety Response Profile 7. Community Services Profile 2 As retrieved from Google Maps 3 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). 4 Community Risk Assessment: Office of the Fire Marshal OFM-TG-02-2019, 2019. Page 302 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page iv 8. Economic Profile 9. Past Loss and Event History Profile A CRA was developed for the Town of Tillsonburg using technical guidelines provided by the Office of the Fire Marshal (OFM). A series of data was collected and analyzed to identify risks to the community from the perspective of each of the nine profiles. Key data sources were obtained from Tillsonburg Fire Rescue Services, Office of the Fire Marchal (OFM) Standard Incident Reporting Data, Statistics Canada Population Census, Municipal Property Assessment Corporation (MPAC) and desktop research. The lens of the risk assessment was focused on risk outcomes and how they relate to the fire service. The results of the CRA were then used to inform the development of this fire service master plan to mitigate the identified risks and improve fire safety and emergency response capabilities for the community. The evaluation of fire and rescue-related risks consider both the probability and consequence of emergency event types. The probability of an event is quantified by analyzing historical, current, and projected data. The consequence of the event type or risk is based on an informed assessment of the potential impact on a community should the event occur. As a result of this analysis, the top hazards in the town include the following: • Fire and explosion • Winter weather (blizzard, freezing rain, snowstorms) • Human health emergency (pandemic) • Hazardous materials (HAZMAT) spill – fixed site/transportation • Tornados and windstorms • Cyber Security Breach. In addition to the overall highest risks to the community, certain events pose an increased risk specific to firefighting. To better understand the risks of hazards as they pertain to fire protection services, the top five hazards have been assessed to identify possible impacts on fire protection services. The Tillsonburg Fire and Rescue Services (TFRS) was initially established in 1888 and has been a highly regarded emergency response service over the course of the last 135 years. Today TFRS relies on a roster of 34 trained paid-on-call (POC) volunteers to provide fire, rescue, and medical first response services to the town. TFRS is also staffed by 13 professional tele-communicator operators that provide fire dispatch and communications services (FireComm) to the town and 28 other municipalities representing 55 additional fire stations throughout Ontario. FireComm also provides after-hour call support for the town. The TFRS team is led by a full-time fire chief and two full-time assistant fire chiefs. TFRS organizational structure, has the following full-time equivalent (FTE) and POC volunteer positions: • 1 FTE fire chief • 1 FTE assistant chief – communications and administration Page 303 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page v • 1 FTE assistant chief - prevention and training • 1 POC Public Educator/firefighter position • 2 POC platoon chiefs • 4 POC captains • 27 POC firefighters • 5 FTE telecommunicator • 8 PT telecommunicator Note: TFRS staffing levels within the department all are subject to change depending on resignations and/or retirements of POC volunteer and telecommunicator staff that may occur during the year. TFRS can request or be requested for additional fire/rescue resources with mutual aid partners within the Oxford, Norfolk, and Elgin County’s through mutual and automatic aid agreements. Resources may also be requested through the OFM where necessary. The intent of this fire services master plan is to provide a series of recommendations to be implemented over a ten-year timeframe. However, the recommendations in this plan were prioritized in such a way that it was felt all should be completed within seven years. The following recommendations are drawn from findings presented throughout the report. They are grouped into three categories according to priority: critical, short-term, and long-term. Progress on the implementation of recommendations should be monitored and potentially adjusted to reflect available funding and administrative capacity that may go beyond the five years identified. Most of the recommendations presented in this report are achievable using existing staff or members’ time and will therefore not pose significant additional costs to the community, however some recommendations are substantial and will require review of potential funding or financial strategies. Costs are rough order of magnitude estimates only and will require further investigation. ‘Cost neutral’ refers to the use of internal staff through a normal work schedule. This would include support from volunteers and other internal departments that may or may not require additional resources (costs) to complete. Undertaking of these cost neutral recommendations are also contingent upon staff availability. A timeframe within 1 – 96 months (1 – 8 years) has been assigned to each recommendation, recognizing that the start and completion of any recommendation is based on annual corporate priorities and council approved budget allocations. Critical Short Term Long-Term 1 -12 months 12 - 48 months 48 - 96 months Note: Observations and recommendations are numbered based on how they appear in the report. Page 304 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page vi Observation #1: The Tillsonburg Fire and Rescue Services Establishing & Regulation Bylaw is the establishing and regulating bylaw for TFRS. It references services to be delivered however it does not include specific emergency response time performance service levels. Furthermore, response performance such as the number of firefighters responding either directly or converging on scene, or the time increment to achieve a safe ERF and complete the critical tasks is not being tracked or monitored. All these components would be included in a standard of cover or service level policy. Reference: Section 2.15.1 Fire Station Response Demand Zone, Page 26 Recommendation #1: Revise the current Establishing and Regulating Bylaw to provide for a Council supported core service levels that are informed by the current Community Risk Assessment and providing for TFRS to meet all applicable provincial legislation and regulations. (Suggested completion: 6-12 months) Recommendation #2: Define deployment models to best mitigate risk identified in the CRA. (Suggested completion: 6-12 months) Recommendation #3: Outline service delivery as follows: Public Education: a. Develop targeted public education programs informed by the CRA. b. Provide smoke alarm and home escape planning for all residential classifications. Fire Prevention and Code Enforcement a. Develop a proactive code enforcement inspection program informed by risks identified in the CRA. b. Provide Fire Investigations to determine origin and cause. c. Examine and provide comments (or approve) Ontario Building Code fire safety sections on new construction plans submitted for permit. d. Review and approve subdivision and development agreements. Emergency Response: a. Provide a full-service fire department as defined by O Reg 343/22 (Table 1, item 8) Including interior attack with rescue; hazardous material response at operations level; auto extrication. b. Provide ice and water rescue at operations level. c. Provide rope rescue (slope) at operations level. d. Provide medical response as defined by tiered response agreement. e. Provide confined space at awareness level. f. Provide machine rescue at operations level. g. Provide trench rescue at awareness level. Page 305 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page vii Emergency Telecommunications: a. Call-taking of emergency calls b. Dispatching and incident radio transmissions of emergency incidents Training of Fire Service personnel. Training: a. Coordination of all internal training ensuring that all fire service personnel are trained and certified to the service levels defined by Council and required under the FPPA. b. Ensure all staff meet the requirements of O Reg 343/22 Fire Fighter Certification Maintenance of Fire Service vehicles and equipment: a. All vehicles and equipment are maintained and serviced to ensure reliable and available for emergency response. (Suggested completion: 6-12 months) Rationale: Developing formalized policy statements regarding fire department service levels is considered a leading practice. In the absence of established service levels, it is difficult for a fire chief to determine whether fire department response performance meets community and council service expectations. Further, the anticipated growth planned for the town will increase demands for service. Increases in service demands are correlated with increases in population and related risks such as increased traffic flow, building stock and community profile. Furthermore, a comprehensive emergency response service level policy will confirm the essential core services for TFRS based upon statistic demands. It should be noted that technical/ specialized rescue is based on the likelihood that fire will respond to these type of calls and must be trained to a minimum standard of awareness level so best to understand the situation, size up and request the appropriate additional resources required. Those identified as operations level are indications that there is experience in delay with emergency requiring these skills and fire fighters must be trained to the appropriate level. The Fire Chief should review these annually to determine if the current level is appropriate to deal with the needs and circumstances identified. NFPA 1201: Standard for Providing Emergency Services to the Public suggests all fire departments should have policy identifying service types and service levels. Section 4.5.3.1 states: “The fire and emergency services (FESA) leader shall develop and adopt a formal policy statement that includes the specific types and levels of services to be provided by the organization, the service area, and the delegation of authority to subordinates.” Page 306 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page viii Observation #2: TFRS leadership does not have administrative support that provides the capacity to manage the business aspects of the fire service. In addition to assisting with implementation of the strategic recommendations identified in this FSMP, administrative support would include, at minimum, records management, emergency response performance and tracking, trend analysis, business management of FireComm contracts, fire prevention services support, business plans, and budget support. Reference: Section 3.2.3 Department Leadership, Management and Operations, Page 37 Recommendation #4: Establish a dedicated administrative support position for TFRS to provide critical assistance with ongoing daily activities to allow the fire chief and assistant fire chiefs to focus on leading the department to meet future demands and challenges. (Suggested completion: 6-12 months) Rationale: Dedicated administrative support would provide critical assistance with ongoing daily activities such as financial and business planning, strategic management, and organizational tasks. Observation #3: During the interview process and the results of staff surveys, a theme emerged over the ability of the Assistant Chief of Prevention and Training to continue to perform activities for the increasing demands required of training and fire inspections. Several factors support this theme in terms of the requirement to comply with OFM firefighter certification regulation, the FPPA regulations for public education and fire prevention, and the projected growth for the town. These factors combined emphasize the need to provide additional capacity for fire prevention and training. Reference: Section 3.2.3 Department Leadership, Management and Operations, Page 37 Recommendation #5: Establish two officer positions to provide capacity for training, fire prevention, and public education requirements. (Suggested completion: 12-24 months) Rationale: Providing support for increasing operational demands for the delivery of fire inspections and training will allow the Assistant Chief of Prevention and Training to focus on the administrative responsibilities of this position. These dedicated positions would be engaged as part of the initial implementation of the recommended transition to a composite staffing model. The addition of ten full time firefighters over the next 2 to 7 years will have these positions integrated for peak demand daytime emergency response. Observation #4: The staff turnover rate in the FireComm division is creating operational challenges with retaining trained and experience telecommunicators. In the last 18 months, 8 staff member have moved on to other services for full-time positions. This equates to a turnover rate of over 50%. All but one of these positions were part time telecommunicators. Reference: Section 3.3.2 Recruitment, Page 41 Page 307 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page ix Recommendations #6: Conduct a staffing review for TFRS to ensure resources are available in the emergency communications centre to address workload at any given 24-hour cycle and ensure appropriate numbers of dispatchers including adjustments for peak periods. (Suggested completion: 6-12 months) Recommendation #7: Work with the Town’s human resource department to determine the costs of high turnover rates and review schedules and remuneration to develop a more sustainable retention program. (Suggested completion: 12-24 months) Rationale: The costs in terms of staff time and budget for the recruitment, hiring, training and equipment of the part time staff emphasizes the need to conduct a complete review of the FireComm staffing model. Observation #5: TFRS utilizes limited on-line learning offered through the OFM and feedback has confirmed that these types of learning opportunities are effective when combined with practical exercises. During the consultation process and a theme emerged regarding communication between administration and the firefighters. Specifically, the town has not provided the POC volunteer firefighter with remote access to their email system. To offset this challenge the use the personal or business email addresses is utilized. Most online learning management systems include the ability to communicate with the entire group or individually. Reference: Section 3.4 Training, Page 44 Recommendation #8: Enhance the use of technology to utilize on-line learning and learning management systems, records management and online communication and coordination capabilities. (Suggested completion: 24-36 months) Recommendation #9: Ensure all firefighters and fire service staff are certified to the appropriate levels defined under O Reg 343/22 for duties they are required to perform as key responsibilities. (Suggested completion: 12-72 months) Rationale: Modern training processes incorporate a learning management software program that assists with the administration, documentation, tracking, reporting, automation, communication, coordination, and delivery of educational courses. Most learning management systems typically focus on online learning and support several delivery processes. There are commercial learning management software programs specifically designed for the fire service that are capable of assigning, delivering, tracking, and reporting firefighter training requirements. Observation #6: Health and safety initiatives and measures are a high priority for the protection of all employees. Opportunities to enhance the safety of staff from injury or illness should be implemented where possible. Reference: Section 3.5 Health and Wellness, Page 47 Page 308 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page x Recommendation #10: Conduct a review and implement the addition of a decontamination area including a shower on or near the apparatus floor. Additionally pursue the approval for sealing of bay floors from the remainder of the fire hall. (Suggested completion: 12-24 months) Recommendation #11: Conduct a review of policies and procedures to ensure that they are conforming with Occupational Health and Safety requirements and guided by Section 21 Guidance notes. This includes decontamination for post fire incidents, reduction of environmental concerns in fire stations. (Suggested completion: 12-36 months) Rationale: For the safety and health of TFRS staff, initiatives including necessary renovations, additions including applicable standard procedures should be implemented where possible. Observation #7: There are several fire prevention service shortfalls that need to be addressed to comply with the FPPA regulations, and risk reduction best practices. This includes the following: • cyclical fire prevention and code inspections • development site plans & zoning reviews • fire safety plan reviews • formal emergency preplanning and building stock assessments. • enhanced public education and prevention programs to target identified community risks. • false alarm reduction programs • enhanced smoke alarm program and process for recording smoke alarm data • enhanced fire investigation with additional qualified staff Reference: Section 3.6.6.5 Pre-Emergency Planning, Page 53 Recommendation#12: Establish dedicated fire and life safety education staff with a mandate to develop, implement and measure fire and life safety programming based on identified risks in the CRA. (Suggested completion: 12-36 months) Recommendation #13: Develop a community outreach program to establish relationships with key stakeholders to assist in providing educational programming to target high-risk demographics. (Suggested completion: 12-24 months) Recommendation #14: Utilize fire cause determination to identify trend in fires to inform programming. This will require trained fire investigators (NFPA 1033) and a robust records management system to capture and provide detailed reports. (Suggested completion: 18-24 months) Page 309 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xi Recommendation # 15: Establish dedicated Fire Code inspection and enforcement positions to provide a proactive inspection program addressing identified risks in the CRA. (Suggested completion: 18-36 months) Recommendation #16: Review and develop, as required, new bylaws to align with current legislation and address any rising issues such as increased false alarm incidents. (Suggested completion: 18-24 months) Recommendation #17: Work with municipal building department to establish appropriate process for Ontario Building Code trained and qualified fire staff to review, comment and approve appropriate Ontario Building Code sections related to fire safety for all new building applications for permits. (Suggested completion: 24-36 months) Recmmendation#18: Develop a pre-incident pre-planning program utilizing the principles of NFPA 1620 for fire crews to address pre-incident planning informed by risks in the CRA. (Suggested completion: 24- 96 months, Ongoing) Rationale: The addition of ten fulltime firefighters over the next two to seven years, as identified in recommendation #29, will provide the capacity to conduct rigorous fire prevention services and comply with the FPPA regulations. Furthermore, these ten positions would be responsible for peak demand daytime emergency response. Observation #8: During consultation with staff, a theme emerged over the need for enhanced IT support. It was identified that Oxford County’s centralized IT division was providing best possible support to TFRS however the number of systems, complexity including fire dispatch services to 55 municipalities, and ongoing maintenance requires additional IT support. Reference: Section 3.6.8 911 and Fire Dispatch, Page 55 Recommendation #19: Work with Corporate IT to ensure dedicated and appropriate IT support for implementation of new systems and on-going and timely support of existing and future systems. (Suggested completion: 1-12 months) Rationale: These technologies are often supported across two or more individual system analysts on a part-time allocation of their full-time Corporate IT position. This helps ensure continuity when a person leaves the organization, provides surge support to the larger organization, and supports the dispatch centre for unexpected system downtime given the 24/7 critical nature of the systems. Technological enhancement with emergency communication systems such a NG 9-11 require specialized and ongoing technical support to ensure these systems are always fully operational. The cost for the addition additional IT support should be included in the costing formula among the contracted municipalities. Specialized knowledge of complex systems that operate 911 telephone, radio, dispatch, and fire department records management systems should not be concentrated in a single resource. Page 310 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xii Observation #9: The fire dispatch centre is located on the top floor of the fire hall and is marginally meeting the minimal operational requirements and constrained for any future growth or expansion. Reference: Section 3.9 Facilities, Page 58 Recommendation #20: Conduct a review of primary and back-up communications centres to ensure they meet the current and future needs of the community and staff working in centres as well as align to standards set out in NFPA 1225 Standard for Emergency Services Communications. (Suggested completion: 24-48 months) Recommendation #21: Develop a detailed implementation plan for upgrades to a new NG- 911 system. Ensure that required NG-911 are appropriately funded and municipality to utilize all provincial grant opportunities. (Suggested completion: 1-6 months) Rationale: The current location of the TFRS Dispatch Centre is constraining present operational requirements. Future growth requirements for both the dispatch centre and the fire operations cannot be undertaken within the current fire station. The space utilized by the communications currently could be repurposed to expand area to operations and prevention staff. Observation #10: There has been two condition assessment conducted on the fire station in 2022 (Roth IAMS Ltd August 10, 2022, and Balan Engineering Corp November 3, 2022). The Roth assessment identifies the overall condition of the facility to be in good to fair condition however there are immediate, short term and capital and maintenance renewal cost projections that range from an immediate $5,000 to assess the roof drainage to approximately $2.4 M over the next 25 years to maintain the fire station. It is important to note that these condition assessments do not assess the functional and operational aspects to support TFRS’s core services. During the interviews and survey there was considerable feedback regarding the station condition and not meeting functional or operational requirements. During the site visit the absence of an exhaust extraction system to ensure the air quality throughout the station is maintained to acceptable levels was of particular concern. Tillsonburg Fire has indicated that the installation of this system is in the queue. Factors that need to be included with this assessment include the future growth projections, community risk assessment, established core services and levels, preferred staffing model and the one or two station location concepts. Operational and functional analysis would typically include the following: • Sufficient apparatus bay to safely and effectively garage and maneuver emergency response vehicles and apparatus. • Firefighter staging and personal protective equipment storage. • Equipment storage, maintenance, and decontamination areas • Training and fitness areas including an exterior hard surface apron. Page 311 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xiii • Staff support areas such as workstations, offices, kitchen, rest areas, washrooms, and showers (non-gender or gender specific) Reference: Section 3.9 Facilities, Page 58 Recommendation #22: Undertake a complete operational and functional assessment of the fire station. (Suggested completion: 24-48 months) Rationale: Conducting an operational and functional assessment will determine if renovation, repairs and updating of this facility, or relocation and replacement, is the most prudent approach to managing the current and future of the town and TFRS. For example, the refinishing and repairs required to the apparatus floors and drain systems. Observation #11: The primary EOC is in the basement of the firehall. This room is also used for fire training and for firefighters’ association meetings. Fire dispatch is also located at the firehall which contributes to the limited space availability at this location. During peak times of activity around the firehall (fire dispatch, training, fire calls, etc.), parking is limited and can further be exacerbated during activation of the of the EOC. Recommendation #23: Review the feasibility of relocating the primary EOC along with dispatch to the new location of the town hall. (Suggested completion: 1 – 12 months) Rationale: While at the early stages of planning for the new town hall, consideration should be made to adding space for the primary EOC and dispatch. Early planning for purpose-built space for these two services will only add to effectiveness and efficiencies. While at the planning stage, growth, and expansion for these two spaces should also be considered, which is not currently available in the existing firehall. Observation #12: There is an established apparatus and emergency vehicle replacement schedule. This schedule anticipates the retirement of all apparatus and emergency vehicles at 18 years. Financial resources are allocated during the budget cycle process, however there are no dedicated reserve funds for lifecycle replacement. There should be a regular review for the optimal timelines of apparatus and vehicle replacement along with a defined financial strategy or reserve fund to ensure there are sufficient funds to meet the life cycle replacement needs of the fire service. Further, the development of a comprehensive reserve fund process that accounts for necessary criteria to establish ideal replacement timelines for all fire apparatus and emergency vehicles. A yearly review of this plan should be undertaken to evaluate whether the schedule remains on track. Necessary adjustments to individual apparatus or emergency vehicles can be made at that time. Reference: Section 3.10.5 Apparatus and Emergency Vehicle Fleet Inventory, Page 72 Page 312 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xiv Recommendation #24: Determine the number and types of apparatus required to meet the service levels identified by Council. (Suggested completion: 12-24 months) Recommendation #25: Work with corporate finance to develop a long-term capital asset and reserve fund program with appropriate sustainable funding models for apparatus, equipment, and facilities. (Suggested completion: 18-24 months) Rationale: Given the nature of emergency services and the reliance on safe and dependable equipment and vehicles, the need for regular and a critical review of these assets is important to determine if the intended life cycle is both achievable and financially responsible. Fire apparatus is routinely utilized under extreme conditions for long periods of time. The reliability of these critical pieces of equipment cannot be suspect. As stipulated in NFPA 1901, frontline apparatus is required to maintain a 95% in service status. In addition to maintaining a current fleet capable of providing reliable service, meeting insurance (ULC) guidelines favourably impacts municipal insurance ratings. While the life expectancy of any piece of equipment or vehicle is contingent on proper use, maintenance and repair, fire apparatus life cycles are subject to adjustments more frequently than normal service vehicles. Annual reviews of all apparatus in TFRS, including mileage, call volume, maintenance records, testing results and salvage values should be carefully done with subsequent adjustments to the original life cycle, whether reduced or extended as warranted. Updating all apparatus and emergency vehicle replacement schedules will assist with ensuring sufficient timelines for replacement process and necessary funds are there when needed. Observation #13: A significant portion of incidents are related to alarms ringing with a majority related to malfunctioning fire or CO Alarm equipment. Reference: Section 4.5 Response Coverage Mapping, Page 98 Recommendation #26: Conduct an in-depth analysis to determine the current trends of alarms ringing with the view to initiating preventative measures to reduce the occurrence and costs of false alarms. (Suggested completion: 12-24 months) Rationale: High volume of alarms ringing (false alarms) incidents can create apathy and low turnout numbers. This results in lower resources in the instances where a real emergency exists. Effective public education, as well bylaws including proper enforcement penalties and fees for recurring and/or nuisance alarms will assist with minimizing unnecessary draw on resources. There is an already pre-existing bylaw enacted to assign fees but allows for one free false alarm per calendar year. Further public education on the false alarm bylaw and the impact to the fire department as well as re-evaluation of the Page 313 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xv subsequent fine amounts may enhance the bylaws effectiveness in reducing false incidents. Observation #14: As detailed at Section 2, during the period 2021-2036 it is projected the town will experience 16.5% growth. This level of growth combined with the current assembly time and effective response force shortfall will further challenge TFRS. This growth will likely increase call volumes and pressure on the volunteer staffing model to meet emergency response performance targets that are based upon the identified risk factors. Total response time for volunteer staffing models has the assembly time as the largest limiting factor towards achieving performance targets. Reference: Section 4.7 Critical Task Analysis, Page 112 Recommendation #27: Implement Option 3 and transition to a composite fire department with the staffing of 10 firefighters (5 per platoon) to cover 12-hour day shifts when activity is at its peak. (Suggested completion: 12-96 months) Recommendation #28: Develop a part-time firefighter program, utilizing existing qualified volunteers to maintain on-duty numbers. This will allow for provisions of vacation, sick- time, and enhance training, inspection, administration, education, and initial emergency response. The goal is to transition to a full-time composite staffing model, supporting the immediate term. (Suggested completion: 12-24 months) Rationale: Due to the increased risk to the public at large as population density increases, the frequency of events will increase but also the possibility of escalating emergencies that can spread faster. Early intervention by a full-time day shift would allow additional time for volunteer resources to arrive to fully control the incident. A full-time crew may also be able to handle smaller incidents requiring only an ERF of 4 firefighters such as minor MVC’s, alarm conditions, small fires, medical calls, and/or citizen assists. The 10 firefighter positions can be hired in stages to minimize the tax impact in a single year. This in turn reduces the workload for the volunteer staff and response pressure during daytime peak periods and reduced availability of the volunteers. Furthermore, implementation of option 3 during the intermediate period of two to seven years will provide the timeline to monitor areas of growth and the potential need for a second fire station. Observation #15: TFRS’ standard operating guidelines do not identify the number of firefighters and resources required to complete tactical or critical tasks. Critical task analyses will clarify incident resource requirements and identify the critical tasks to clarify firefighter tasks and manage an incident efficiently and safely. A common practice for POC services is to have one officer and three firefighters either onboard before exiting the station for the first alarm assignment, or fully established on scene before attempting the required critical tasks. Reference: Section 4.8 Measuring, Managing and Reporting Performance, Page 116 Page 314 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xvi Recommendation #29: Complete critical task analyses for common incident types in response SOGs. Additionally, tactical ERF objectives in SOGs should be scaled to the resources available in the event there are not adequate firefighters available to complete all critical tasks. (Suggested completion: 12-18 months) Rationale: POC volunteer staffing models are limited by firefighter availability and ability to respond. Occasionally this limitation can result in inadequate staffing for more complex and larger incidents. As a result, tactics and critical tasks should be scaled to reflect available resources. This may cause a fire fighter to be conflicted if a potential rescue is needed but staffing on scene does not support this action. For example, if the number of assembled firefighters or water supply are not sufficient to support an interior fire attack or rescue, fire tactics should be limited to exterior and defensive operations. Critical task analyses should be used to identify operational limitations in policy to clarify incident command objectives and maintain safe operations. Observation #16: TFRS reports quarterly activity to council on a variety of topics including call volume, public education events, firefighter turnout, incident types, ongoing fire department projects. The current report does not contain performance goals or historical information, the ability to identify benchmarks. Monitoring changes in service demand, and response performance is an important management function. Reference: Section 4.8 Measuring, Managing and Reporting Performance, Page 116 Recommendations #30: Utilize a purpose-built fire service records management system to ensure support to all programs required to meet the service levels. (Suggested completion: 12-24 months) Recommendation #31: Implement performance goals and regular reporting using established benchmarks to service levels approved by Council. (Suggested completion: 1- 12 months) Rationale: Changes in service demand, and response performance is an important management function. In particular, the incorporation of spatial data (latitude and longitude) into reports will allow enhanced understanding of where risk exists within Tillsonburg. Furthermore, the ability to measure and report performance is critical in maintaining department accountability and transparency for response performance. The first step in performance measurement is to develop the processes to collect reliable and valid data. As already discussed, fire and emergency services are typically data rich agencies. Use of integrated computer aided dispatch (CAD) and records management systems can improve the accuracy of the data captured and streamline the reporting process. These technologies simplify the conversion of data into useful information. Performance measurement and reporting is at the core of moving toward a databased culture and moves it away from mere opinion for fire services. Page 315 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xvii Quarterly reports to council are likely sufficient but may need to be more frequent for operational staff to recognize gaps in service and turnout when they present. Although activity is important to report, the inclusion of historical trends can better communicate changing demands on the fire department. An RMS can typically be programmed to produce reports and queries to investigate specific topics or incidents. Page 316 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xviii Recommendation ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 Source Est. Cost Comments 1 Revise the current Establishing and Regulating Bylaw to provide for a Council supported core service levels that are informed by the current Community Risk Assessment and providing for TFRS to meet all applicable provincial legislation and regulations. Staff time Cost neutral 2 Define deployment models to best mitigate risk identified in the CRA. Staff time Cost neutral 3 Outline service delivery as follows: (Please refer to list) Staff time Cost neutral 4 Establish a dedicated administrative support position for TFRS to provide critical assistance with ongoing daily activities to allow the fire chief and assistant fire chiefs to focus on leading the department to meet future demands and challenges. Operating budget Estimated $80,000 per year Based upon full time equivalent and corporate cost factors 5 Establish two officer positions to provide capacity for training, fire prevention, and public education requirements. Operating budget Estimated $250,000 per year Based upon two full time equivalents at $125.000 each including corporate cost factors 6 Conduct a staffing review for TFRS to ensure resources are available in the emergency communications centre to address workload at any given 24- hour cycle and ensure appropriate numbers of dispatchers including adjustments for peak periods. Staff time Cost neutral costs are contingent on review findings Page 317 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xix Recommendation ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 Source Est. Cost Comments 7 Work with the Town’s human resource department to determine the costs of high turnover rates and review schedules and remuneration to develop a more sustainable retention program. Staff time Cost neutral Contingent upon recommend staff increases, remuneration strategies, etc. 8 Enhance the use of technology to utilize on-line learning and learning management systems, records management and online communication and coordination capabilities. Operating budget Estimated $140.00/user per year, $500 annual maintenance, and $800 initial setup fee. Based upon costs provided by vendor. www.vectorsolutions.com 9 Ensure all firefighters and fire service staff are certified to the appropriate levels defined under O Reg 343/22 for duties they are required to perform as key responsibilities. Operating budget Cost neutral Costs are contingent on the level of service provided and the requirement for additional training. OFM provides certification at no additional cost. 10 Conduct a review and implement the addition of a decontamination area including a shower on or near the apparatus floor. Additionally pursue the approval for sealing of bay floors from the remainder of the fire hall. Operating/ Capital budget Estimated $30- 50K Third-party contract to complete analysis and costs Page 318 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xx Recommendation ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 Source Est. Cost Comments 11 Conduct a review of policies and procedures to ensure that they are conforming with Occupational Health and Safety requirements and guided by Section 21 Guidance notes. This includes decontamination for post fire incidents, reduction of environmental concerns in fire stations. Staff time Cost neutral 12 Establish dedicated fire and life safety education staff with a mandate to develop, implement and measure fire and life safety programming based on identified risks in the CRA. Operating budget $125,000 / year Based upon full-time equivalent at $125,000 including corporate cost factors. 13 Develop a community outreach program to establish relationships with key stakeholders to assist in providing educational programming to target high-risk demographics. Staff time Cost neutral 14 Utilize fire cause determination to identify trend in fires to inform programming. This will require trained fire investigators (NFPA 1033) and a robust records management system to capture and provide detailed reports. Staff time Cost neutral Contingent on the need for additional training. Cost per person approximately $1500.00 (Ontario OFM) 15 Establish dedicated Fire Code inspection and enforcement positions to provide a proactive inspection program addressing identified risks in the CRA. Operating budget $250,000 annually Based on 2 full-time equivalents at $125,000 each including corporate cost factors. Page 319 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xxi Recommendation ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 Source Est. Cost Comments 16 Review and develop, as required, new bylaws to align with current legislation and address any rising issues such as increased false alarm incidents. Staff time Cost neutral Could result in increase in revenue depending on the number of violations under the by-law. 17 Work with municipal building department to establish appropriate process for Ontario Building Code trained and qualified fire staff to review, comment and approve appropriate Ontario Building Code sections related to fire safety for all new building applications for permits. Operating budget Approx. $1000 per course per person. Cost to provide required Ontario Building Code training to existing staff. Required training and certification to conduct the reviews/ inspections. Ontario Building Officials Association, www.oboa.on.ca 18 Develop a pre-incident pre-planning program utilizing the principles of NFPA 1620 for fire crews to address pre-incident planning informed by risks in the CRA. Staff time Cost neutral 19 Work with Corporate IT to ensure dedicated and appropriate IT support for implementation of new systems and on-going and timely support of existing and future systems. Operating budget TBD Contingent on what additional resources or new scheduling options requiring potential overtime are required. 20 Conduct a review of primary and back-up communications centres to ensure they meet the current and future needs of the community and staff working in centres as well as align to standards set out in NFPA 1225 Standard for Emergency Services Communications. Staff time – potential capital budget Cost neutral Contingent on outcome of reviews and any requirements identified Page 320 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xxii Recommendation ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 Source Est. Cost Comments 21 Develop a detailed implementation plan for upgrades to a new NG-911 system. Ensure that required NG-911 are appropriately funded and municipality to utilize all provincial grant opportunities. Capital budget TBD Contingent on provincial funding available. Full implementation required by March 2025. 22 Undertake a complete operational and functional assessment of the fire station. Operating budget TBD In house or third-party review 23 Review the feasibility of relocating the primary EOC along with dispatch to the new location of the town hall. Operating budget TBD In house or third-party review 24 Determine the number and types of apparatus required to meet the service levels identified by Council. Staff time Cost neutral Cost contingent on additional apparatus, if identified. 25 Work with corporate finance to develop a long-term capital asset and reserve fund program with appropriate sustainable funding models for apparatus, equipment, and facilities. Capital budget TBD Contingent on the long- term strategy and the funding needed to support the plan. 26 Conduct an in-depth analysis to determine the current trends of alarms ringing with the view to initiating preventative measures to reduce the occurrence and costs of false alarms. Staff time Cost neutral May result in cost avoidance not requiring additional emergency response call-out. Page 321 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xxiii Recommendation ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 Source Est. Cost Comments 27 Implement Option 3 and transition to a composite fire department with the staffing of 10 firefighters (5 per platoon) to cover 12-hour day shifts when activity is at its peak. Operating budget $1.25M annually once fully implemented. Based upon fulltime equivalents at $125.000 each including corporate cost factors. Includes two positions recommended in 2024/25 28 Develop a part-time firefighter program, utilizing existing qualified volunteers to maintain on-duty numbers. This will allow for provisions of vacation, sick-time, and enhance training, inspection, administration, education, and initial emergency response. The goal is to transition to a full-time composite staffing model, supporting the immediate term. Operating budget Estimated at $100,000 annually once full implementation of recommendation 28 Cost to cover vacation, sick-time, and training. Approx 290 hrs. per FTE 29 Complete critical task analyses for common incident types in response SOGs. Additionally, tactical ERF objectives in SOGs should be scaled to the resources available in the event there are not adequate firefighters available to complete all critical tasks. Staff time Cost neutral 30 Utilize a purpose-built fire service records management system to ensure support to all programs required to meet the service levels. Operating budget TBD $100,000- $500,000 depending on vendor selected Cost dependent on vendor and features Page 322 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xxiv Recommendation ‘23 ‘24 ‘25 ‘26 ‘27 ‘28 ‘29 ‘30 Source Est. Cost Comments 31 Implement performance goals and regular reporting using established benchmarks to service levels approved by Council. Staff time Cost neutral Page 323 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xxv The goal of developing this Fire Services Master Plan is to conduct a comprehensive review of the Town of Tillsonburg fire service and produce a strategic plan for the next 7 years. This will provide a systematic and comprehensive approach to evaluate current response capabilities by identifying and mitigating risks and assist in formulating and communicating strategic directions for the fire service, while highlighting opportunities for improved service delivery. The FSMP will also assist in conveying information to the public, staff, and municipal council about what to expect in the municipality’s approach to fire and emergency service planning, service delivery model, policy, and development. The TFRS is functioning remarkably well with no evidence of the typical challenges with volunteer services such as turnover, retention and recruitment. The emergency response capabilities analysis indicates that the total response time 90th percentiles are well beyond of the leading practice of nine minutes for an urban demand zone. Further, TFRS was not able to assemble and effective response force of fifteen firefighters within the 90th percentile to perform the critical tasks required in a structural fire. It is extremely important to note that TFRS is providing the best possible emergency response service given the limitations of the volunteer staffing model, the community risk factors, and the current built up areas within the town’s boundaries. There are several observations and recommendations provided in this master plan to improve operational effectiveness and efficiencies and enhance administrative and operational processes. Key among the 31 recommendations is: • Establish service levels for emergency response that includes the analysis and risk factors identified in the community risk assessment. • Establish dedicated fire and life safety education and dedicated inspection and enforcement positions with a focus on risk reduction through lines 1 and 2. • Ensuring all fire fighters and fire service staff are certified to appropriate levels as identified by the Council approved service levels. • Conduct a staffing review of the FireComms division to determine a more efficient and effective staffing model. Conduct a feasibility study for a stand-alone Fire Communications Centre facility. • Development of capital asset and reserve fund program to ensure sustainable funding models for future replacement of apparatus and equipment. • Undertake a complete functional an operational assessment of the TFRS fire station. • Transition to a composite staffing model with full time firefighters during peak periods, Although each recommendation has a corresponding timeframe, it is important to note this FSMP needs to be revisited on a regular basis to confirm that the observations and recommendations remain relevant. The recommendations outlined in this FSMP will better position TFRS to mitigate and manage community risks, monitor response capabilities and performance, and maintain excellent community relationships and value for money. Notwithstanding operational observations around emergency response performance, achievement of an effective response force and the TFRS is an exemplary fire service that is serving the community very well. Page 324 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page xxvi Finally, our interactions with the Town of Tillsonburg elected officials and staff revealed a highly professional and dedicated organization that is committed to providing the best possible service to the citizens of the town. Page 325 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 1 Community leaders across Canada continue to search for innovative approaches to improve the efficiency and effectiveness of service delivery. Effectiveness refers to the ability to achieve the desired results or outcomes. Efficiency refers to optimizing the use of available resources – whether it is time, money, or effort. The notion of efficiency is service delivery is often described as ‘doing more for less’ or ‘value for money’. Elected officials, CAOs, directors and managers are often faced with the ongoing challenge of achieving efficient and effective service delivery models. Public safety is most often one of the top priorities within most communities, but achieving this goal comes at a relatively high cost. The services charged with achieving this outcome, including police, fire, EMS, and emergency management services, are essential components of any community’s social safety net. Service effectiveness is not an option. However, the need for fiscal prudence and to review operational efficiency and effectiveness cannot be ignored. Senior community officials must continue to be vigilant in their search for innovative and sustainable practices and finding the balance between service levels and expenditures to ensure their citizens are getting ‘value for money’. The goal of developing this Fire Master Plan (FSMP) to create a strategic plan by conducting a comprehensive community risk assessment and review the current capacity of the fire service. The goal of the FSMP is to provide a systematic and comprehensive approach to evaluate current response capabilities by identifying and mitigating risks and assist in formulating and communicating strategic directions for the fire service, while highlighting opportunities for improved service delivery. The FSMP will also assist in conveying information to the public, staff, and municipal council about what to expect in the municipality’s approach to fire and emergency service planning, service delivery model, policy, and development. While risks are the basis for triggering response decisions, our analysis has also investigated the needs of the community and will provide a point of reference upon which future decisions and priorities can be evaluated and implemented. This includes identifying priorities, challenges, and opportunities for the improvement of the delivery of emergency services to the community, businesses, and overall public safety. This plan has considered applicable legislation, industry- leading practices, and standards, along with current and anticipated risks to provide unbiased analysis and evidence-based recommendations. Ultimately, this project FSMP has determined options towards an optimum service delivery model(s) and serves as a ‘blueprint’ for the municipality to be more effective and efficient in the delivery of emergency services through current and future challenges. The detailed project scope is available at Section 1.3 of this document. Page 326 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 2 The FSMP will consider and achieve the following benefits: • Enhanced firefighter safety • Improved cost control and containment • Increased efficiency and effectiveness • Identification of the right sized service to meet the current and future needs of the community. At minimum, we completed the following items: 1. Community Risk Assessment (CRA) addressing the nine (9) mandatory profiles outlined in Ontario Reg 378/18 to make informed decisions regarding the current service capabilities. 2. A review of all current fire services and programs, based upon the above risk assessment. Our analysis included an examination of the department’s core functions, including, but not limited to: • Fire administration fire prevention, fire inspection, public education, training, fire suppression, apparatus, facilities, and emergency management. • How are services currently being provided and to identify areas needing improvement? • Fire station locations and apparatus deployment • Recruitment and retention of volunteer firefighters. This plan considers the following references and standards: • Commission on Fire Accreditation International • Canadian Standards Association (CSA) • Fire Underwriters Survey (FUS) • Ontario Emergency Management and Civil Protection • Ontario Fire Protection and Prevention Act o O. Reg. 213/07: Ontario Fire Code o O. Reg. 378/18: Community Risk Assessments o O. Reg. 364/13: Mandatory Inspection – Fire Drill in Vulnerable Occupancy o O. Reg. 365/13: Mandatory Assessment of Complaints and Requests for Approval • Fire Marshal Directives • National Fire Protection Association (NFPA) • Ontario Occupational Health and Safety Act • Ontario Building Code • Underwriters Laboratories (UL/ULC) Page 327 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 3 The following diagram illustrates the process used to complete this plan. A Fire Services Master Plan (FSMP) is sometimes referred to as a ‘road map’ for the future and used as a guiding document for current and future department leaders and decision makers. As described in the ‘implementation’ phase, it is highly recommended that this plan be reviewed and evaluated, at minimum, on an annual basis or when there are unusual changes in risk, response demands, population and residential or industrial development activity. When reasonably possible, we also recommend a third-party update of the plan FSMP at the five-year mark to apply an unbiased review into the operation and provide further credibility to the master plan process. Figure 1: Fire Services Master Plan Process DECIDE TO PLAN ORGANIZE FOR PLANNING DEFINE GOALS AND OBJECTIVES COLLECT AND ANALYZE DATA DEFINE PROGRAMS AND/OR SYSTEMS REQUIREMENTS DEFINE ALTERNATE PROGRAMS AND/OR SYSTEMS PREPARE THE PLAN IMPLEMENT THE PLAN RE-VISIT AND EVALUATE COMMUNITY RISKS AND THE PLAN PLANNING ANALYSIS IMPLEMENTATION CONDUCT A COMMUNITY RISK ASSESSMENT 1.6.1 Community and Fire Station Tour The community and station tour focused on the overall footprint, topography, transportation infrastructure of the municipality and the various response zones. Touring the station provided an opportunity to conduct a general condition and operational functionality assessment on each station. 1.6.2 Targeted Interviews Targeted interviews were part of the data and information collection process. Participants were asked questions related to their areas of purview and expertise. An interview guide was used to conduct the interviews. The interview itself was used to promote an open discussion about the community, risks, general concerns related to the community and municipal operations. Page 328 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 4 Table 1: Targeted Interview List No. Name Job Title 1 Kyle Pratt Chief Administrative Officer 2 Sheena Pawliwec Chief Financial Officer, Treasurer 3 Renato Pullia Director of Strategic Initiatives 4 Joanna Kurowski Manager, Human Resources 5 Bob Parsons Councillor 6 Dave Beres Deputy Mayor 7 Jadie Scaman Assistant Chief, Fire Prevention and Training 8 Vanessa Devolin Assistant Chief, Communication and Administration 9 Cephas Panschow Economic Development 10 Julie Columbus Fleet and Facilities 11 Richard Sparham Fleet and Facilities 12 Karen Patenaude Fleet and Facilities 13 Lynette Facey Communications 14 Kristen Fansher Communications 15 Ron Demarest Communications 16 Terry Hilbrant Association President, Acting Captain 17 Ted Sanders Captain 18 Barry Lasook Captain 19 Jarred Miller Firefighter 20 Pat Stephenson Firefighter 1.6.3 Online Firefighter Survey To obtain balanced input, we also employed an online firefighter survey. Our survey methodology offers several unique benefits. First, it offers an opportunity to gather opinions from an entire group as opposed to a limited sample of opinions from a select few. The online survey also offers an extremely flexible approach to the collection of data as respondents can complete the survey questions when it is convenient for them. Additionally, the anonymity of participants is relatively easy to control and therefore may yield more candid and valid responses. Finally, surveys are also extremely time and cost-efficient methods to engage large groups while capturing extensive data. Invitations to participate in the survey were emailed to staff and 17 participated in the survey. Nearly three quarters of the survey respondents (71%) agreed that the community received adequate fire protection, while 12% were neutral and 18% disagreed. Nearly all (94%) agreed that the demand for fire and emergency services would increase in the future, however only 29% agreed that currently the response model is adequately staffed, while 47% were neutral and the remaining disagreed. Half of the participants (49%) agreed that the current level of theoretical and leadership training was adequate while 35% were neutral (neither agreed or disagreed) and the Page 329 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 5 remainder (18%) disagreed. Most however, 71% felt the amount of live-fire and speciality training was adequate. When asked, the top five perceived community risks were as follows: 1. Response time 2. Aging demographics 3. Growing population and recruitment 4. No consensus. Answers included: retention, waterbodies, and poor construction practices. 5. Rail All respondents felt (to varying degrees) that the greatest risks to the community was response time, recruitment, and the changing demographics of the population (age and number). (See Appendix D for online survey results). 1.6.4 Municipal Comparative Analysis An industry peer comparative analysis5 was conducted as a method of benchmarking the performance of departments to similar municipalities. These benchmarks include budgets, performance, effectiveness, and efficiencies. Although fire and emergency services ultimately have the same goal of protecting life and property, each community has its unique features in how to accomplish their goals. Our main criteria for the comparative analysis are indicators of effectiveness and efficiencies amongst the communities for risk and mitigation. 5 Please see Section 3.15 Municipal Comparative Analysis, Page 75 Page 330 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 6 The following factors that affected both the assessment and effective mitigation of risk were considered and assessed: Community-Specific Considerations Department-Specific Considerations • Total area of review • Population and future growth • Community risk factors • Community demographic information • Development and area structure plans • Multi-jurisdictional requirements and cooperation • Current and future development impact on risks and response • Financial resources and constraints • Impacts of government legislation • Bylaws affecting the emergency services. • Economic factors • Tourism • Construction • Industrial activity • Utilities • Retail businesses and other services • Agriculture • Buildings and structures concentrating on high-risk demands, including business, assembly occupancies, etc. • Municipal emergency management plans • Geographic and physical boundaries for response • Fire service annual reports • Fire service focused reports previously conducted. • Standard of cover • Budgets • Current staff rosters with qualifications • Fire station locations and other infrastructure • Support services • Department structure • Service delivery models • Apparatus and equipment inventory, and future needs • Building space requirements • Operation staffing and administrative needs • Bylaw, policies, and procedures • Reporting structure and requirements • Fire prevention & public education • Emergency core service response • Health and wellness • Training and recruitment records and standards • Succession planning • Prevention programs such as inspections, education, and enforcement • Records and data management • Emergency services standard operating guidelines and procedures Page 331 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 7 The Town of Tillsonburg is in Oxford County, roughly 30 kms north of Lake Erie, 50 kms southeast of London, Ontario and 170 kms southwest of Toronto, Ontario. It is also conveniently located 156 km east of the US/Canada Blue Water Bridge border crossing6. The town has a land- based area of 22.2 km2, with a population of 18,615 and population density of 838.6 per km2.7 The land use area is predominantly residential, with a small central business district and pockets of service commercial area, and a large industrial sector encompassing most of the southern portion of the community. Once geared towards the tobacco industry, the area is now home to several branch plants of major US and international automotive parts suppliers. 6 As retrieved from Google Maps 7 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). Map 1: Town of Tillsonburg Overview Page 332 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 8 The town is located within the Long Point Region watershed, which provides the area with wetlands, woodlands, agricultural lands, as well as fish and wildlife habitat. A popular recreational site for the local rowing club and water park, Lake Lisgar is a small lake located in the centre of the town. Tillsonburg also has thriving tourism industry that attracts thousands of visitors annually for music festivals, recreational camping, farmers markets and cultural events. Tillsonburg has a strong and diverse labour force. A large percentage tend to be skilled in the trades sectors, related to the automotive sector. The top manufacturing and non-manufacturing employers and economic sectors in the town are summarized in the following tables. Table 2: Major Manufacturing Employers in Tillsonburg Company Product/Service Number of Employees Marwood International Manufacturer of stamped automotive components 450 THK Rhythm Automotive Canada Steering components 345 Autoneum Canada Ltd. Noise control and thermal insulation systems for automobiles 340 Inovata Foods Frozen food entrees 259 Fleetwood Metal Fabrication Metal stampings 200 Adient Seating Canada LP Foam seating 200 180 Electrical Components International Electrical component services 150 Freudenberg – NOK Elastomeric seals and custom molded products 135 Martinrea International Inc Automotive component 100 Hoover Enterprises Fabrication and weld shop 78 Page 333 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 9 Table 3: Major Non-Manufacturing Employers in Tillsonburg Company Product/Service Number of Employees Tillsonburg District Memorial Hospital Medical services 305 Community Living Health care & social services 158 Metro Retail 150 Walmart Tillsonburg Retail 150 Town of Tillsonburg Government 135 Maple Manor Nursing Home Health care & social services 132 Sobeys Retail 118 Ontario Provincial Police Government 110 Glendale High School Education 81 Figure 2: Economic Sectors (2021) The Town of Tillsonburg has experienced steady growth since 2001, averaging a rate of growth of 7.2% with a notable increase between 2016 and 2021 of 17.9%. Table 4 shows that over the last 20 years, the number of total private dwellings has also changed considerably, with the highest increase occurring between 2016 and 2021 by 17.30%. This trend is seen in similar parts 0.10% 0.10% 0.80% 0.80% 1.00% 1.10% 2.30% 2.80% 2.80% 2.90% 3.60% 3.80% 4.00% 4.10% 4.20% 6.30% 8.70% 11.10% 13.10% 24.20% 0.00%5.00%10.00%15.00%20.00%25.00%30.00% Mining, quarrying, and oil and gas extraction Management of companies and enterprises Utilities Information and cultural industries Real estate and rental and leasing Arts, entertainment and recreation Agriculture, forestry, fishing and hunting Wholesale trade Finance and insurance Public administration Professional, scientific and technical services Other services (except public administration) Administrative and support, waste management and… Educational services Transportation and warehousing Accommodation and food services Construction Health care and social assistance Retail trade Manufacturing PercentageEconomic SectorPage 334 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 10 of Ontario, as affordability and availability for new developments outside larger city centres is a popular and cost-effective choice for commuters. Table 4: Population and Private Dwellings Change (2001 to 2021)8 Year Population % Change Total Private Dwellings % Change 2001 14,052 6.4 6,153 Not available 2006 14,822 5.5 6,519 5.95 2011 15,301 3.2 7,072 8.48 2016 15,872 3.7 7,297 3.18 2021 18,615 17.3 8,229 12.77 Population Growth 2021 2016 % Change 18,615 15,872 17.3% Average & Median Age Total Male Female Average Age 46.9 45.4 48.2 Median Age 49.2 47.2 51.6 Population Distribution Age Range Total Male Female 0 to 14 Years 2,630 1,330 1,300 15 to 64 Years 10,535 5,155 5,380 65+ Years 5,450 2,395 3,055 Age Distribution in Percentages Age Range Total Male Female 0 to 14 Years 14.1% 15.0% 13.4% 15 to 64 Years 56.6% 58.1% 55.3% 65+ Years 29.3% 27.0% 31.4% 8 Profile table, Census Profile, 2021 Census of Population - Tillsonburg, Town (T) [Census subdivision], Ontario (statcan.gc.ca) Page 335 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 11 The Town of Tillsonburg’s Official Community Plan is integrated within the Oxford County Official. A comprehensive review of this plan was conducted in 2020 and identified several key factors: • The outlook going forward is for a continuation of relatively high levels of net in- migration to the County compared to the past periods. Growth and development in this decade to date indicates a changing role for the County within Southwestern Ontario and its adjacency to the Greater Golden Horseshoe. The result is a much higher growth outlook than prior forecasts prepared for the County. The County is forecast to grow to 161,000 in total population and 62,000 households by 2046, representing growth of 47,200 residents and 18,300 households from a 2016 base. • Consistent with Provincial planning policy, most of the growth is planned to be accommodated in the County’s fully serviced settlement areas. All Area Municipalities are anticipated to experience some growth in population, households, and employment over the forecast period. o The County’s urban centres, of Towns of Ingersoll and Tillsonburg, are also anticipated to experience continued growth going forward, accounting for roughly 25% of the housing and employment growth forecast. Based upon this comprehensive review of the Oxford County Plan, Tillsonburg population projections indicate during the period 2021-2036 the town will experience 16.5% growth. This level of growth will challenge all the services provided by the town including fire and emergency services. In contrast, Tillsonburg believes that the Oxford County projections are ultra conservative and have indicated a population growth rate of 19,193 in 2022 to 26,670 in 2031. This represents approximately 39 percent increase over the next 9 years or on average 4.3 percent per year. Regardless of which projection proves to be more accurate, the overarching fact is that Tillsonburg’s growth will challenge all municipal services including TFRS9. Risk can be managed by either accepting the risk, insuring against damages, or investing in risk prevention and mitigation strategies. Local governments typically employ a combination of these approaches. In general, the risks and management strategies of a community are relative to a municipality's financial capacity, geography, population demographics, fixed assets, and critical infrastructure, as well as overall service delivery. Conducting a risk assessment is the first step towards establishing a strategic plan to manage community risks based upon local fire department response capabilities. The results are used to assist the municipality in making informed decisions regarding the allocation of limited fire prevention and fire response resources. 9 Phase One Comprehensive Review Oxford County Hemson Consulting Ltd. March 2020 Page 336 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 12 Community Risk Assessments are required pursuant to Ontario Regulation 378/18 and allow fire departments to make informed decisions about the types and levels of fire protection services provided based on identified risks. Specifically, the following nine (9) profiles will be reviewed: 1. Geographic profile 2. Building stock profile 3. Critical infrastructure profile 4. Demographic profile 5. Hazard profile 6. Public safety response profile 7. Community services profile 8. Economic profile 9. Past loss and event history profile The information and data gathered to address each of the profiles will assist in determining and prioritizing risks to public safety in the community and determining the fire protection services to be provided by municipalities to address those risks. Risks were identified using historical response data, hazard risk vulnerability assessments and information from our interviews to develop a risk profile for the community. The evaluation of fire and rescue risks considers both the probability and consequence of emergency event types. The probability of an event is quantified by analyzing historical, current, and projected data. The consequence of the event type or risk is based on an informed assessment of the potential impact on a community should the event occur. The Community Risk Assessment (CRA) must consider the following: • The format is approved by the Ontario Fire Marshal by reviewing the nine mandatory profiles. • The Technical Guideline TG-02-2019: Community Risk Assessment Guideline will be used as guidance in formatting the risk assessment. • Utilization of the charts as provided in the technical guideline or as a minimum, all the points outlined in the guideline. • The CRA document will be made readily available if the Ontario Fire Marshal conducts a review of the municipality under the FPPA (Part III, 9.(1)(a)). 2.6.1 Factors Contributing to Risk As mentioned, every municipality has unique challenges and characteristics contributing to the overall risk profile of the community. Examples of community risks include: • Fire/rescue service model and response capacity • Population and demographics • Population growth rate • Industry types Page 337 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 13 • Economy • Rate of development • Transportation corridor types • Typography • Weather • Historical response data 2.6.2 Risk Management All communities require a process to identify and actively manage high-priority risks. As previously discussed, there are approaches to managing risk. The focus of this report is to identify and discuss specific risks, and unique community characteristics that contribute to risk, typically managed through fire prevention or fire department response. Image 1 describes the risk management cycle. The first step in the risk management process includes the assessment of the probability and consequence of specific risks. The next step is the assessment to identify key risks which are then evaluated against the current prevention or response strategy to identify potential service gaps. The third step in this cycle includes adjusting fire prevention and response service levels to manage the resources necessary to pre-emptively mitigate or respond as determined by approved service levels. The last step in the cycle is to measure and report results to key policy makers. This cycle should be repeated periodically to address changes in the risk profile and make thoughtful and informed decisions regarding strategies to manage any changes. In Canada, local governments are charged with delivering fire and rescue response services for their citizens. Elected officials are the ‘authority having jurisdiction’ (AHJ) who determines the level of service required to manage fire and rescue risks to an acceptable level. The challenge for elected officials lies in determining the best balance between investing in adequate emergency services and accepting a certain level of risk. The evaluation of fire or rescue risks considers both the probability and consequence of emergency event types. The probability of an event is quantified by analyzing historical, current, and projected data. The consequence of the event type or risk is based on an informed assessment of the potential impact on a community should the event occur. Image 1: Risk Management Cycle Process Page 338 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 14 Probability – The probability of a risk, or event type, is the determined likelihood that an event will occur within a given time. The probability is quantified by considering the frequency of event type data. An event that occurs daily is highly probable and therefore higher risk. An event that occurs only once in a century is assessed as a lower risk as it may never occur. Consequence – There are three types of consequences when considering fire/rescue response requirements: • Life safety impact: Life safety risk for victims and responding emergency personnel are the highest order of consequence when considering the risk associated with specific event types. Events with a high likelihood of injury/death occurring and even a moderate probability of occurring require close examination to ensure adequate resources required to safely rescue or protect the lives of occupants from life-threatening are accessible to respond. Incidents that risk life safety include motor vehicle accidents, extreme weather, flooding, fire, release of hazardous materials, medical emergencies, and all types of rescue situations. • Economic impact: Events with high negative impact on the local economy are devastating to a municipality. For example, recovering from the fire loss of a large employer’s property or key public infrastructure in smaller municipalities can be difficult. Therefore, providing adequate response capacity necessary to manage these types of events must be considered. • Environmental impact: Negative environmental consequences resulting in irreversible or long-term damage to the environment must also be considered in the analysis. Events with risk of negatively impacting water, soil and air quality are also likely to impact life safety as well as the economy and therefore must be considered. Social and cultural impacts as experienced with the loss of historic buildings, recreation facilities or non-critical community infrastructure, are considered but do not typically affect how fire department resources are deployed. As discussed, the risk evaluation process is used to identify high-priority risks and the appropriate risk management strategy. Where a fire department response is determined to be the most appropriate management strategy, the appropriate services and service levels should be established to safely manage the risks. Elected officials are responsible for determining which services are delivered and setting service level goals. The service level goals determine the necessary concentration and distribution of either fire prevention or emergency response resources to safely manage the identified risks. Distribution refers to the number of fixed resources, such as fire stations, and where they are placed throughout the community. Distribution varies depending on factors related to the number of incidents and types of calls for service in the defined area. Concentration refers to the assembling of resources, such as a specialized work force and equipment, needed to effectively respond to an incident in each area within the community. It must also identify the availability of additional response resources including the reliability and time of arrival of a secondary responding unit. Page 339 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 15 The risk evaluation matrix (see Figure 3.) can be divided into four levels of risk based on the probability and consequence, each with specific implications for the concentration and distribution of resources. It is provided as a reference and context for use of the matrix to quantify fire response risks in your municipality. Different quadrants of the risk matrix need different response requirements. Table 5 offers examples of categories of types of structural fires and general hazards commonly found in communities. As described above, these risks are categorized by considering the probability and consequence of the fire or hazard. This qualitative analysis is based on experience and expertise, and should be completed with input from fire, building and emergency management officials. Every community will have a unique risk inventory contributing to its risk profile. Figure 3: Risk Evaluation Matrix Page 340 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 16 Table 5: Sample Risk Inventory Low Risk = Low Probability and Low Consequence This category is limited to areas or incidents having a low probability of fire risk and low consequence for the potential for loss of life or economic loss. Some low risks include: • Outdoor fire pits • Non-structure lightning strikes • Vacant land • Parks without structures • Isolated structures such as sheds Moderate Risk = High Probability and Low Consequence Most responses fall under this category. Moderate risks include: • Motor vehicle collisions • Carbon monoxide detection (emergency medical co-response) • Monitoring/local alarms • Vehicle fires • Dangerous goods incidents with small quantities of a known product (20 litres or less), outdoor odours (natural gas or unknown) • Miscellaneous explosions • Emergency standbys • Smoke • Odours • Fires: o garbage o detached garages o single or multi-family residential fires o small non-residential buildings less than 600 square metres High Risk = Low Probability and High Consequence There are very few properties/responses that are considered high probability, high consequence. These properties are categorized as large properties, over 600 square metres, without adequate built-in fire protection systems, or that has large concentrations of people or has a significant impact on the local economy. High risks include: • Commercial, industrial warehouse • Dangerous goods incidents with large quantities of known products (75 litres or more), unknown products or large exposure • Hospitals, care homes, institutions • Derailments & transportation of dangerous goods • Aircraft crashes on or off the airport • Bulk fuel storage facility fire/explosion Maximum Risk = High Probability and High Consequence This category of risk can be generally categorized as properties over 600 square metres that have high economic value in the form of employment or are not easily replaceable, or natural disasters occurring in highly populated areas, creating high life and property loss potential and strains on the department and other agency resources. Damage to properties in this category could result in temporary job loss or permanent closure of the business. Such properties are highly regulated or possess built-in fire protection systems. Some maximum risks include: • Wildland fires • Weather related events (floods, tornadoes, serve storms etc.) • Large vehicle accidents, pileups, derailments • Quantities of known flammable products (500-1000 litres) • Explosions or substation electrical fires • Confirmed natural gas leak Page 341 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 17 2.7.1 Assigning Risk Level Once probability and consequence are determined, the level of risk is calculated by multiplying the numerical values for probability and consequence. The relationship between probability and consequence as it pertains to risk levels can be illustrated in a risk matrix (below). In a risk matrix, probability and consequence are defined on separate scales with varying descriptors providing direction on how to assign the probability and consequence of an event. Figure 4 shows the risk matrix from the CRA appended to this report10. Figure 4: Risk Matrix Template Almost Certain 10,000 Moderate Risk Moderate Risk High Risk High Risk High Risk Likely 1,000 Moderate Risk Moderate Risk Moderate Risk High Risk High Risk Possible 100 Low Risk Moderate Risk Moderate Risk Moderate Risk High Risk Unlikely 10 Low Risk Low Risk Moderate Risk Moderate Risk Moderate Risk Rare 1 Low Risk Low Risk Low Risk Moderate Risk Moderate Risk Insignificant 1 Minor 10 Moderate 100 Major 1,000 Catastrophic 10,000 The purpose of assigning a risk level is to assist in the prioritization of the range of risks that are identified in the CRA. Where possible, quantitative data was used to inform the risk assignment as described in the rationale in the table. It is important to recognize that with the availability of new or updated data, the probability levels could change or be refined. It should also be recognized that, as identified in. OFM T.G.-02-2019, “professional judgment based on experience should also be exercised in combination with historical information to estimate probability levels. Similarly, OFM T.G.-02-2019 acknowledges the role of professional judgment and reviews of past occurrences in determining consequence levels. The rationale provided for both probability and consequence consider information from the CRA’s nine profiles, as OFM T.G.-02-2019 supports consideration of the profiles together to inform decision-making about the provision of fire protection services in the specific municipality/community. It is critical to use careful planning and consider alternative solutions when managing risk because the ability to increase the distribution of resources and add capacity is always limited. Spending 10 See Appendix F Page 342 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 18 substantial amounts of time and resources to manage a risk with low frequency/low consequences will have limited impact and make a minimal improvement to community safety. When planning for fire department response, the planning process includes a detailed review of the frequency of events and their potential consequence(s) to ensure prevention and response efforts maximize life safety and minimize negative consequences for high-priority events. The Office of the Fire Marshal (OFM) have developed guidelines to assist municipalities with conducting community risk assessments to inform decisions about the provision of fire protection services, in accordance with Ontario Regulation 378/18 and the Fire Protection Act 1997 (FPPA). As referenced in O. Reg. 378/18, the building stock profile assessment includes analysis of the types and uses of building stock of a municipality. Important considerations include the number of buildings of each type, the number of buildings of each use and any building related risks known to the fire department. There are potential fire risks associated with different types and uses of buildings given the presence or absence of fire safety systems and equipment at time of construction and maintenance thereafter. This section considers these building characteristics within the municipality. 2.9.1 Building Stock Profile The Ontario Building Code (OBC) categorizes buildings by their major occupancy classifications. Each classification has definitions that distinguish it from other occupancy classifications. Using the OBC as the source for defining the occupancy classifications provides a recognized definition and baseline for developing the community risk profile. The OBC major classification groups and divisions are presented in Table 6 below. Table 6: OBC Major Occupancy Classification Group Division Description A 1 Assembly occupancies intended for the production and viewing of the performing arts A 2 Assembly occupancies not elsewhere classified in Group A A 3 Assembly occupancies of the arena type A 4 Assembly occupancies in which occupants gather in the open air B 1 Detention occupancies B 2 Care and treatment occupancies B 3 Care occupancies C -- Residential occupancies D -- Business and personal services occupancies E -- Mercantile occupancies F 1 High hazard industrial occupancies F 2 Medium hazard industrial occupancies F 3 Low hazard industrial occupancies Page 343 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 19 The Fire Risk Sub-model developed by the OFM utilizes the major building occupancy classifications (i.e., Group A, B, C, D, E and F), but does not use the detailed division classifications as included in the OBC. This strategy provides the opportunity for further analysis of a specific occupancy group. Subject to any site-specific hazards or concerns, occupancies within a group can be assessed individually and then included where required within the scope of the broader community risk assessment. Analyzing structural fire risk begins by developing an exhaustive inventory of existing building stock and monitoring changes to the inventory. This process should include staff from the planning and development departments, as well as building and fire prevention officers. This provides the fire service with an opportunity to evaluate the Ontario Fire Code requirements in the design, construction, and operation phases of the building. The building inventory database becomes the foundation of assessing fire risk in the community. This inventory provides a count of all property types including single and multi-family residential, assembly (including schools, churches, hospitals, personal care homes, etc.), mercantile, commercial, and industrial properties. Once the inventory is assembled, fire department response capability is measured against the identified property risks. This simple identification of the high numbers of specific high-risk property types may identify gaps in the current response model, resulting in the reorganization or addition of fire department resources. As building stocks increase, fire departments should continue to monitor response capability and capacity to ensure service levels are maintained. Analysis of the town’s major building occupancy types was conducted using data provided by the Municipal Property Assessment Corporation (MPAC). Table 7 summarizes the town’s existing major building occupancy classifications. The majority of the town’s existing property stock is comprised of Group C - Residential Occupancies (96.17%) representing 12,984 residential units. The second largest occupancy type within the town is Group D&E– Commercial Occupancies accounting for 2.21% of the town’s property stock. There are 32 occupancies that are not classified within the OBC. Table 7: Town of Tillsonburg Total Existing Property Stock11 OBC Occupancy Classification OFM Fire Risk Sub-Model Major Building Classifications Number of Occupancies Percentage of Occupancies Group A Assembly Occupancies 51 0.38% Group B Care or Detention Occupancies 5 0.04% Group C Residential Occupancies - Total 7,369 54.58% Group C Single Family 5,575 41.29% 11 Difference between MPAC and Census occupancy totals is related to MPAC classifications vs Census Groupings Page 344 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 20 OBC Occupancy Classification OFM Fire Risk Sub-Model Major Building Classifications Number of Occupancies Percentage of Occupancies Group C Multi-unit Residential 33 0.24% Group C Hotel / Motel 6 0.04% Group C Mobile Homes / Trailers (park) 1 0.01% Groups D & E Commercial 299 2.21% Group F (all Divisions combined) Industrial Occupancies 130 0.96% Other Not classified in Ontario Building Code - Farm 28 0.21% Other Not classified in Ontario Building Code - Government 4 0.03% Total Occupancy Classification 13,501 100.00% Consistent with most other municipalities in Canada, Group C - Residential Occupancies represent the most prominent type of building occupancy type within Tillsonburg. Within Ontario, information provided by the OFM indicates that the majority of structure fires loss over the five-year period from January 1, 2018, to December 31, 2022, occurred within Group C - Residential Occupancies (67%). It is also important to note that 93% of the civilian fire related injuries, 100% of the civilian fire related fatalities and 74% of the dollar loss also occurred in residential occupancies. Potential high-fire risk occupancy is another factor for consideration within a town’s building stock. High fire risk can be linked to a combination of factors such as building density (exposures), building age, and construction. Fuel load typically refers to the amount and nature of combustible content and materials within a building. This can include combustible contents, interior finishes as well as structural materials. Combustible content tends to create the greatest potential fire loss risk. Higher fuel loads results in increased fire loss risk due to increased opportunity for ignition and increased fire severity. In many communities, large amounts of fuel load can be contained within a single occupancy, such as a building supply business, within a large multi-unit residential building, or within a historic downtown core. 2.12.1 Fuel Load Concerns Buildings with potential fuel load concerns are identified in Table 8. These include buildings housing materials such as oxidizers and flammable and combustible liquids and chemicals. Page 345 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 21 Table 8: Potential High-Fire Risk Occupancies Address Facility Name/Organization Risk Description 1265 Jackson Side Road RR#2 Townsend Lumber Inc. Sawmill 301 Tilson Ave Martinrea International Inc. Automotive Industry Supplier 22 Clark St E Kissner Milling Company Salt and Packaged Ice Melt Bagging Facility 21 Clearview Dr Fleetwood Metal Industries Inc. Metal Stamping 1417 Bell Mill Side Road THK Rhythm Automotive Canada Limited Automotive Industry Supplier 95 Spruce Street Inovata Foods Corp. Food Processing Plant 105 Spruce St Marwood International Automotive Industry Supplier 1451 Bell Mill Side Road Autoneum Canada Ltd. Automotive Industry Supplier 65 Spruce Street Freudenberg-NOK, Inc. Sealing Technology 91 Lincoln Street Electrical Components Canada, Inc Electrical Distribution Systems Manufacturer 68 Spruce Street J/E Bearing & Machine Ltd. Machine Shop 81 Lincoln Street Hoover Enterprises Inc Metal Fabricator 1494 Bell Mill Side Road Wellmaster Pipe and Supply Inc. Pipe Manufacturer 1250 Jackson Side Road Breeze Dried Inc. Lumber Industry Manufacturer 24 Clearview Drive Xcel Fabrication & Design Ltd. Returnable Packaging Manufacturer 131-B Townline Road Foldens Machine Works Ltd. Machine Shop 111 Townline Road Tillsonburg Recreation & Industrial Products ULC Metal Fabricator 102 Spruce Street MIL-SIM-FX International Inc Air Battlefield Simulator Manufacturer 47 Clearview Drive Tillsonburg Tube Inc Metal Furniture Manufacturer 20 Clearview Drive Wise Line Metal Sales Inc Metal Roofing Manufacturer 30 Clearview Drive Dyco Tool Inc Machine Shop 45 Clearview Drive Kraushaar Machine Services Inc Machine Shop 61 Townline Road CedarCrest Wood Products Limited Wood Products Manufacturing 21 Watson Mill Road DBK Machine & Tool Tool Manufacturer 3 Rouse Street Future Transfer Distribution Warehouse 50 Clearview Drive Future Transfer Distribution Warehouse Page 346 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 22 Address Facility Name/Organization Risk Description 281 Tilson Avenue Future Transfer Distribution Warehouse 51 Clearview Drive Future Transfer Distribution Warehouse 291 Tilson Avenue Future Transfer Distribution Warehouse In addition to ensuring compliance to the requirements of the OBC and the OFC, there are operational strategies that a fire service can implement to address fuel load concerns. These include regular fire inspection cycles and pre-planning of buildings of this nature to provide an operational advantage in the event of fire. It should be noted that some of these companies do routinely update emergency response plans and share them with the fire services. Fire risk does not affect all people equally. Those who are at an increased risk of fire injury or fatality are known as vulnerable individuals. In the event of a fire, these individuals may be unable to self-evacuate and/or require assistance in their evacuation efforts. Identifying the location and number of vulnerable individuals or occupancies within the community provides insight into the magnitude of this demographic within a community. 2.13.1 Registered Vulnerable Occupancies From an occupancy perspective, vulnerable occupancies contain vulnerable individuals who may require assistance to evacuate in the event of an emergency due to cognitive or physical limitations, representing a potential high-life safety risk. As part of its registry of vulnerable occupancies, the OFM defines vulnerable occupancy as any care occupancy, care and treatment occupancy, or retirement home regulated under the Retirement Homes Act. These occupancies house individuals such as seniors or people requiring specialized care. It is important to note, however, that not all vulnerable individuals live in vulnerable occupancies; for example, some seniors who are vulnerable due to physical limitation can live on their own or in subsidized housing, making them a key demographic to reach. Ontario Regulation 150/13: Fire Code, which amends Ontario Regulation 213/07: Fire Code, identifies vulnerable occupancies as care, care and treatment and retirement homes. This includes hospitals, certain group homes and seniors’ residences and long-term care facilities. The regulation requires fire service to perform annual inspections, approve and witness fire drill scenarios and file certain information regarding the occupancy with the Fire Marshal’s office. A list of vulnerable occupancies is presented in Table 9. There are 12 vulnerable occupancies in Tillsonburg. These include care occupancies, care and treatment occupancies and retirement homes. Page 347 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 23 Table 9: Vulnerable Occupancies Property Name Occupancy Type Location Tillsonburg District Memorial Hospital Hospital 161 Rolph Street Maple Manor Nursing Home Nursing Home 73 Bidwell Street Woodingford Lodge Long-term Care 52 Venison Street W Tillsonburg Retirement Residence Retirement Home 4866 Old Highway 2 Aspira Harvest Crossing Retirement Living Group Home 5103 Old Highway 2 Tillsonburg District Association for Community Living Supported Living 10 Allen Street Tillsonburg District Association for Community Living Supported Living 59 Potters Road Tillsonburg District Association for Community Living Supported Living 4 & 6 John Street Tillsonburg District Association for Community Living Supported Living 95 Tilson Avenue Tillsonburg District Association for Community Living Supported Living 23 Queen Street Tillsonburg District Association for Community Living Supported Living 71 Queen Street Tillsonburg District Association for Community Living Supported Living 30 Lisgar Avenue The town’s HIRA was reviewed and updated in 2022 indicating that Tillsonburg has complied with its legislative requirements. As a component of the risk assessment and risk analysis process, the top risks in Tillsonburg were identified. The HIRA assigned likelihood and consequence levels to a list of hazards based on the potential for impacts to people, property, and the environment. As a result of this analysis, the top hazards in the town include the following: • Fire/explosion • Winter weather (blizzard, freezing rain, snowstorms) • Human health emergency (pandemic) • HAZMAT spill – fixed site/transportation • Tornado/windstorm In addition to the overall highest risks to the community, certain events pose an increased risk specific to firefighting. The risk to firefighting responders to the most hazardous events are identified below, as well as the most hazardous events they may encounter that pose a specific risk to them and their ability to respond. Page 348 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 24 To better understand the risks of hazards as they pertain to fire protection services, the top five hazards have been assessed to identify possible impacts on fire protection services (excluding fire/explosion). Many of the potential impacts are not unique to a jurisdiction. The results of this review as they pertain to the top four hazards in the town are presented in Table 10. • Snowstorms/hail/freezing rain • Hazardous materials release/spill/fire • Critical infrastructure failure • Motor vehicle incident • Industrial fire • Dust explosion • Swift water rescue Table 10: Impacts of Hazards on Fire Protection Services Hazard Possible Impact Winter Weather In 2023, a major ice storm in Ontario and Quebec knocked out power for over one million people, caused fatalities and severe damage to property and infrastructure. On average the town receives 4 feet of snow during the winter. A major snow event can produce accumulation of up to 40 cm12 Overall Impact (from HIRA) Above ground power lines could be impacted along with road treatments, debris clearing; salt gravel or other road treatment supplies. Visibility can cause traffic accidents on roadways or prevent movement of goods and services. Accidents on roadways may lead to leaking/spill of hazardous materials. Fire Services Depending on the severity of the debris on roads and downed power lines, access to various sections of the road network could be limited to fire service response delaying emergency response times. Interruptions to communication towers could impact fire service communications. The number and severity of motor vehicle collisions will increase. This could include hazardous material response. 12 As retrieved from https://www.tillsonburg.ca/living-here/roads-sidewalks-and-parking/snow-and-ice-control/ Page 349 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 25 Hazard Possible Impact Human Health Emergency (Pandemic) The 2020 COVID 19 Pandemic implications are still having a negative impact on communities. Overall Impact (from HIRA) Medically vulnerable persons are at risk. Increased use of non-recyclable PPE for staff. Critical infrastructure must be maintained with planning for staffing and acquisition of critical supplies. Fire Services Epidemic or pandemic breakout can present significant challenges to first responders causing potential fire service workplace absenteeism, and an increased demand for medical response and supplies as was illustrated during COVID 19. PPE was severely limited and supply chain issues for all equipment impacted operations. In many cases planned programming related to inspections and public education had to be delayed or modified. HAZMAT spill – fixed site/transportation In 2022 a chemical spill in the town resulted in the evacuation of homes and road closures. Overall Impact (from HIRA) Serious injury or fatality. Possible secondary emergencies such as fire or explosion when chemicals mixed with air, water, or other agents. Could require small- or large-scale evacuation of homes, businesses, school etc. Fire Services Depending on the severity and type of release, could pose secondary risk to firefighters on-scene. Must have proper knowledge of chemical release. May not be able to access the scene until proper back-up arrives or have proper information. Tornado/Windstorm The Tillsonburg and surrounding area have had tornado warnings (last known 2023) in effect and funnel clouds have been reported (2009). Overall Impact (from HIRA) Above ground power lines, toppled trees could impact buildings or roads and winds could take down communication towers. Fire Services Depending on the severity of the debris on roads and downed power lines, access to various sections of the road network could be limited to fire service response delaying emergency response times. Interruptions to communication towers could impact fire service communications. Page 350 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 26 2.15.1 Fire Station Response Demand Zone As detailed at section 4 of this FSMP, the town of Tillsonburg has a population of 18,615 with an area of 22.2 km2. This translates to 2171 people/2.6km2 and falls into the highest category demand zone of NFPA 1720 as an urban area. NFPA 1720 identifies that urban demand zones shall have 15 firefighters on scene within 9 minutes (540s), 90 percent of the time. This category contains performance objectives that can be very challenging for a volunteer or combination fire department and in many ways. The intent of the aggressive response goals in NFPA 1720 is to minimize total intervention time. Increased intervention time can have the following important impacts on a property owner/patient/victim: • Decreased survivability • Increased property loss in the event of fire • Building design restrictions for response times beyond 10 minutes • Potentially higher property insurance premiums based on extended response times and proximity to water supply • Longer-term economic impacts resulting from increased recovery time Over the five-year period, the TFRS was effectively not able to meet NFPA 1720 demand zone goals. Given the current deployment model achievable emergency response time performance service levels need to be established. Observation #1: The Tillsonburg Fire and Rescue Services Establishing & Regulation Bylaw is the establishing and regulating bylaw for TFRS. It references services to be delivered however it does not include specific emergency response time performance service levels. Furthermore, response performance such as the number of firefighters responding either directly or converging on scene, or the time increment to achieve a safe ERF and complete the critical tasks is not being tracked or monitored. All these components would be included in a standard of cover or service level policy. Recommendation #1: Revise the current Establishing and Regulating Bylaw to provide for a Council supported core service levels that are informed by the current Community Risk Assessment and providing for TFRS to meet all applicable provincial legislation and regulations. (Suggested completion: 6-12 months) Recommendation #2: Define deployment models to best mitigate risk identified in the CRA. (Suggested completion: 6-12 months) Page 351 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 27 Recommendation #3: Outline service delivery as follows: Public Education: c. Develop targeted public education programs informed by the CRA. d. Provide smoke alarm and home escape planning for all residential classifications. Fire Prevention and Code Enforcement e. Develop a proactive code enforcement inspection program informed by risks identified in the CRA. f. Provide Fire Investigations to determine origin and cause. g. Examine and provide comments (or approve) Ontario Building Code fire safety sections on new construction plans submitted for permit. h. Review and approve subdivision and development agreements. Emergency Response: h. Provide a full-service fire department as defined by O Reg 343/22 (Table 1, item 8) Including interior attack with rescue; hazardous material response at operations level; auto extrication. i. Provide ice and water rescue at operations level. j. Provide Rope Rescue (slope) at operations level. k. Provide Medical response as defined by tiered response agreement. l. Provide Confined space at awareness level. m. Provide Machine Rescue at operations level. n. Provide Trench rescue at awareness level. Emergency Telecommunications: a. Call-taking of emergency calls b. Dispatching and incident radio transmissions of emergency incidents Training of Fire Service personnel. Training: c. Coordination of all internal training ensuring that all fire service personnel are trained and certified to the service levels defined by Council and required under the FPPA. d. Ensure all staff meet the requirements of O Reg 343/22 Fire Fighter Certification Maintenance of Fire Service vehicles and equipment: a. All vehicles and equipment are maintained and serviced to ensure reliable and available for emergency response. (Suggested completion: 6-12 months) Page 352 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 28 Rationale: Developing formalized policy statements regarding fire department service levels is considered a leading practice. In the absence of established service levels, it is difficult for a fire chief to determine whether fire department response performance meets community and council service expectations. Further, the anticipated growth planned for the town will increase demands for service. Increases in service demands are correlated with increases in population and related risks such as increased traffic flow, building stock and community profile. Furthermore, a comprehensive emergency response service level policy will confirm the essential core services for TFRS based upon statistic demands. It should be noted that technical/ specialized rescue is based on the likelihood that fire will respond to these type of calls and must be trained to a minimum standard of awareness level so best to understand the situation, size up and request the appropriate additional resources required. Those identified as operations level are indications that there is experience in delay with emergency requiring these skills and fire fighters must be trained to the appropriate level. The Fire Chief should review these annually to determine if the current level is appropriate to deal with the needs and circumstances identified. NFPA 1201: Standard for Providing Emergency Services to the Public suggests all fire departments should have policy identifying service types and service levels. Section 4.5.3.1 states: “The fire and emergency services (FESA) leader shall develop and adopt a formal policy statement that includes the specific types and levels of services to be provided by the organization, the service area, and the delegation of authority to subordinates.” Page 353 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 29 Water supply is a critical infrastructure that is essential for firefighting. Having access to the town’s water delivery systems is critical to service delivery. The system consists of 5 treatment facilities, 11 production wells, 4 reservoirs/towers and 144,869 m of pipe. The system overall is rated good with 56.7% of assets rated in good or excellent condition and 11.9% rated as poor or critical. The asset conditions however are steadily declining due to age. Many of the assets are approaching their expected useful life. Fire flow, which is the available water supply for fire protection purposes, is available to 100% of properties. There are a total of 661 hydrants in the town. The average age of hydrants in the town is 28 years with an expected useful life of 40 years, and 40% of the hydrants in the town are rated to be in critical condition.13 In addition to the hydrant and distribution system, water availability must be considered. The production wells are rated as being in good condition, however the reservoir system has been rated as fair. In dry summer months, water use restrictions have been put in place to ensure adequate water availability. As expected with climate change and increasingly hot and dry conditions, these restrictions have become more frequent and more restrictive. Alternate water supply sources can include fire services access to ponds, streams and alternative water supplies, and the use of fire suppression apparatus that have portable tanks that can support a tanker shuttle and a continuous supply of water to support fire suppression activities. According to the Fire Underwriter’s Survey, an Accredited Superior Tanker Shuttle Service is a recognized equivalent to a municipal fire hydrant protection system if it meets all the requirements for accreditation. In areas without reliable municipal water supply, a fire service should consider a water servicing strategy or formal plan for those areas requiring water flow for firefighting. Tillsonburg currently has mutual aid agreements with Norfolk, Oxford, and Elgin County for shuttle tank operations. 13 Oxford County Asset Management Plan 2022 Page 354 of 636 Town of Tillsonburg Community Risk Assessment November 2023 Page 30 The Tillsonburg Fire and Rescue Services (TFRS) was initially established in 1888 and has been a highly regarding emergency response service over the course of the last 135 years. Today TFRS relies on a current roster of 34 trained POC volunteer (Captains and Firefighters), to provide fire, rescue, and medical first response services to the Town. TFRS is also staffed by thirteen professional communicator operators that provides fire dispatch and communications services (FireComm) to the town and 55 other contracted fire stations throughout central Ontario. FireComm provides after-hour call support for the town. The TFRS team is led by the full-time fire chief and two full time assistant fire chiefs. TFRS can request or be requested for additional fire/rescue resources with partners within the Oxford, Norfolk, and Elgin County’s through mutual and automatic aid agreements. Resources may also be requested through the OFM where necessary. Modern fire departments have evolved into a critical component of a community’s social safety net. Whereas early fire departments were historically established specifically to combat structure fires that, at the time, were often devastating. Today, fire departments are also called upon to respond to medical emergencies, technical rescues, and dangerous goods releases, often working together with other response agencies. As a result, fire departments must be properly structured, adequately resourced and equipped to deliver these services safely and competently. Tillsonburg Council has developed an official Community Strategic Plan that provides for the orderly growth and development of the municipality while remaining flexible to ensure opportunities remain available to succeed and prosper within the overall scope of the shared collective vision. As detailed at section 2, the projected growth in development and population within the municipality will further challenge TFRS and the level of services going forward. It is desirable to ensure current services and infrastructure are in step with future development. In the case of a fire service, the lead-time to have firehalls, staffing and equipment in place at the appropriate time is validating the need to develop a master plan that is aligned with the Tillsonburg community strategic plan and council priorities. While volunteer fire departments have a long-valued service history with their respective communities throughout North America, there may be a point that necessitates a transition toward a hybrid full-time/volunteer staffing model, typically referred to as a composite delivery model. TFRS has not yet moved in that direction however the increasing call volume, incident complexity and resource demands require that the town formally establishes service levels for emergency response (see section 2, recommendation 1). The response performance analysis in section 4 provides options to address service level shortfalls and includes the move towards a composite staffing model currently. Page 355 of 636 Town of Tillsonburg Community Risk Assessment November 2023 Page 31 3.1.1. Mission, Vision, and Values A mission statement declares concisely the purpose of an organization, why it exists and how it provides service. A vision statement offers insight into where the department strives to be in the future. Values are the beliefs and principals that drive the organization forward. Town of Tillsonburg Mission, Vision and Values statements were captured from the Tillsonburg Community Strategic Plan. Town of Tillsonburg Mission Statement The Town of Tillsonburg strives for excellence in local government by providing efficient and effective municipal services, facilitating partnerships, attracting, and supporting businesses, promoting local heritage and identity, advancing the community as a regional centre, and demonstrating results to the community. Town of Tillsonburg Vision Statement Our vision for Tillsonburg is to grow a vibrant and engaged community built on partnerships and entrepreneurial spirit. The vision includes diverse housing, employment options, modern amenities and sustainable growth that remains true to our culture and heritage and positions the community as a regional centre. Town of Tillsonburg Corporate Values • Serving our community • Working as one team A fire service may align with their municipality’s mission, vision, and values, or build upon those with fire service specific statements. Tillsonburg Fire and Rescue Services Mission, Vision, and Values statements, including the Communications Division statements were captured from the Tillsonburg Fire and Rescue Services 2022 Annual Report. Tillsonburg Fire and Rescue Mission Statement To Protect Life and Property Tillsonburg Fire and Rescue Vision Statement A fire safe Tillsonburg. Eliminating fire loss in our community through fire service excellence in education, codes and standards enforcement and emergency response. Tillsonburg Fire and Rescue Values • Courage • Integrity • Service • Community Page 356 of 636 Town of Tillsonburg Community Risk Assessment November 2023 Page 32 Tillsonburg Fire and Rescue Fire Communications Division Mission Statement To ensure our communities and first responders get the help they need, when they need it, always. Tillsonburg Fire and Rescue Communications Division Vision Statement People communicating through technology to enhance public and first responder safety. Tillsonburg Fire and Rescue Communications Division Values • People • Partnerships • Technology • Safety • Communication • Redundancy Whether full-time (career), volunteer (not paid) or POC volunteer; a fire department’s employees are its most valuable asset. Emergency services are often delivered under difficult and stressful circumstances, with little room for error. Fire departments must be adequately resourced with staff, equipment, and training to be effective in delivering the highly technical services to achieve service excellence. As a result, a considerable effort is warranted to ensure that only highly committed, team-oriented, and physically able employees are recruited, trained, and retained. An effective organizational structure must promote and support strong, effective leadership, sound business management and continuity, and effective communication with opportunities for staff development. The Town of Tillsonburg Corporation Human Resources Department (HR) partners with each of the municipality’s departments, programs, and services to assist with achieving their human resources goals and objectives. Services provided include: • Recruitment and selection • Compensation and benefits • Employee relations • Performance management • Employee wellness • Contract implementation and interpretation The HR Specialists works together with the TFRS administration to assist with providing consistent delivery of fire services. During the period of Behr’s involvement in developing this fire service master plan the staff demonstrated a commitment to their mandate and consistently provided a high level of service to the municipality while maintaining the safety and health of the members. The Town of Tillsonburg HR Department maintains all contracts and job descriptions for positions currently in the organization. Page 357 of 636 Town of Tillsonburg Community Risk Assessment November 2023 Page 33 3.2.1 Thematic Summary of Interview and Survey Results The Fire Services Master planning process was initiated by providing TFRS firefighters, fire administration and select Town of Tillsonburg senior administration an opportunity to comment on numerous aspects of TFRS operations. Fourteen interview participants and 17 survey respondents provided responses to similar questions and constructive feedback. The following key themes emerged from this process: 1. TFRS is a well-managed organization with strong leadership and a highly committed group of POC volunteer fire staff. Almost all survey and interview participants felt that Tillsonburg is receiving a good level of fire and rescue services, however shared concern that this current level of service is not sustainable with the anticipated community and economic growth. Most survey participants felt that the number of volunteer firefighters should be increased to meet demand. 2. Fire prevention activities have significantly improved with the addition of the Assistant Chief, however, feel that this is an area of the service that should be further promoted including public education and enforcement of fire code requirements. 3. Most participants agree that the service is adequately resourced with necessary modernization, apparatus, and equipment to perform their tasks safely and effectively. Concern was express regarding the functionality or reliability of the radio network and portable radios within certain structures. 4. The paid-on-call volunteer model was well supported but some concerns were reported. Recruitment and retention of new firefighters was occasionally a challenge. Additional limitations such as low daytime and weekend response of firefighters were identified. 5. The current firehall was reported to be well positioned to provide services across the municipality. Most participants felt it is marginally functional and past capacity with limited to no space for conducting training, personal comforts, and storing apparatus and equipment. The loss of the volunteer’s training/meeting room to accommodate FireComm was particularly troublesome for the firefighters. There were numerous comments regarding the sustainability of the firehall noted and the need for immediate and ongoing maintenance repairs and renovations. 6. A strong sense from participants indicated that the current level of training was sufficient to meet current competencies and necessary certifications. Live-fire training was limited and should be increased. Implementation of an effective learning management system would be a benefit. The increased demands for training will start to strain capacity and there were numerous supporters of the need to have a dedicated training officer position and a local training area. Page 358 of 636 Town of Tillsonburg Community Risk Assessment November 2023 Page 34 3.2.2 Staffing Complement TFRS has an effective administrative structure with support from the municipality. Led by the fire chief, there are two assistant chiefs with assigned portfolios supporting POC officers, firefighters, and fire dispatch staff to deliver emergency services, fire prevention, public education activities and fire dispatching. As illustrated in Figure 5 TFRS Organizational Structure, TFRS has the following full-time equivalent and POC volunteer positions: • 1 FTE fire chief • 1 FTE assistant chief – communications and administration • 1 FTE assistant chief - prevention and training • 1 POC fire prevention/firefighter position • 2 POC platoon chiefs • 4 POC platoon captains • 26 POC firefighters • 5 FTE telecommunicator • 8 PT telecommunicator Note: TFRS staffing levels within their firehall are subject to change depending on resignations and/or retirements of POC volunteer and telecommunicator staff that may occur during the year. Page 359 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 36 Figure 5: Tillsonburg Fire and Emergency Services Organization Chart. Volunteer/POC fire departments rely on a strong complement of trained firefighters, recognising that frequently all their firefighters may not be able to respond when called upon. Primary work or family issues can impede or limit a firefighter’s ability to respond. Most POC volunteer departments will establish rules or expectations for both emergency response and training attendance for their firefighters. These typically require that firefighters live or work near the firehall and include response or attendance expectations. TFRS does not have a formal residency policy. As a result of the fire response area, the current practice is to have some of the POC firefighters respond to the scene from their respective dwelling or place of employment when it is advantageous to do so. While this practice may carry some additional liability to the municipality, it is a common practice in many volunteer fire services. Individual firefighter PPE is carried on the responding fire apparatus. Results of feedback from the fire chief and firefighters have confirmed that the station location and distribution of the volunteers throughout the town is providing the best possible geographic coverage given the limitations of the volunteer staffing model and the current built up areas within the town’s boundaries. Performance data including firefighter response times, assembly, and achievement of an effective response force is further discussed in Section 4.4. Fire Chief Asstistant Chief Fire Prevention & Training Public Educator / Firefighter Assistant Chief Communications & Administration Communications Telecommunicators Suppression 1st Platoon Platoon Chief A Crew Captain and Firefighters B CrewCaptain and Firefighters Suppression 2nd Platoon Platoon Chief C Crew Captain and Firefighters D CrewCaptain and Firefighters Page 360 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 37 Many volunteer/POC fire departments in North America struggle to attract dependable staffing levels to ensure safe and effective response levels at all times of the day is difficult to maintain. This is compounded when the firehall is in a small rural community with limited residents willing or able to take on this obligation. This again can be more challenging when the firehall has low call volumes that are often discouraging members to maintain the necessary training and attendance expectations asked of them. The reliance on POC volunteer firefighters and their ability to routinely fill staffing requirements is something that should be consistently evaluated. While there are financial and community advantages to relying on POC volunteer staff to fill positions, the need for sufficient and reliable firefighting resources is critical for community safety. The TFRS FireComm relies on 13 fire/emergency communicators (full and part time) to provide fire dispatch services 24/7/365 with a minimum of two on-duty and more if necessary. 3.2.3 Department Leadership, Management and Operations Effective leadership and management start at the top of an organization to guide it towards success. With increasing pressure to find value for money, elected officials are relentlessly looking for ways to increase the value for money proposition for their citizens. Department managers are challenged to maintain or increase services while avoiding services cost increases. This environment generates the need for communities to adopt more business- like approaches for delivering public safety services. Managers of fire and emergency services are required to develop private sector-like business practices such as: • Conducting regular market (external) cost analysis • Developing performance measures and objectives for core services including emergency response, fire prevention, public education and health and safety • Regularly monitoring and reviewing performance • Ensuring value for service In some cases, this requires a shift from the historical approach of a focus on day-to-day service delivery to scanning the future and moving towards a department that is responsive to change, sustainable and efficient. Fire department leaders must also adopt a business-like approach to leading and managing their departments. Along with their municipality’s senior administration, they need to be proactive and examine all aspects of their service delivery systems to look for innovation in efficiencies and effectiveness. The following theoretical figure suggests how to allocate leadership time to effectively operate a fire department, scan for improvement opportunities and implement system improvements: Page 361 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 38 Figure 6: Fire Service Time Management Figure 6 illustrates two important points: one, the amount of time allocated to operating, improving, and identifying strategy varies at different levels in the organization; two, senior leadership positions in TFRS must retain the capacity to identify and implement change. The leadership team appears sufficient in structure and competency to deliver the high level of leadership required for a fire service. The number of positions accurately reflect their responsibilities; however, relying on the increasingly demanding workload appears to be of concern. All administrative positions have core responsibilities detailed within the respective job descriptions. Based upon our review of TFRS organizational structure, there are concerns expressed regarding the assistant chiefs’ operational capacities that require additional support specifically with managing the business aspects of the fire service. Shortfalls include the increasing demands for fire prevention and training, and the management of the FireComm division. These observations are based upon review of the current job descriptions, POC volunteer limitations, emergency response performance analysis, interviews and survey data, the towns strategic plan, and the comparative community analysis. These limitations are further discussed within this section. It is extremely important that senior management continue to work closely as a team. A highly functioning team is one that understands each person’s roles and responsibilities and brings their skills together in a collaborative manner to lead the organization in achieving their vision, mission, and goals. Therefore, it is important to ensure that accurate and updated job descriptions are made available and respected for each team member to promote role clarity. 85% 10%5%Operate the system Improve the SystemCreate Change Firefighters to Captains 50%40% 10%Operate the system Improve the System Create Change Assitant Fire Chief 5%20% 75% Operate the system Improve the System Creating the Future Fire Chief Page 362 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 39 Traits of a high performing team include: • Trust • Strong communication • Transparency • Collaboration • Support • Clarity • Adaptive • Reflective Leadership is a function of all members of TFRS. Chief officers to firefighters contribute to the leadership required to achieve service excellence in a fire department. Day-to-day hall leadership is the responsibility shared with each platoon chief and platoon officer. These positions play a critical role in leading, managing, and mentoring firefighters. These roles are crucial in ensuring firefighter practice is aligned with department policy, as well as being the critical link in the chain of command between firefighters and administration. Within the current TFRS organizational structure it is imperative that the administration continues to work closely with each assistant chief, platoon chief and captains to provide direction and support while allowing for engagement including constructive feedback. Current community growth projections, risk factors, volunteer attrition and increasing management demands associated with maintaining a diverse POC volunteer service will require increasing management staff capacity. The chief officers should be focusing most of their time on improving the current system and creating change to meet future challenges. An effective organization structure allows for roles and responsibilities to be evenly distributed. The TFRS leadership team requires the capacity to undertake and complete fire service management and strategic level requirements, including those recommended in this FSMP. Observation #2: TFRS leadership does not have administrative support that provides the capacity to manage the business aspects of the fire service. In addition to assisting with implementation of the strategic recommendations identified in this FSMP, administrative support would include, at minimum, records management, emergency response performance and tracking, trend analysis, business management of FireComm contracts, fire prevention services support, business plans, and budget support. Recommendation #4: Establish a dedicated administrative support position for TFRS to provide critical assistance with ongoing daily activities to allow the fire chief and assistant fire chiefs to focus on leading the department to meet future demands and challenges. (Suggested completion: 6-12 months) Rationale: Dedicated administrative support would provide critical assistance with ongoing daily activities such as financial and business planning, strategic management, and organizational tasks. Page 363 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 40 Observation #3: During the interview process and the results of staff surveys, a theme emerged over the ability of the Assistant Chief of Prevention and Training to continue to perform activities for the increasing demands required of training and fire inspections. Several factors support this theme in terms of the requirement to comply with OFM firefighter certification regulation, the FPPA regulations for public education and fire prevention, and the projected growth for the town. These factors combined emphasize the need to provide additional capacity for fire prevention and training. Recommendation #5: Establish two officer positions to provide capacity for training, fire prevention, and public education requirements. (Suggested completion: 12-24 months) Rationale: Providing support for increasing operational demands for the delivery of fire inspections and training will allow the Assistant Chief of Prevention and Training to focus on the administrative responsibilities of this position. These dedicated positions would be engaged as part of the initial implementation of the recommended transition to a composite staffing model. The addition of ten full time firefighters over the next 2 to 7 years will have these positions integrated for peak demand daytime emergency response. TFRS officers and firefighters are responsible for the delivery of most operational services. They are the primary point of interaction between a fire department and someone in crisis or the public. Their leadership is exhibited by their professionalism and commitment to service excellence. Although their influence may be limited to their immediate coworkers, their role in forming public perceptions regarding the value and support of their services is critical. Finally, the importance of maintaining a team atmosphere across the department and commitment to common goals cannot be overstated. Despite the varying roles and responsibilities assigned to managers, administrative, senior officer and more junior staff, the characteristics of a successful team should be promoted at every level in the organization. As strategic direction and vision are identified, they should be openly shared across the department. Officers and firefighters often work in isolation from the administration. This heightens the need for leadership positions, including the chiefs and officers to communicate frequently and bridge perceived gaps regarding commitment to mission and service excellence. It also highlights the need to recruit only the best candidates to join TFRS team. Based upon our review, TFRS is positioned to continue a high level of service in the future. Led by the fire chief, the leadership team needs to work closely together to guide and manage the department through the municipality’s growth and development while continuing to demonstrate the high degree of pride and commitment to the fire service and their community. Page 364 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 41 3.3.1 Remuneration Volunteer fire departments typically are structured to either be a totally volunteer fire service, but more typically are referred to as a ‘paid-on call’ or ‘paid-per-call’ fire service where some amount of stipend or hourly remuneration is given for emergency response and/or training. Additionally, depending on the size and complexity of the community, they will often be led by a full-time fire chief. Additional managerial or administrative positions may also be required either in a full-time or part-time basis with a resulting compensation formula. The Town of Tillsonburg is committed to recruiting the best candidates possible. Competitive salaries and benefits are offered to all their full-time positions. The municipality maintains two agreements within TFRS that details working conditions and compensation for its employees. These agreements are: • Tillsonburg Dispatchers Firefighters Association agreement dated September 27, 20221, and • Tillsonburg Firefighters Association agreement dated December 31,2022 Most employer-employee issues are handled through discussion up to and including the grievance procedures stipulated in each agreement. The salaries, benefits and working conditions for each position within each of the agreements are negotiated and ratified by Council. The TFRS Fire Chief's working conditions, remuneration and other terms of conditions of employment are determined by the Corporation and approved by Council. The compensation provided to POC firefighters and full or part-time dispatch staff, while not usually the main attracting component for new potential hires, is an important component that must be considered, and becomes more of a factor for retention of existing POC firefighters including officers and firefighters and part-time dispatch staff. This is further discussed in recruitment and retention below. 3.3.2 Recruitment Recruitment is a key function of all emergency service agencies. The community places a tremendous amount of faith in their fire department personnel, trusting them to provide the highest level of service when the public is most vulnerable. As such, the process used to select personnel should be very comprehensive. Experience within the emergency services industry has shown that relaxing the requirements for entry-level positions is not the answer for recruiting any employee. Instead, most departments have had the greatest success when qualified applicants are encouraged to apply. This process often involves targeted advertising and promotional campaigns aimed at demonstrating the benefits, as well as the personal satisfaction of becoming part of the fire service. The expected requirements for residency, required training, and attendance must Page 365 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 42 be clearly explained early in the process. Existing staff should be encouraged to participate in any such campaign. TFRS, like other fire services in North America, train, maintain, and equip their firefighters and dispatch staff to the recognised NFPA standards for the services being delivered. As this is typically provided at no financial cost to the recruit it requires substantial investment in both financial and resource commitments, recruit selection should be carefully managed. The process for recruiting applicants for vacant positions is established. Job postings including minimum requirements and process are listed on the municipal website. Most interview and survey participants suggested that TFRS recruiting efforts were successful in attracting quality applicants, however thought that broadening recruitment initiatives and earlier anticipation of staffing requirements would be a benefit. Observation #4: The staff turnover rate in the FireComm division is creating operational challenges with retaining trained and experience telecommunicators. In the last 18 months, 8 staff member have moved on to other services for full-time positions. This equates to a turnover rate of over 50%. All but one of these positions were part time telecommunicators. Recommendations #6: Conduct a staffing review for TFRS to ensure resources are available in the emergency communications centre to address workload at any given 24-hour cycle and ensure appropriate numbers of dispatchers including adjustments for peak periods. (Suggested completion: 6-12 months) Recommendation #7: Work with the Town’s human resource department to determine the costs of high turnover rates and review schedules and remuneration to develop a more sustainable retention program. (Suggested completion: 12-24months) Rationale: The costs in terms of staff time and budget for the recruitment, hiring, training and equipment of the part time staff emphasizes the need to conduct a complete review of the FireComm staffing model. 3.3.3 Selection and Training of New Staff 3.3.3.1 Firefighters TFRS has a detailed selection process for POC firefighter positions. After submitting their application and meeting the minimum qualifications, firefighter candidates are required to move through a multi-stage process. Applications are only accepted when there is an open competition and candidates meet all the initial requirements begin the following process: • Completed applications must contain all the minimum qualifications. • Once the complete application package is received and reviewed by the fire chief and the assistant chief, the candidate may be selected to begin the process. Page 366 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 43 • Performance will be reviewed after each stage and a decision will be made regarding suitability to move on to become a recruit firefighter. • New recruits are assigned to one of the platoons where their development and performance is carefully monitored. • Competencies and performance criteria are consistent with the requirement of the OFM and applicable NFPA standards. • Recruit firefighters are not eligible to perform complete firefighter duties until the successful completion of the Joint Training Volunteer Program (JTAG) with NFPA 1001 certification. 3.3.3.2 Telecommunicators TFRS has a detailed selection process for telecommunicator positions. After submitting their application and meeting the minimum qualifications, candidates are required to move through a multi-stage process. Applications are only accepted when there is an open competition and candidates meet all the initial requirements begin the following process: • Completed applications must contain all the minimum qualifications. • Once the complete application package is received and reviewed by the fire chief and the assistant chief, the candidate may be selected to begin the process. • Recruit telecommunicators are carefully mentored and monitored throughout their probationary period. All are required to successfully complete the NFPA 1061 level I and II within a year of hire. 3.3.4 Retention Career full-time employee retention is not generally an issue for TFRS. The highest turnover typically exists in the POC volunteer firefighter and part-time telecommunicators. The reason for resignation from the volunteer/part-time groups are typically because of: • A physical move of residence or workplace out of the municipality • Career/primary work demands • Family commitments • Childcare • Obtain a career position in another service • Increased training demands of firefighter positions up to NFPA 1001 and NFPA 1061 for telecommunicators, and other training requirements • Increased demands on department time obligations • Occupational and safety requirements As detailed at section 3.3.2 the constant turnover of trained staff results in critical staffing shortages and increased costs of recruitment and training. Feedback from the Assistant Chief Communications and Administration and the staff surveys have validated the turnover rate and that relying on part- time fire telecommunicators to maintain the minimum staffing levels is not sustainable. Page 367 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 44 3.3.5 Promotions and Advancement The promotional policy for administrative, full-time, and POC volunteer firefighter officer positions are filled through a competitive process and appointment. Promotions up from probationary firefighter to platoon chief rank is contained in the Association Agreement between the Town of Tillsonburg and the Tillsonburg Fire Fighters Association. Fire chief and assistant chief shall review all applicants for promotion and the successful applicant shall be chosen based on the applicant’s experience, firehall record, training record, and any tests and interviews as may be required by the fire chief. Training and competency development are essential and ongoing activities for all contemporary fire departments. A prepared and competent workforce reduces risk and safely optimizes service delivery. An effective workforce-training program aligns the growth and development of personnel to the organization’s mission and goals. The recent closing of the Ontario Fire College and the change to regional training centres resulted in a partnership agreement between Middlesex and Elgin Counties to develop a regional training facility under the purview of the Office of the Fire Marshal. TFRS training utilizes in-house training and regional training programs as necessary. The Ontario Firefighter Certification regulation filed April 14, 2022, and enacted on July 1, 2022, introduces mandatory minimum certification standards for firefighters that align with fire protection services being provided. This regulation will help ensure that firefighters have consistent training according to the level of service set by a municipality supporting firefighter and public safety. Training and education program activities are identified by assessing the Knowledge, Skills, and Abilities (KSAs) needed for the firefighters to perform their duties as outlined in the department’s SOGs and procedures. When firefighters are competently trained and possess the KSAs for the services they are expected to provide, they reduce risk and increase their own safety and the safety of the public they serve. All training programs should be measured against and tailored to the core services and identified risk assessments for the community. The training program of a fire service is a very important and demanding portfolio. The scheduling of instructors, facilities and participants is a daunting task to ensure safe and consistent training, while not negatively impacting the operational capacity. The Assistant Chief of Prevention and Training is the primary person who oversees the training needs of the firefighters through the officers, while also assisting with delivering a schedule of standardized training based on the TFRS core training syllabus. Page 368 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 45 TFRS relies on bi-weekly and ad hoc training sessions for the delivery of core competency and related training consistent with the requirements established by the OFM including: • NFPA 1001/1072 – Recruit Training • NFPA 1041 – Fire Service Instructor Level I • NFPA 1021 – Officer Training Level I • Structural search, vic�m removal, survival, and fire behavior • Scene ligh�ng and scene safety • Auto extrica�on • Emergency medical care and first aid • Driver training • Water and ice rescue • High and low angle rescue • Firefighter safety and health • Personal protec�ve equipment (PPE) • FD communica�ons • Pumper and tanker opera�ons • Equipment familiariza�on • Water supply and fire streams • Ladders • Pre-planning • Ropes, webbing, and knots • Hose lays and proper uses • Loss controls • Rescue tools • Rescue tools • Technical rescue Supplemental or specialized training is scheduled through the regional training centre or other accredited agencies. The FireComm Division training is managed by the Assistant Chief of Communications and Administration. Ongoing training is provided as staffing allows. They presently attempt to have one training night per quarter and ongoing testing including call reviews. Observation #5: TFRS utilizes limited on-line learning offered through the OFM and feedback has confirmed that these types of learning opportunities are effective when combined with practical exercises. During the consultation process and a theme emerged regarding communication between administration and the firefighters. Specifically, the town has not provided the POC volunteer firefighter with remote access to their email system. To offset this challenge the use the personal or business email addresses is utilized. Most online learning management systems include the ability to communicate with the entire group or individually. Recommendation #8: Enhance the use of technology to utilize on-line learning and learning management systems, records management and online communication and coordination capabilities. (Suggested completion: 24-36 months) Recommendation #9: Ensure all firefighters and fire service staff are certified to the appropriate levels defined under O Reg 343/22 for duties they are required to perform as key responsibilities. (Suggested completion 12-72 months) Page 369 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 46 Rationale: Modern training processes incorporate a learning management software program that assists with the administration, documentation, tracking, reporting, automation, communication, coordination, and delivery of educational courses. Most learning management systems typically focus on online learning and support several delivery processes. There are commercial learning management software programs specifically designed for the fire service that are capable of assigning, delivering, tracking, and reporting firefighter training requirements. 3.4.1 Industry Recommended Qualifications NFPA certification is required by the OFMEM and FPPA. Position profiles and associated KSAs should prepare staff to competently provide the services necessary to address the risks in their community. Further, organizational size and structure will often change the breadth of tasks and competencies required by specific positions. For example, large career fire departments tend to have a higher degree of specialization for senior positions and less need for senior officers to be directly involved in fire suppression or rescue operations. In contrast, smaller volunteer POC or paid-per-call volunteer department senior officers may lead or be directly involved in fire suppression and rescue operations. The following list of NFPA standards is offered as a general guideline for NFPA training standards aligned with most fire department positions: Page 370 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 47 Deputy and Assistant Chiefs and Fire Chief - NFPA 472 Dangerous Goods Operations - NFPA 1001 Firefighter (Level 2) - NFPA 1002 Pump Operator - NPFA 1021 Fire Officer (Level 2) - NFPA 1041 Instructor (Level 1) - NFPA 1403 Standard on Live Fire Training Evolutions - NFPA 1521 Incident Safety Officer Captain - NFPA 472 Dangerous Goods Operations - NFPA 1001 Firefighter (Level 2) - NFPA 1002 Pump Operator - NPFA 1021 Fire Officer (Level 1) - NFPA 1041 Instructor (Level 1) - NFPA 1403 Standard on Live Fire Training Evolutions - NFPA 1521 Incident Safety Officer Safety Officer NFPA 1521 Incident Safety Officer Lieutenant - NFPA 472 Dangerous Goods Operations - NFPA 1001 Firefighter (Level 2) - NFPA 1002 Pump Operator - NPFA 1021 Fire Officer (Level 1) NFPA 1041 Instructor (Level 1) Firefighter - NFPA 472 Dangerous Goods Operations - NFPA 1001 Firefighter (Level 1) - NFPA 1002 Driver/Pump Operator - NFPA 1006 Vehicle extrication Level 1 Operator - NFPA 472 Dangerous Goods Operations - NFPA 1001 Firefighter (Level 1) - NFPA 1002 Driver/Pump Operator - NFPA 1002 Aerial Operator - NFPA 1006 Vehicle extrication Level 1 Training Officer - NFPA 1041 Instructor (Level 1) - All Qualifications required to instruct firefighters and recruits - NFPA 1403 Standard on Live Fire Training Evolutions Telecommunicator - NFPA 1061 Standard for Public Safety Telecommunications Personnel Professional Qualifications The active pursuit of employee health and wellness is extremely important to an organization. The benefits may include but not be limited to: • Early recognition and treatment of illness • Reduction in absenteeism due to short/long-term illness • Decreased injuries during normal duties • Decreased workers’ compensation board (WCB) premiums • Increased employee career longevity • Improved work/life balance The Town of Tillsonburg offers: • Opportunities to enroll in the corporation medical and dental plans • Participation in the corporate group life insurance program Page 371 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 48 • 24/7 accident insurance • Participate in corporate health and wellness programs • Gym memberships that are offered at the Tillsonburg Community Centre The TFRS has an established Occupational Health and Safety committee. Health and wellness initiatives are in place and/ or being developed. Procedures established to assist with gross decontamination procedures are in place, including a commercial washer/extractor and drier that is installed in the firehall, however there is not an identified decontamination area or shower facility on or near the apparatus. The on-site assessment of the fire station and concerns raised by both the firefighters and telecommunicators identified a potential health and safety risk to staff. There is not a proper exhaust ventilation system installed on the apparatus bay. These systems are designed to remove dangerous diesel fumes from the building. The mental health of first responders, whether career, part-time, or POC volunteer, is an issue that has garnered considerable attention over the past 10 years. As identified in the International Association of Firefighters Wellness-Fitness Initiative Manual14, “a firefighter’s work is characterized by long hours, shift work, disruptions in sleep patterns, sporadic high intensity situations, strong emotional involvement, life and death decisions and exposure to extreme human suffering.” Over time, this type of work can impose considerable stress on some individuals. Observation #6: Health and safety initiatives and measures are a high priority for the protection of all employees. Opportunities to enhance the safety of staff from injury or illness should be implemented where possible. Recommendation #10: Conduct a review and implement the addition of a decontamination area including a shower on or near the apparatus floor. Additionally pursue the approval for sealing of bay floors from the remainder of the fire hall. (Suggested completion: 12-24 months) Recommendation #11: Conduct a review of policies and procedures to ensure that they are conforming with Occupational Health and Safety requirements and guided by Section 21 Guidance notes. This includes decontamination for post fire incidents, reduction of environmental concerns in fire stations. (Suggested completion: 12-36 months) Rationale: For the safety and health of TFRS staff, initiatives including necessary renovations, additions including applicable standard procedures should be implemented where possible. 14 Joint Labor Management Wellness-Fitness Initiative, 4th Edition, p.48 Page 372 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 49 Modern fire services typically provide a broad range of services to their municipality. Any services provided should align with the identified community risks and the needs of the citizens. Cyclical evaluation of community risks and fire department response capability is necessary to support ongoing emergency planning. Most citizens will not have the need to access fire department services. However, when emergencies occur, service expectations are high. Good planning processes are necessary to ensure citizens get the services they expect, and the community gets good value for their investment. TFRS provides several core services and programs that are approved and detailed in Bylaw 3190. 3.6.1 Structural Firefighting Fire department resources should be adequate to manage the most probable risks. Structural fire suppression encompasses a wide range of tactics for the control and extinguishment of fires originating from several sources. Single-family dwellings are the most prevalent building type in most communities. As a result, these types of structure fires are typically the most probable, but only rated as a low to moderate risk as the consequence are limited to one or two properties. Residential fires are a leading cause of fire-related death, injuries, and property loss in Canada. While in many communities, structure fires are not the most frequent emergency response request, they require a significant investment in resources (equipment and staffing), training and coordination to manage safely and effectively. TFRS trains and maintains their firefighters to the NFPA 1001 Level I and II standard. Structure fires are an infrequent type of fire encountered by TFRS (6%), however has a large degree of risk to both the public and the firefighters where time and resources are paramount considerations for safe and effective resolution of the emergency. Available staffing and equipment should be adequate for firefighters to be able to safely perform the task expected of them. For TFRS the recommended NFPA standard for fire suppression operations is NFPA 1720 or a composite model that includes 1710. These standards are further covered in Section 4. Structure fires that require entry into the building for fire suppression and rescue require many critical tasks to occur simultaneously for the safety of both the victims and the firefighters. Each of these tasks may require one or more companies of firefighters to accomplish them safely and effectively. Without enough companies of firefighters on scene, entry may be delayed until some of these tasks are completed. TFRS maintains a fleet of emergency response apparatus and equipment along with a committed team of POC volunteer firefighters available for emergency structural fire response. Structural fire suppression encompasses a wide range of tactics for the control and extinguishment of fires originating from several sources. Sufficient firefighters arriving on- scene in a timely manner are paramount to facilitate safe and effective rescue and Page 373 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 50 suppression tactics for the control and extinguishment of fires. The current practice for emergency response is a combination of one or more firefighters responding from the firehall on the appropriate apparatus, while additional firefighters respond directly to the scene of the emergency from their home or place of employment. Most interview and survey participants agreed that TFRS was adequately trained and minimally staffed to safely manage most structural fire incidents, however a degree of concern was expressed regarding ability to establish an effective response force (EFR) during the normal daytime workday hours. The staffing level constraints consistent with most POC volunteer fire services is the most significant limiting factor in determining the actual effectiveness of any given emergency response. 3.6.2 Medical First Response Medical co-response is a valuable service provided by TFRS. The number of medical responses requested amounts to a 23% of the total call volume for the 2018-2022 period. The distribution of fire department resources often exceeds that of ambulance resources and as a result, firefighters are often able to respond to medical emergencies faster, or in support of, ambulance services. Tillsonburg maintains a tiered medical agreement with Central Ambulance Communications Centre (CACC) that outlines the medical protocols that may need the assistance of TFRS. Current protocols will dispatch TFRS to medical emergencies that involve “vital signs absent” (VSA), choking and unconscious determinants only. TFRS response will also be requested when the ambulance is on a delayed or extended response. Survey and interview participants felt this service was not over-taxing the department’s response capacity and was valued by the community. 3.6.3 Motor Vehicle Collisions, Vehicle Extrication Motor vehicle collisions (MVCs) with or without trapped persons can pose unique hazards to both the victims and responders. Vehicle extrication requires specialized training and equipment. Close coordination with police and ambulance services is necessary for the safety of both victims and responders. Weather conditions also contribute significantly to both the severity of the incident and the effectiveness of the response. Many of modern vehicles have added risks to firefighters, such as airbag deployment and hybrid vehicles containing fuel cells or batteries. Vehicle collisions or events involving transport vehicles often pose the additional challenge of involving dangerous goods or requiring heavy equipment to manage. TFRS is well equipped and trained to manage vehicle collision and extrication incidents (services provided to the NFPA 1001 and NFPA 1006 Standard). Depending on the nature of the incident, fire engines and/or tankers are typically deployed to these events. MVCs was a common incident type (11% of total call volume) over the 2008-2022 period within the municipality. High-speed roadways are common throughout and around the municipality. Page 374 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 51 Responses on these roadways may present hazardous conditions for all responders. TFRS resources must work closely together with partner agencies at the scene of an MVC. These types of incidences may require the resources and expertise of TFRS staff including: • Scene safety • Fire suppression • Extrication • Stabilization • Medical first aid • Dangerous goods control • Special rescue Additional apparatus and staff are often required to provide support to other agencies for equipment and roadway safety. 3.6.4 Dangerous Goods Response Response capabilities should align with service levels defined in the NFPA 1072: Standard for Competence of Responders to Hazardous Materials Weapons of Mass Destruction Incidents service level matrix. It requires departments without advanced hazmat (dangerous goods) training to take only a limited role in hazardous materials (dangerous goods) response. There are three dangerous goods response service levels. The first level of service is the awareness level. This level is the most basic and is for persons who could be the first on the scene of emergency involving dangerous goods. Responders at the awareness level are expected to recognize the presence of hazardous materials, protect themselves, call for trained personnel and secure the area to the best of their abilities. It does not involve donning protective suits to enter the contaminated zone to stop the flow of hazardous materials or conducting decontamination. The second level of response is the operations service level. Responders are trained to be part of the initial response and control the impact of the release in a defensive fashion. Crews are expected to take a more hands-on approach than considered at the awareness level. They will use absorption, damming and diking to stop or redirect the flow of the hazardous material. Firefighters are trained to don protective suits, enter the hot zone to conduct rescue activities and control the product release. They must also establish a decontamination zone for responders and equipment. Crews also lead the evacuation in the hot zone. The third level of response is the technician level. Technical-level responders must be certified hazmat technicians, trained in the use of specialized chemical protective clothing and control equipment. Responders at this level take offensive action in responding to releases or potential releases of dangerous goods. Given the required training, cost of equipment and limited community need, this level of service is normally provided by provided by larger communities or private companies through contract. Page 375 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 52 TFRS does not have a dangerous goods response unit. While incidents involving hazardous or dangerous materials are infrequent (13% of 2018-2022 total call volume), these types of events can result significant environmental and life-threatening consequences. In addition, a dangerous goods release was identified and discussed as a community risk factor. Given that the on-duty response of TFRS is provided at the awareness level of service, a mutual aid or OFM request is necessary to provide advanced dangerous goods response when requested. 3.6.5 Technical Rescue Services Rescue operations are often unique situations that require specialized equipment and training to ensure the responders maintain the competencies to safely execute the rescue. The challenge in maintaining these skills is the low frequency of the events. As a result, fire departments offering technical rescue services must provide adequate training to maintain competencies and equipment. TFRS is equipped and trained to provide and maintain competencies for: • Ice rescue – land-based technician • Water rescue – land-based technician • High and low angle rescue to operations level plus select advanced procedures. 3.6.6 Fire Prevention Services As departments increase their emphasis on fire prevention activities, communities are seeing a significant reduction in fire-related losses. In Canada alone, deaths caused by fire have been reduced over the last 100 years from an average of 350 deaths per year to 150 each year. Although difficult to measure, effective fire prevention programs generally reduce fire- related deaths and property loss proportionately to the resources committed. Data collection and analysis will determine the effectiveness of these programs and their impact on the overall reduction of losses. TFRS relies on the Assistant Chief of Prevention and Training along with one of the captains as assistants to the Fire Marshal to carry out all directives required within the Fire Protection and Prevention Act, 1997 to the municipality. As previously identified the FPPA regulations for public education and fire prevention, and the projected growth for the town emphasize the need to provide additional capacity for fire prevention services. 3.6.6.1 Fire Code Inspection Services Modern building codes including life safety design and operating requirements are key component of risk management. Cyclical fire inspection programs for high-risk buildings ensure these systems continue to function throughout the life of the building. This is especially important for high occupancy and special purpose buildings such as apartment buildings, hospitals, seniors housing and schools. While the benefits of an effective fire prevention program are sometimes difficult to fully quantify, the reduction of fire deaths and injuries in Canada following the implementation Page 376 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 53 and enforcement of modern building and fire codes illustrates the value. These services are fundamental elements of a broader community fire reduction and life safety strategy. Fire inspections are critical services in identifying fire hazards and maintaining life safety systems. 3.6.6.2 New Developments Plan Reviews Working with the three municipalities planning and development services departments, the fire prevention officer is involved in development and construction plans review. The fire prevention officer together with the planning and development staff review building and site plans to ensure the construction process complies with Ontario Building Code and Fire Code requirements. This is a key public safety function as the fire risk during the framing phase of wood-framed development is relatively high. 3.6.6.3 Fire Cause and Origin Services All fires causing injury, death and property loss are to be investigated in Ontario. The Ontario’s Office of the Fire Marshall and Emergency Management maintains a fire incident database and provides trend analysis that can be utilized by TFRS to identify specific fire and injury prevention campaigns based upon leading fire and other incident causes. Examples include cooking safety, wood burning appliance safety, smoke alarm testing and maintenance, and fire prevention, carbon monoxide alarm installation, home escape planning and fire prevention week. 3.6.6.4 Fire Public Education Services Public education programs and active involvement in the community are important efforts that inform and engage citizens to think about fire safety and risk reduction. Most recently, public education opportunities including firehall tours and public appearances was limited because of COVID-19 restrictions. As the pandemic risks lessen, the opportunities and requests for additional fire prevention activities can be expected to increase from schools and community groups. 3.6.6.5 Pre-Emergency Planning Pre-emergency or incident plans are intended to provide emergency responders with advanced knowledge and processes for a safe and effective response. These pre-plans include information regarding the construction type, occupancy, building status, emergency contacts, utility shutoffs, fire suppression and detection systems installations and locations exposure information, water supply availability, access problems and any other hazards. Pre-planning programs are not necessarily tied directly to the fire inspection program, but rather include operationally relevant information that was gained on a site visit. Pre- planning should also include potential responses to areas of concern that are not captured in the formal fire inspection program. Page 377 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 54 Observation #7: There are several fire prevention service shortfalls that need to be addressed to comply with the FPPA regulations, and risk reduction best practices. This includes the following: • cyclical fire prevention and code inspections • development site plans & zoning reviews • fire safety plan reviews • formal emergency preplanning and building stock assessments. • enhanced public education and prevention programs to target identified community risks. • false alarm reduction programs • enhanced smoke alarm program and process for recording smoke alarm data • enhanced fire investigation with additional qualified staff Recommendation#12: Establish dedicated fire and life safety education staff with a mandate to develop, implement and measure fire and life safety programming based on identified risks in the CRA. (Suggested completion 12-36 months) Recommendation #13: Develop a community outreach program to establish relationships with key stakeholders to assist in providing educational programming to target high-risk demographics. (Suggested completion 12-24 months) Recommendation #14: Utilize fire cause determination to identify trend in fires to inform programming. This will require trained fire investigators (NFPA 1033) and a robust records management system to capture and provide detailed reports. (Suggested completion 18-24 months) Recommendation # 15: Establish dedicated Fire Code inspection and enforcement positions to provide a proactive inspection program addressing identified risks in the CRA. (Suggested completion 18-36 months) Recommendation #16: Review and develop, as required, new bylaws to align with current legislation and address any rising issues such as increased false alarm incidents. (Suggested completion 18-24 months) Page 378 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 55 Recommendation #17: Work with municipal building department to establish appropriate process for Ontario Building Code trained and qualified fire staff to review, comment and approve appropriate Ontario Building Code sections related to fire safety for all new building applications for permits. (Suggested completion 24-36 months) Recmmendation#18: Develop a pre-incident pre-planning program utilizing the principles of NFPA 1620 for fire crews to address pre-incident planning informed by risks in the CRA. (Suggested completion: 24- 96 months, Ongoing) Rationale: The addition of ten fulltime firefighters over the next two to eight years, as identified in recommendation #29, will provide the capacity to conduct rigorous fire prevention services and comply with the FPPA regulations. Furthermore, these ten positions would be responsible for peak demand daytime emergency response. 3.6.7 Citizen Assist and Public Services Fire departments play an important but often unrecognized role in the social safety net of communities. When citizens perceive an emergency or an urgent request for assistance, the agency most frequent called to help is the fire department. These types of requests can vary broadly - from a request to rescue a pet to help with flooding. In reviewing TFRS response data, this response type occurs on a relatively infrequent basis in the municipality (approximately 1% of total call volume). TFRS should continue to provide this service where practical to help in their communities. It is a value-added service of considerable value for citizens making the request. 3.6.8 911 and Fire Dispatch The Public Safety Answering Point (PSAP) is provided by the Strathroy-Caradoc Police Dispatching Bureau. Fire rescue related calls for Tillsonburg and contracted service areas are forwarded to the Tillsonburg Fire Rescue Dispatch (FireComm) Division to provide emergency fire dispatching services (including information and communications technology). A back-up dispatch area is in the town customer service centre. Page 379 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 56 Observation #8: During consultation with staff, a theme emerged over the need for enhanced IT support. It was identified that Oxford County’s centralized IT division was providing best possible support to TFRS however the number of systems, complexity including fire dispatch services to 55 municipalities, and ongoing maintenance requires additional IT support. Recommendation #19: Work with Corporate IT to ensure dedicated and appropriate IT support for implementation of new systems and on-going and timely support of existing and future systems. (Suggested completion: 1-12 months) Rationale: These technologies are often supported across two or more individual system analysts on a part-time allocation of their full-time Corporate IT position. This helps ensure continuity when a person leaves the organization, provides surge support to the larger organization, and supports the dispatch centre for unexpected system downtime given the 24/7 critical nature of the systems. Technological enhancement with emergency communication systems such a NG 9- 11 require specialized and ongoing technical support to ensure these systems are always fully operational. The cost for the addition additional IT support should be included in the costing formula among the contracted municipalities. Specialized knowledge of complex systems that operate 911 telephone, radio, dispatch, and fire department records management systems should not be concentrated in a single resource. Ontario’s Emergency Management and Civil Protection Act lays out obligations and standards for emergency management programs required of all levels of government. In Ontario, each municipality must develop and implement an emergency management program to protect the lives and property of its citizens. The Town of Tillsonburg Emergency Management Response Plan and Emergency Operations Centre has been developed under the authority of the Corporation of the Municipality’s By-Law 2022-083 and maintained under the direction of the emergency control group (ECG). This plan enables a centralized controlled and coordinated response to emergencies in the municipality. In the event of an emergency, the Town of Tillsonburg Emergency Management Plan guides the municipality’s response, mitigation, and recovery. This Bylaw assigns designated corporate positions to the Emergency Management Program Committee (EMPC) including the position of Emergency Management Program Coordinator (CEMC) as well as ad Hoc members from other agencies based on the nature of the emergency. The towns EOC is in the basement of the fire station. This area also is the fire service training room and is the room that the firefighters’ association utilizes for their meetings. Page 380 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 57 Large emergency events quickly overwhelm the response capacity of most municipal fire departments. This is especially true for smaller fire departments with limited resources. As a result, mutual aid and automatic aid agreements are a necessary component in adding response capacity for these low frequencies but potentially high or extreme consequence events. Mutual aid agreements between fire departments allow them to assist each other across jurisdictional boundaries. Typically, this happens when local emergencies exceed local resources. They may include fire response, and/or specialty response services including rescue, dangerous goods. Any response would be made by the requesting agency and is not pre-determined in the case of automatic aid. The requested agency may or may not be able to fulfill the request. Automatic aid agreements ensure a provision of initial or supplemental response to fires, rescues, and emergencies where a fire department situated in a neighbouring municipality can provide a response quicker than any fire department situated in the requesting municipality. The Province of Ontario through the Office of the Fire Marshall has developed a provincial wide mutual aid plan (MAP) to formalize and maintain mutual aid and automatic aid agreements for identified areas coordinated through an Ontario Fire Marshall appointed fire coordinator. Each area will develop and maintain their respective MAP consistent with the Ontario plan. The principle of operation of MAPs is to promote and ensure adequate and coordinated efforts to minimize loss of human life and property, as well as damage to the environment through the efficient utilization of fire department and provincial resources in the event of a mutual aid activation during times of natural or human-made emergencies. In the event an emergency over tasks the resources of the municipality, and requires additional assistance, the EOC Commander may request assistance from neighbouring municipal or the Office of the Fire Marshal and/or Emergency Management through the Provincial Emergency Operations Centre (PEOC). The Town of Tillsonburg participates in mutual aid with Oxford, Norfolk, and Elgin Counties. Automatic aid is provided by TFRS to Bayham in the Elgin County. Page 381 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 58 TFRS provides fire and emergency response to the Town of Tillsonburg as well dispatching fire rescue dispatching services out of a single firehall that is centrally located within the municipality. 3.9.1 Firehall Overview and Assessment Tillsonburg Fire and Rescue - 80 Concession Street E, Tillsonburg, Ontario, N4G 4Z8 Overview: • Built in 1979 this firehall houses TFRS administration, fire operations personnel, apparatus, and equipment, along with the Fire Communications Centre – 2nd floor • Total of 49 personnel • 3 Bay Drive through • 1 Bay non-drive through initially designated for ambulance • Gated outside storage area • Designated shared parking with OPP, FR and EOC (not secure) Unit Inventory: • 1 Command Vehicle • 2 Support Vehicles • 1 Pumper • 1 Pumper Tanker • 1 Aerial • 1 Rescue Page 382 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 59 Front of Tillsonburg Fire Hall Front of Tillsonburg Fire Hall Exterior Storage Apparatus Bay Apparatus Bay Apparatus Bay Page 383 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 60 Apparatus Bay – Bunker Gear Rack Apparatus Bay Previous Ambulance Bay – Now Storage Commercial Extractor SCBA and PPE Maintenance Area Homemade SCBA Cleaning Station Page 384 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 61 Storage Underneath Old Ambulance Bay Utility Room Fire Chief Office Assistant Chief Communications and Administration Office Assistant Chief Training and Prevention Office Primary EOC and Training Room for Firefighters Page 385 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 62 Communications Centre Located on Second Floor Total of Four Dispatch Pods Lockers Separate Dispatch Pods from Kitchen and Lunchroom Showers/Washroom Located adjacent to Dispatch Page 386 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 63 To operate all Divisions of TFRS effectively and efficiently, all the following features are key to a fully functioning firehall: Item Description Does have Does not have 1 Site security 2 Adequate parking for staff and visitors 3 Internet and intranet connectivity 4 Adequate space for training – training props, hydrant 5 Back-up power supply 6 Fire Chiefs’ office 7 Assistant Chief’s offices 8 Emergency management office 9 Administrative support office/space 10 Training room / meeting room 11 Office security 12 Dorm rooms 13 Day use area 14 Kitchen 15 Fitness / wellness area 16 Unisex bathrooms and showers 17 Space to safely garage and do minor maintenance on vehicles (recommend 3-bay tandem, drive-thru – must be properly ventilated) 18 Hose drying area 19 Small equipment storage and maintenance room 20 Air filling station room complete with proper ventilation 21 Industrial washer and dryer room 22 Bunker gear storage room complete with proper ventilation 23 Consumables storage room 24 Sufficient workstations 25 Sufficient supervisor space 26 Breakout or quiet room 27 Washrooms 28 Kitchen/ lunchroom 29 Locker room 30 Lighting 31 Security Page 387 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 64 Observation #9: The fire dispatch centre is located on the top floor of the fire hall and is marginally meeting the minimal operational requirements and constrained for any future growth or expansion. Recommendation #20: Conduct a review of primary and back-up communications centres to ensure they meet the current and future needs of the community and staff working in centres as well as align to standards set out in NFPA 1225 Standard for Emergency Services Communications. (Suggested completion: 24-48 months) Recommendation #21: Develop a detailed implementation plan for upgrades to a new NG-911 system. Ensure that required NG-911 are appropriately funded and municipality to utilize all provincial grant opportunities. (Suggested completion: 1-6 months) Rationale: The current location of the TFRS Dispatch Centre is constraining present operational requirements. Future growth requirements for both the dispatch centre and the fire operations cannot be undertaken within the current fire station. The space utilized by the communications currently could be repurposed to expand area to operations and prevention staff. Page 388 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 65 Observation #10: There has been two condition assessment conducted on the fire station in 2022 (Roth IAMS Ltd August 10, 2022, and Balan Engineering Corp November 3, 2022). The Roth assessment identifies the overall condition of the facility to be in good to fair condition however there are immediate, short term and capital and maintenance renewal cost projections that range from an immediate $5,000 to assess the roof drainage to approximately $2.4 M over the next 25 years to maintain the fire station. It is important to note that these condition assessments do not assess the functional and operational aspects to support TFRS’s core services. During the interviews and survey there was considerable feedback regarding the station condition and not meeting functional or operational requirements. During the site visit the absence of an exhaust extraction system to ensure the air quality throughout the station is maintained to acceptable levels was of particular concern. Tillsonburg Fire has indicated that the installation of this system is in the queue. Factors that need to be included with this assessment include the future growth projections, community risk assessment, established core services and levels, preferred staffing model and the one or two station location concepts. Operational and functional analysis would typically include the following: • Sufficient apparatus bay to safely and effectively garage and maneuver emergency response vehicles and apparatus. • Firefighter staging and personal protective equipment storage. • Equipment storage, maintenance, and decontamination areas • Training and fitness areas including an exterior hard surface apron. • Staff support areas such as workstations, offices, kitchen, rest areas, washrooms, and showers (non-gender or gender specific) Recommendation #22: Undertake a complete operational and functional assessment of the fire station. (Suggested completion: 24-48 months) Rationale: Conducting an operational and functional assessment will determine if renovation, repairs and updating of this facility, or relocation and replacement, is the most prudent approach to managing the current and future of the town and TFRS. For example, the refinishing and repairs required to the apparatus floors and drain systems. Page 389 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 66 Observation #11: The primary EOC is in the basement of the firehall. This room is also used for fire training and for firefighters’ association meetings. Fire dispatch is also located at the firehall which contributes to the limited space availability at this location. During peak times of activity around the firehall (fire dispatch, training, fire calls, etc.), parking is limited and can further be exacerbated during activation of the of the EOC. Recommendation #23: Review the feasibility of relocating the primary EOC along with dispatch to the new location of the town hall. (Suggested completion: 1 – 12 months) Rationale: While at the early stages of planning for the new town hall, consideration should be made to adding space for the primary EOC and dispatch. Early planning for purpose-built space for these two services will only add to effectiveness and efficiencies. While at the planning stage, growth, and expansion for these two spaces should also be considered, which is not currently available in the existing firehall. 3.10.1 Apparatus and Emergency Vehicles Fire apparatus and emergency vehicles are typically the largest asset expenditures for any fire department. Purchasing and managing these assets requires strong fiscal responsibility to endure public and local government scrutiny. Currently, TFRS has considerable monies invested in vehicles and equipment. The lifespan of apparatus varies depending on its type and use, along with regular maintenance and testing standards. Fire services typically designate a lifecycle to each piece of apparatus and other emergency vehicles and contribute to a capital reserve fund to ensure enough funds are available when the replacement is needed. 3.10.1.1 NFPA Standards for Fire Apparatus NFPA has developed standards to assist a fire service with the design, maintenance, inspection, testing, life cycling, and dispersal for their fire apparatus. Fire departments may choose to adopt these standards or utilize them as a reference in their own standards and practices. NFPA 1901: Standard for Automotive Fire Apparatus The NFPA 1901 standard defines the requirements for new automotive fire apparatus and trailers designed to be used under emergency conditions to transport personnel and equipment and to support the suppression of fires and mitigation of hazardous conditions. This standard recommends that fire apparatus should respond to first alarms for the first 15 years of service, with the expectation that they perform as designed 95% of the time. For the next five years, it should be held in reserve for use at large fires or used as a temporary replacement for out of service first line apparatus. Page 390 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 67 NFPA 1911: Standard for the Inspection, Maintenance, Testing and Retirement of In- Service Emergency Vehicles The NFPA 1911 standard defines the minimum requirements for establishing an inspection, maintenance, and testing program. Also included are guidelines for emergency vehicle refurbishment and retirement. The Underwriters Laboratory of Canada utilizes many of the provisions within these NFPA standards which are referenced by Fire Underwriters Survey (FUS) for determining fire insurance ratings for a community. For example, it follows the life cycle program with the exception that it may award full credit for a fire apparatus older than 15 years, but not more than 20 years, in remote locations only if the piece of equipment is deemed in excellent condition and all necessary upgrades are done. The value of the additional credit in this case which is only a portion of the total grading for a final FUS rating may well be overshadowed by the cost of maintaining an older unit. In addition, the NFPA 1901: Standard for Automotive Fire Apparatus recommends the following: D.1 General To maximize firefighter capabilities and minimize risk of injuries, it is important that fire apparatuses be equipped with the latest safety features and operating capabilities. In the last 10 to 15 years, much progress has been made in upgrading functional capabilities and improving the safety features of fire apparatus. Apparatuses more than 15 years old might include only a few of the safety upgrades required by the recent editions of the NFPA fire department apparatus standards or the equivalent Underwriters Laboratories of Canada (ULC) standards. Because the changes, upgrades, and fine-tuning to NFPA 1901 have been truly significant, especially in safety, fire departments should seriously consider the value (or risk) to firefighters of keeping fire apparatus more than 15 years old in first line service. It is recommended that apparatus more than 15 years old that have been properly maintained and that are still in serviceable condition be placed in reserve status; be upgraded in accordance with NFPA 1912; and incorporate as many features as possible of the current fire apparatus standard (See Section D3 of Standard). This will ensure that, while the apparatus might not totally comply with the current editions of the automotive fire apparatus standards, many of the improvements and upgrades required by the current editions of the standards are available to the firefighters who use the apparatus. Apparatuses that were not manufactured to the applicable NFPA fire apparatus standards or that are over 25 years old should be replaced. Underwriters Laboratories of Canada Current Underwriters Laboratories of Canada (ULC15) and NFPA 1901: Standard for Automobile Firefighting Apparatus Standards recommend using apparatus on the front line for up to 15 years, then as a backup for another four to five years. Of course, this timeline is dependent on the frequency of use, scheduled maintenance, and budgets. As 15 Underwriters Laboratories of Canada (ULC) is an independent product safety testing, certification, and inspection organization. www.canada.ul.com Page 391 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 68 indicated in Table 11, some emergency vehicles life cycles can be extended due to low usage or serviceable condition. A leading practice is to have a complete condition survey conducted to determine if there is usable life cycle remaining. This condition survey must consider the NPFA and FUS standards along with the maintenance and cost records of the respective vehicle. Table 11: Fire Apparatus Service Schedule (Fire Insurance Grading) Apparatus Age (Yrs.) Major Cities 3 Medium Sized Cities 4 Small Communities5 and Rural Centres 0 – 15 First Line Duty First Line Duty First Line Duty 16-20 Reserve 2nd Line Duty First Line Duty 20-251 No Credit in Grading No Credit in Grading or Reserve2 No Credit in Grading or 2nd Line Duty2 26-291 No Credit in Grading No Credit in Grading or Reserve2 No Credit in Grading or Reserve2 30+ No Credit in Grading No Credit in Grading No Credit in Grading 1All listed fire apparatus 20 years of age and older are required to be service tested by recognized testing agency on an annual basis to be eligible for grading recognition (NFPA 1071). 2Exceptions to age status may be considered in a small to medium sized communities and rural centres conditionally, when apparatus condition is acceptable, and apparatus successfully passes required testing. 3Major Cities are defined as an incorporated or unincorporated community that has: • a populated area (or multiple areas) with a density of at least 400 people per square kilometer; AND • a total population of 100,000 or greater. 4Medium Communities are defined as an incorporated or unincorporated community that has: • a populated area (or multiple areas) with a density of at least 200 people per square kilometer; and/or • a total population of 1,000 or greater. 5Small Communities are defined as an incorporated or unincorporated community that has: • no populated areas with densities that exceed 200 people per square kilometer; AND • does not have a total population more than 1,000. 3.10.2 Fire Apparatus Design and Procurement Fire apparatus is designed and tendered based on the unique requirements of the fire service and the community needs that it serves. With the design, tender and procurement processes typically taking two to three years or longer as well as with the expected life cycles of these apparatus of 20 years or more, it is important that the initial decisions accurately reflect the immediate needs and those in the future. Page 392 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 69 3.10.3 Fire Apparatus Maintenance and Repair In Ontario, all fire apparatus with a gross weight, registered gross weight, or manufacturers gross vehicle weight rating exceeding 4500 kilograms must be inspected on an annual basis in accordance with regulations made under the Highway Traffic Act. These vehicles are required to display an inspection sticker as evidence of compliance with this requirement. Daily driver inspections for commercial vehicles are a requirement under the Act. Fire vehicles are not included in this requirement, however most fire departments in Ontario mandate daily inspections either at the beginning of a shift, or post-trip at a minimum. A sound and reliable preventative maintenance program is a vital component of the overall fleet management process ensuring each piece operates reliably in the way it was intended safely and effectively while assisting in making it to the anticipated life cycle. Poor maintenance scheduling or neglect on required checks and repairs can lead to accidents, breakdowns, and life safety issues. A fire apparatus pre-maintenance program should consist of the flowing components: • Trip inspections (daily, pre-trip, post trip) • Regular preventative maintenance scheduling • Annual preventative maintenance comprehensive check The maintenance and repair of all TFRS heavy and light emergency vehicles is skillfully handled through the Municipalities Fleet Services. Required speciality testing and certifications are successfully handled through contract by a third-party vendor utilizing fire industry emergency vehicle technicians (EVTs). Daily inspection sheets and post trip inspections are reviewed to ensure any necessary repairs are made as soon as possible. Recommended service schedules, testing and certifications are coordinated with TFRS administration to ensure compliance with as little disruption to service as possible. Through interviews with TFRS staff and review of records, the maintenance and upkeep of all fire vehicles are maintained to a very high standard. 3.10.4 Fire Apparatus Replacement and Dispersal The Town of Tillsonburg has a policy for the replacement of capital equipment and vehicles. A list of all TFRS apparatus and their anticipated replacement dates has been developed and maintained. TFRS apparatus have a target replacement date of twenty years. The Town of Tillsonburg has an established capital corporate equipment and vehicle reserve fund for anticipated vehicle, apparatus and equipment including those in the TFRS. The next fire apparatus scheduled to be replaced under this schedule is 2024. There are several assumptions that should form the criteria for fire apparatus replacement. This process for determining the appropriate dollar value required to be placed in a reserve fund to ensure sufficient monies are available at the time of replacement is based on the identified life cycle, forecasted inflation, depreciation, and salvage value of current assets. Calculating the yearly contributions is based on the number of years of expected life in the Page 393 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 70 fleet inventory. Although both NFPA and FUS have criteria on re-classifying or retiring apparatus, modifications or upgrades may be required based on age or heavy usage. For example: • Engines: 16-20 years frontline (FUS & NFPA), but can be reduced due to high usage • Rescue Truck: 15 years frontline (NFPA) but can be reduced due to high usage. Replacement lifecycles for TFRS vehicles are not consistent with lifecycles recommended by NFPA 1901 and the FUS body reporting to the Canadian General Insurance (CGI). For example (as detailed in Table 12) first line apparatus are to be utilized for up to 15 years and then serve as a backup, or in reserve capacity for up to five additional years. TFRS heavy apparatus have a planned life cycle of 20 plus years with no defined reserve status. In review of current apparatus, a study of the original purchase price minus market depreciation is compared to the anticipated replacement cost, taking into consideration the trend in inflationary increases. The salvage or trade-in value of the original apparatus can be estimated based on industry trends. This value is subject to several considerations including: • Age of the vehicle • Kilometers • General condition • Certifications • Annual test results Through careful analysis the optimal replacement year can be determined. The table below shows an example of an apparatus purchased in 2007 with a 25-year replacement timeline. Assumptions need to be determined for a particular piece of apparatus to consider the type of factors above, as well as the type of requirements for the replacement apparatus to meet the needs for the next 20 plus years. Annual reserve contributions should be made to ensure sufficient funds are available at the time of anticipated replacement. Page 394 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 71 Table 12: Fire Apparatus Life Cycle Cost Projection Example Vehicle Year Replacement cost based on 6.5% increase per year Difference between original and replacement Depreciated value 1 2007 $240,000.00 $0.00 $240,000.00 2 2008 $255,840.00 $15,840.00 $223,200.00 3 2009 $272,725.44 $32,725.44 $207,576.00 4 2010 $290,725.32 $50,725.32 $193,045.68 5 2011 $309,913.19 $69,913.19 $179,532.48 6 2012 $330,367.46 $90,367.46 $166,965.21 7 2013 $352,171.71 $112,171.71 $155,277.64 8 2014 $375,415.05 $135,415.05 $144,408.21 9 2015 $400,192.44 $160,192.44 $134,299.63 10 2016 $426,605.14 $186,605.14 $124,898.66 11 2017 $454,761.08 $214,761.08 $116,155.75 12 2018 $484,775.31 $244,775.31 $108,024.85 13 2019 $516,770.48 $276,770.48 $100,463.11 14 2020 $550,877.33 $310,877.33 $93,430.69 15 2021 $587,235.24 $347,235.24 $86,890.55 16 2022 $625,992.76 $385,992.76 $69,512.44 17 2023 $667,308.28 $427,308.28 $55,609.95 18 2024 $711,350.63 $471,350.63 $44,487.96 19 2025 $758,299.77 $518,299.77 $35,590.37 20 2026 $808,347.56 $568,347.56 $28,472.29 21 2027 $861,698.50 $621,698.50 $22,777.84 22 2028 $918,570.60 $678,570.60 $18,222.27 23 2029 $979,196.26 $739,196.26 $14,577.81 24 2030 $1,043,823.21 $803,823.21 $11,662.25 25 2031 $1,112,715.54 $872,715.54 $9,329.80 26 2032 $1,186,154.77 $946,154.77 $7,463.84 Page 395 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 72 Figure 7: Fire Apparatus Life Cycle Cost Projection Example Table 12 and Figure 7 show that the monies put into the replacement reserve fund is close to the projected replacement cost in year 15 and requires additional contributions to extend past. Note the following key points: • Five-year increase to replacement cost from 15-20 years = $182,533 • Five-year decrease in depreciation value from 15-20 years = $58,415 • Total increased costs to retain apparatus for additional 5 years (15-20) = $240,948 • Additional contributions to reserve fund $195,500 • Difference between 15 and 20 years is $240,948 - $195,500 =$45,448 or an additional $9,090 of contribution per year • Changing from 15 to 20-year replacement cycle requires an increase of $1,818 per year. A fire service that utilizes a similar process as above, taking into consideration local conditions to determine the optimal replacement time for each major piece of apparatus will be able to accurately ensure sufficient funds are available when required. 3.10.5 Apparatus and Emergency Vehicle Fleet Inventory TFRS through the Town of Tillsonburg, owns and maintains 3 heavy apparatus (1 engine, 1 tanker, and 1 aerial), 3 light emergency vehicles (1 command and 2 support vehicles) that are housed in their firehall. Each piece of apparatus has specific roles in anticipation of the risks in their response zone. This mobile equipment is supported by similar types of apparatus deployed out of mutual aid fire departments when requested. TFRS inventory of apparatus and equipment is modern and well maintained. A detailed table of the current fleet is in table 13 below. 0 500000 1000000 1500000 200720082009201020112012201320142015201620172018201920202021202220232024202520262027202820292030203120321 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Apparatus Life Cycle Cost Projections Replacement Cost based on 6.5% Increase per Year Difference Between Original and Replacement Depreciated Value Contributions to Reserve Fund Page 396 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 73 Table 13: TFRS Apparatus and Planned Life Cycle Unit # and Type Manufacturer Year Built Planned Yr. Replacement Current kms. Unit 70 Pumper Pierce Saber 2016 2036 18959 KM Unit 71 Pumper Tanker KME Predator 2012 2032 23294 KM Unit 72 Aerial Truck E-One Cyclone 2018 2038 31938 KM Unit 36 Command Ford Explorer 2011 N/A 156 KM Unit 35 Support Vehicle Chevrolet 2500 2021 N/A 34821 KM Unit 65 Support Vehicle Chevrolet 2500 2022 N/A 2382 KM Unit 72 Rescue Dodge Ram 5500 2016 N/A 6342 KM Observation #12: There is an established apparatus and emergency vehicle replacement schedule. This schedule anticipates the retirement of all apparatus and emergency vehicles at 18 years. Financial resources are allocated during the budget cycle process, however there are no dedicated reserve funds for lifecycle replacement. There should be a regular review for the optimal timelines of apparatus and vehicle replacement along with a defined financial strategy or reserve fund to ensure there are sufficient funds to meet the life cycle replacement needs of the fire service. Further, the development of a comprehensive reserve fund process that accounts for necessary criteria to establish ideal replacement timelines for all fire apparatus and emergency vehicles. A yearly review of this plan should be undertaken to evaluate whether the schedule remains on track. Necessary adjustments to individual apparatus or emergency vehicles can be made at that time. Page 397 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 74 Recommendation #24: Determine the number and types of apparatus required to meet the service levels identified by Council. (Suggested completion: 12-24 months) Recommendation #25: Work with corporate finance to develop a long-term capital asset and reserve fund program with appropriate sustainable funding models for apparatus, equipment, and facilities. (Suggested completion: 18-24 months) Rationale: Given the nature of emergency services and the reliance on safe and dependable equipment and vehicles, the need for regular and a critical review of these assets is important to determine if the intended life cycle is both achievable and financially responsible. Fire apparatus is routinely utilized under extreme conditions for long periods of time. The reliability of these critical pieces of equipment cannot be suspect. As stipulated in NFPA 1901, frontline apparatus is required to maintain a 95% in service status. In addition to maintaining a current fleet capable of providing reliable service, meeting insurance (ULC) guidelines favourably impacts municipal insurance ratings. While the life expectancy of any piece of equipment or vehicle is contingent on proper use, maintenance and repair, fire apparatus life cycles are subject to adjustments more frequently than normal service vehicles. Annual reviews of all apparatus in TFRS, including mileage, call volume, maintenance records, testing results and salvage values should be carefully done with subsequent adjustments to the original life cycle, whether reduced or extended as warranted. Updating all apparatus and emergency vehicle replacement schedules will assist with ensuring sufficient timelines for replacement process and necessary funds are there when needed. Equipment needed for field response operations such as vehicle extrication tools, hand tools and blowers, etc. are current and appropriate for the needs of TFRS. The ancillary equipment is designed and maintained to meet the department’s current core service, goals, and objectives. As the response needs change or grow, additional equipment to match the service must be considered. TFRS personnel are supplied with NFPA, NIOSH and CSA approved personal protective equipment (PPE) including turnout (bunker gear), gloves, helmets, boots and any specialized gear for specific rescue and EMS operations. TFRS has installed a commercial washer for PPE and has been following a cleaning and maintenance program in compliance with NFPA 1971: Standard on Selection, Care, and Maintenance of Protective Ensembles for Structural Fire Fighting and Page 398 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 75 Proximity Fire Fighting for the health and safety of their firefighters. As discussed previously, feedback from the interviews and surveys have raised the concern that an appropriate decontamination area within the firehall is not available. Firefighters are required to transit through the living quarters in the upper floor to access a shower facility. This is a limitation within the current building envelope. The PPE provided is current, appropriate, and designed to meet the department’s safety goals and objectives. Effective and efficient response to an incident requires equipment designed for a specific purpose. TFRS responds with specialized equipment to incidents involving motor vehicles, Hazmat/DG incidents, technical rope rescue, ice rescue, water rescue and wildland interface fires. This equipment is typically kept on the apparatus or in-hall in anticipation of the known risks in each response zone. The equipment currently meets the goals and objectives of the department, however, may need upgrading or replacement based on usage or change in response risks in their response zone. In some municipalities, the municipal corporation manages fire and emergency services assets to take advantage of synergies with other fleet and facilities management programs. The Town of Tillsonburg maintains a commercial asset management software program with associated standard operating guidelines (SOGs). TFRS is in the process of fully integrating into the municipal asset management program. Comparing the TFRS to that of similar municipalities is a good way to identify relative service levels, costs, and trends. It must be noted that all communities have different attributes such as risk factors, historical decisions, and community profiles. For this reason, the comparative community analysis should be used as a base reference, not a suggestion or intention of something to be replicated in Tillsonburg. These benchmarks include budgets, service areas, service levels, and staffing levels. For the purposes of this municipal comparator review, we used 2018-2022 information to obtain common information from each community. Although fire and emergency services have the same goal of protecting life and property, each community has its unique features in how to accomplish those goals. Therefore, there are no ideal or identical comparators for Tillsonburg. Page 399 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 76 Our main criteria for collecting information were: • Population • Budgets • Department size • Type (full-time, part-time or combination) • Department staffing Additional information for evaluation was: • Number of fire stations • Call volume • Call types Table 14: Participating Community Comparatives Community Population Land Area (km2) Area of Response (km2) Town of Tillsonburg 19,193 22.2 25* Town of Wasaga Beach 25,000 60 60 Town of Ingersoll 13,693 12.73 12.73 City of Kawartha Lakes 79,247 3,033.66 3,033.66 * Including Bayham automatic aid agreement Page 400 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 77 3.15.1 Department Profile Department profile, staffing models and levels of service are based on community risk, risk tolerance and the ability for a community to pay for and sustain desired service levels. Table 15: Community Comparative Departments’ Profile Community Department Type No. of Stations Total Staff Fire Chief (FT) Deputy (DC) Assistant Chief (AC) Support Staff (FT) Suppression Staff Fire Prevention Staff (FT) Training Staff (FT) Dispatch Mechanical (FT) Other Town of Tillsonburg Composite 1 49 1-FT 2(AC) - FT 0 31 1 1 5-FT 8-PT 0 0 Town of Wasaga Beach Composite 2 38 1-FT 1(DC)-FT 1-FT 35 0 0 0 0 0 Town of Ingersoll Composite 1 26 1 FT 1(DC)-FT 0 24 2 0 0 0 1 City of Kawartha Lakes Composite 19 33FT 350 Vol 1 2Deptuy 1District 1Platoon 4 18FT 350Vol 4 1 0 1 0 FT: Full-time PT: Part-time POC: Paid-On-Call Note: Tillsonburg suppression staff consists of 34 volunteers. Page 401 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 78 3.15.2 Budgets Department budgets are of specific concern to most communities. In some instances, budgeting for fire and emergency services make up a considerable portion of a community’s operating budget. We evaluated the budgets for each community, and it is important to note that each is unique in how each municipality allocates their budgets. Table 16: Community Comparative Budget Ranking Community Municipal Budget 2022 Emergency Services Operating Budget % of Municipal Budget Cost Per Capita Town of Tillsonburg $27,734,900 $2,219,600 8% $115.65 Town of Wasaga Beach $44,000,000 $4,022,000 9% $160.00 Town of Ingersoll $16,800,000 $1,253,667 6% $91.55 City of Kawartha Lakes $222,588,885 $8,382,610 4% $105.78 Tillsonburg Per Capita Net Expenditure Fire: $115.65 Mean/Average Per Capita Net Expenditure Fire: $118.25 3.15.3 Industry Standards Table 17: Community Comparative Standard of Cover Community Standard of Cover Standard of Cover approved by Council Is the standard based on a leading practice such as NFPA 1710/ 1720 and or the Ontario OHS Regulations for firefighters? Town of Tillsonburg No No No Town of Wasaga Beach Yes Yes Yes Town of Ingersoll Yes Yes Yes City of Kawartha Lakes Yes Yes Yes 3.15.4 Response Data For the purposes of this municipal comparator analysis, we used 2018–2022 information to get common information from each community. Breakdowns are divided into the two following categories: Page 402 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 79 Table 18: Examples of Incident Types for Statistical Analysis INCIDENTS BY TYPE EMS Related Calls Call Types Pre-Hospital Care: Alpha, Bravo Charlie Delta Echo Lift Assist False Alarms Fire-Related Calls Fire Emergency Alarm Burning Complaint Structure Fire Minor Fire Smoke Car Fire Re-check Wildfire – Grass, Brush, Outdoor Oven/Pot on Stove Explosion MVI (Motor Vehicle Incident), aka MVC (Motor Vehicle Collision) Extrication No Extrication Rescue Stalled Elevator Lake/Marine Rescue High Angle Swift Water Building Collapse Ice Hazmat/Dangerous Good Highway Incident Rail Incident Industrial Incident Resident Incident Non-Emergency Carbon Monoxide Gas/Oil Smell/Spill Power/Telephone/Cable Line Down Natural Gas Leak Aircraft Standby Incident Bomb Threat Hazardous Materials Propane Leak/Smell Other Inspection Burning Pile Inspection Assist Other Agency Public Service Needle Pick-up Flood Assessment Water Problem (in structure) Note: Description and category names may not be common terminology in all jurisdictions. Page 403 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 80 Table 19: Municipal Comparative Response Call Volume Community Town of Tillsonburg Wasaga Beach Ingersoll Lindsay* Total Call Volume 2018 352 1562 284 817 2019 344 1498 272 827 2020 331 1470 186 822 2021 328 1852 250 834 2022 380 2037 285 1022 Fire Related Calls 2018 338 592 228 157 2019 312 507 245 165 2020 234 552 177 118 2021 205 547 211 130 2022 267 551 217 170 EMS Related Calls 2018 14 970 565 138 2019 32 991 27 158 2020 97 918 9 170 2021 125 1305 39 160 2022 113 1486 68 235 *Lindsay (an urban settlement within Kawartha Lakes) has been used a comparative based on size and department makeup. Please refer to Kawartha Lakes for other comparative information. There is no standard for categorizing incidents so it must be understood that these statistics are broadly based and are only general reference when comparing fire departments. The community comparative analysis can only be interpreted from an indirect basic level due the disparity from each of the surveyed communities’ organizational structure, core services and levels, emergency response categorization, and financial systems. Direct comparison is strongly discouraged. Page 404 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 81 The following section provides an overview of relevant industry standards and provincial legislation with respect to fire department response performance in Ontario. This section also includes a detailed analysis of the trends in incident types occurring within Tillsonburg Fire and Rescue Services (TFRS) response performance. 4.1.1 National Fire Protection Association (NFPA) Standards The most widely accepted standards for the fire service are developed by the National Fire Protection Agency (NFPA). Established in 1986, “the NFPA is a self-funded non-profit organization devoted to eliminating death, injury, property and economic loss due to fire, electrical and related hazards (NFPA, 2021).” The NFPA has developed over 300 consensus- based codes and standards designed to improve fire department effectiveness and firefighter safety. NFPA research is applied in establishing industry benchmarks for fire department operations, training, and equipment. Many of these standards form the basis of and are referenced throughout the Ontario Fire Protection and Prevention Act, 1997 and related firefighting regulations and guidelines the Ontario Occupational Health and Safety Act, R.S.O. 1990. The NFPA has done considerable research in developing standards and ensuring they reflect the primary value of life-safety in emergency response for responders and victims. The NFPA standard identifying firefighting operations and response performance objectives for paid- on-call departments such as TFRS is NFPA 1720: Standard for the Organization and Deployment of Fire Suppression Operations Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments. This standard provides the framework for the fire department emergency response performance analysis and will be discussed in detail further in this section of this master plan. Additionally, NFPA 1201: Standard for Providing Emergency Services to the Public outlines several practices in establishing and managing an effective and efficient fire service. It provides standards regarding governance, organizational structure, planning, and resource deployment. It will be referenced throughout this section. 4.1.2 Ontario Regulatory Framework Regarding Community Fire Safety Ontario municipalities are required to provide a public education and fire safety program but may or may not elect to do that by establishing a fire department. The Fire Protection and Prevention Act, 1997, S.O. 1997, c. 4 states the following: “Municipal responsibilities 2(1) Every municipality shall, (a) establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention; and Page 405 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 82 (b) provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances. Methods of providing services (2) In discharging its responsibilities under subsection (1), a municipality shall, (a) appoint a community fire safety officer or a community fire safety team; or (b) establish a fire department.” In the event a fire department is established, municipalities are required to meet the numerous requirements regarding fire department equipment, training and certification standards identified in the regulations of this act and the Occupational Health and Safety Act, R.S.O. 1990. Many of these requirements are based on NFPA standards. However, municipalities are not required to provide specific services or meet the service level standards identified in NFPA 1720. The response time goals and the number of required firefighters to respond identified in NFPA 1720 are an industry leading practice but not mandated. Establishing service types and associated service levels is the responsibility of the authority having jurisdiction (AHJ). For most municipalities, the AHJ is the municipal council. Formalizing service types and service levels in policy is also considered a best practice. Fire department service types and service levels are typically established to mitigate identified community risks. However, service levels should also be achievable and affordable. The Centre for Public Safety Excellence and International Association of Fire Chiefs developed a standard of cover framework to support the process of establishing fire department service types and service levels. It is a comprehensive process to identifying community risks, assessing fire department capability, and establishing appropriate emergency response service levels to mitigate community risks. The outcome of this process results in a standard of cover policy including service level recommendations to be considered for approval by the AHJ. Fire and rescue services typically have access to large amounts of incident and response data. Incident data can be used and reported for several purposes. Incident type and frequency data is used to analyze department activity levels and identify trends in demand for fire services. The breadth of services provided by the modern fire service is often surprising. Fire departments have evolved from responding primarily to fires to responding to a broad range of public service and emergency incidents and becoming a critical component of a community’s social safety net. Incidents are commonly evaluated at two different times during an emergency. First, the 911 call taker evaluates the information provided by the caller to categorize the incident to be dispatched. This category can determine the initial number of resources assigned to the incident including firefighters, apparatus, as well as automatic aid from neighbouring fire stations. It is beneficial to understand the breakdown of Dispatched Incident Types and consider the impact it may have had to staff turnout, assembly time, and assignment, particularly in combination and volunteer fire departments. A second categorization occurs after the incident is resolved based on what was occurring on scene or actions taken. In Ontario, Incident Response Types must be reported through the Page 406 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 83 provincial Standard Incident Reporting (SIR) system using pre-determined codes and reporting procedures. These SIR Incident Types are further grouped into common descriptors and subtotaled to provide aggregated fire data provincially. These types and categories are particularly useful when examining compliance with NFPA standards, total number of resources on scene, and community risks. Five years of response data provided by TFRS was analysed. The data includes all incidents from January 2018 to December 2022. Incident data is aggregated into broader categories and more specific incident categories. For example, all types of fire incidents including structural, vehicle and wildland/brush/garbage/cropland fires may be combined into a single category. This differentiation is made to provide varying levels of information as stakeholder reporting and information needs vary depending on their level of interest in TFRS activities. Table 20 identifies all unique incidents occurring within the municipal boundary. This analysis provides a general overview of the types of emergencies that the fire department was dispatched to and their respective frequency. It does not include counts of mutual aid responses which are outside of Tillsonburg. These incident types will be discussed in further detail in this section. Table 20: Unique Incidents within Tillsonburg (2018 to 2022) Dispatched Incident Type 2018 2019 2020 2021 2022 Total % Alarm 88 94 66 107 88 443 27% Medical 14 32 96 124 113 379 23% Fire 49 63 59 109 72 352 22% Hazardous Materials 42 41 41 48 43 215 13% Rescue 33 41 37 34 52 197 12% Other/Unclassified 10 9 7 15 10 51 3% 236 280 306 437 378 1637 100% The following observations regarding unique incident types within Tillsonburg were noted: • 27% (443) of all incidents were Alarm calls. o 234 (53%) were due to system malfunction o 153 (34%) were due to accidental activation o 7 (1.5%) were actual emergencies • Medical incidents accounted for 23% of all incidents which relatively low percentage of responses in comparison to many fire services providing first medical response where the percentage often exceeds 50% • Fire related incidents were 22% of dispatched events (352). The top 4 SIR Incident Types in this category were: Power Lines Down Arcing (74), Controlled Burning (60), Fire (52), No loss Outdoor fire (44). • Motor Vehicle Collisions (MVCs) made up 147 (75%) of dispatches to Rescue incidents. Table 21 identifies all unique incidents occurring within the municipal boundary. This analysis provides a general overview of the types of emergencies that the fire department was dispatched Page 407 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 84 to and their respective frequency. It does not include counts of mutual aid responses which are outside of Tillsonburg. These incident types will be discussed in further detail in this section. Table 21: SIR Incident Types within Tillsonburg (2018 to 2022) SIR Incident Type 2018 2019 2020 2021 2022 Total % False Fire Calls 75 83 74 108 84 424 26% Other Response 11 28 38 99 47 223 14% Medical/ Resuscitator 16 21 66 42 70 215 13% Rescue 35 38 33 31 57 194 12% Public Hazard 22 27 33 60 22 164 10% CO False calls 32 38 24 27 28 149 9% Property Fires/Explosions 13 17 23 25 22 100 6% Pre-Fire Conditions (no fire) 22 16 4 19 23 84 5% Burning (Controlled) 10 12 11 25 25 83 5% Overpressure Rupture/explosion (no fire) 0 0 0 1 0 1 0.1% 236 280 306 437 378 1637 100% The following observations regarding unique incident types within Tillsonburg were noted: • 26% (424) of all incidents were false fire calls. These were composed of System malfunction (234), Accidental activation (138), Human perceived emergencies (23), Other False Fire Calls (16), and Malicious intent (13). • Other Responses accounted for 14% (223) of SIR incident types. The majority of these were comprised of Cancelled on route/No longer required (130), Assistance to other Agencies (51), and Other (33) • 116 of “Cancelled Calls” or “Assistance Not Required” by other agency were initially dispatched with a medical event type. Figure 8 illustrates the general trends seen in the broad categories of unique incidents occurring in Tillsonburg during this period. This analysis is intended to draw attention to the incident categories that are changing rapidly. A positive trend (increasing) may forecast a future need for additional resources to respond to these incidents or new mitigation strategies to address this type of community risk. A negative trend (decreasing) may identify successful mitigation efforts or a decreasing risk resulting from other changes in the community risk profile. Page 408 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 85 Figure 8: Unique Incidents by Incident Type (2018 to 2022) The following general trends regarding Dispatched event types within Tillsonburg were noted: • Most incident types experienced a low positive trend year over year. • Medical incidents have saw a significant increase in 2020 and have become the highest dispatched event category the last 2 years. • Motor vehicle collisions were relatively stable but increased in 2022 to 50 from 24 in 2021 causing a slight upward jump in the last year of the analysis. General or broad incident type categories can be broken out into subcategories of incident types to provide more specific information regarding community risks. For example, fire incidents may be categorized into specific fire types such as brush, structure fires, garbage fires or vehicle fires. This level of detail is useful in analyzing more specific trends in community risk and service requirements. It may also be useful in identifying the need for specific risk mitigation strategies such as increased property inspections, reduced speed limits or targeted public education. Table 22 reflects all dispatched incident types in greater detail that occurred in Tillsonburg from 2018 to 2022. This dataset included mutual aid and second-station responses to reflect the response activity from a department-wide response perspective. It is useful to include these categories to acknowledge and reflect the additional demand on the fire response system these types of incidents create. Page 409 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 86 Table 22: All Incidents/Responses by Incident Subcategory Type Dispatched Incident Subtype 2018 2019 2020 2021 2022 Total Total % Alarm 88 94 66 107 88 443 26% Medical 14 32 97 125 113 381 23% MVC 31 34 34 29 49 177 11% CO 35 31 24 32 32 154 9% Fire - Other 14 21 14 33 33 115 7% Fire - Structure 16 16 19 25 21 97 6% Electrical 15 14 15 38 5 87 5% Hazmat 7 11 17 16 11 62 4% Other / Unclassified 10 9 5 11 7 42 3% Fire - Outdoor / Grass 3 6 7 11 9 36 2% Mutual/Automatic Aid 8 2 10 10 2 32 2% Rescue - Other than MVC 2 7 5 5 3 22 1% Fire - Vehicle 1 5 4 3 4 17 1% Assist - Outside Agencies / Public 1 1 2 4 3 11 1% Total 352 344 331 328 380 1735 100% The following observations regarding all incident types/all responses were noted: • Alarms comprise a high number of incidents (26%) • Carbon monoxide (CO) related incidents accounted for 9% of all station responses, which is a relatively high number that warrants consideration of alternative strategies such as increased public education • Medical incidents saw a significant sustained increase in 2020 The time incidents occur is useful in identifying periods of peak and lower demand for services. Typically, demand for emergency services is lowest in the early hours of the morning. The horizontal axis in Figure 9 Incidents by Time of Day begins with 0 hours (12 p.m. – 1 a.m.) and ends at 23 hours (11 p.m. to 12 p.m.). Page 410 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 87 Figure 9: 2018-2022 Incidents by Time of Day The following observations regarding the time incidents occurred were noted: • Most incidents are occurring during the daytime hours when people are most active and or traffic flow is highest, and the majority of POC volunteer firefighters are likely to be at work • Incidents began to increase around 5 a.m. and peaked around 11 a.m. and then again around 4 p.m. • This two-peaked pattern is common in fire and emergency service although we see a sustained plateau later into the evening than the more common decline. • Beginning at 10 p.m., the number of incidents declines until 4 a.m. Similarly, monitoring the days of the week in which TFRS respond most and least frequently provide additional insight into potential pressures in service delivery. Typically, emergency services respond most frequently on Friday and Saturday. Page 411 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 88 Figure 10: 2018-2022 Incidents by Day of Week The following observations were noted in service demands for different days of the week: • In general, incidents occurred with similar frequency throughout the week. • The fewest incidents occurred on Mondays and the most occurred on Fridays, but the variation was very minimal The following sections provide an analysis of the response performance of TFRS. The response performance is assessed based on two key elements – the length of time taken to respond and the adequacy of resources responding to safely manage an emergency incident. The response performance goals applied in the analysis are identified in the NFPA 1720 standard. Some additional references to the NFPA 1710 standard for Career departments are provided as reference for best practice where applicable. 4.3.1 Intervention Time Total intervention time is the elapsed time between the incident occurring and the time incident management begins. The discovery of the incident and initiation of the emergency response system, typically by calling 911. From a community perspective, this time segment can be partially managed by implementing cyclical life-safety system inspections and promoting residential fire alarms and sprinkler systems. After the 911 call is made, the emergency response system is engaged to manage the incident and minimize its impact. Simplified, the system is composed of an emergency dispatching centre and the first responding agency. Although many of the requests for service may not require an urgent intervention, when it is, the main purpose of this system is to respond and manage the incident as quickly as is safely possible. As a result, the times taken to get all the relevant caller and incident information (Alarm Processing time), notify first responders and Page 412 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 89 have them prepare to respond (Assembly/Chute time), and drive to the incident (Travel time) are all critical elements of an effective response. These time segments are the focus of this section and are the key indicators of total response time performance. Total response time is the best indicator of how the entire system is functioning. It also reflects the experience of the person making the 911 call. System performance can be managed and improved by implementing best practices and supporting technologies. As a result, total response time performance should be monitored and reported to the authority having jurisdiction (AHJ) regularly. The causes of significant changes in response time performance should be identified and discussed with the AHJ. Incident management time is variable and depends on the type of incident and the resources required to safely manage it. Fire department resource availability is determined by the concentration (how many and what types of resources there are in one station) and distribution (where are those resources located relative to the incident) of fire department equipment and firefighters. Resource requirements are based on community risks. An adequately resourced response system should provide an effective response force (ERF) to safely manage commonly known risks as effectively and efficiently as possible. Figure 11 provides an overview of the incident intervention timeline from NFPA 1710. The definitions and descriptions of the actions taken in each time segment are provided below. Figure 11: Incident Intervention Continuum Notification Intervention Time Incident Discovery and 911 Call Alarm Processing Assembly / Chute Time Travel Time Set-up Time unknown (Time varies with every incident) 64 Seconds 80 Seconds Fire 60 seconds medical 240 Seconds May vary by event Time indirectly manageable Time directly manageable Time Values Discovery: This is the time between the start of the emergency incident and when a person or an engineered system has detected the incident. Emergency 911 Call: This is the time taken dial 911 and notify the 911 call centre for the need for emergency services. Alarm Handling: This is the time segment begins when the 911 call is answered and ends with the notification of firefighters. It is the time taken to extract the necessary information from the 911 caller to allow the proper response to be initiated. Assembly Time: This is the time segment begins when dispatch notifies the firefighters until the vehicle leaves the station for response. Time is required for POC volunteer firefighters to respond to the station, dress in proper personal protective equipment (PPE) and safely egress the station. Page 413 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 90 Travel Time: This time segment begins when an apparatus leaves the station or otherwise begins the response to the scene of the emergency and ends at the time when the assigned vehicle arrives on scene. This time segment is a function of distance and the speed traveled. Total Response Time (Common Definition): This time segment begins when the 911 call is answered and ends when the first apparatus capable of commencing the incident management arrives. Total Response Time (NFPA 1710 Definition): This time segment begins when the 911 call is answered and ends when the first apparatus capable of commencing the incident management arrives and initiates to control the incident. Identified as Intervention Time in the diagram above. Total Response Time (NFPA 1720 Definition): This time segment begins when fire department is dispatched and ends when the first apparatus capable of commencing the incident management arrives. Setup Time: This is the time it takes (on-site) to evaluate the necessary actions, position the required resources, and commence the intervention. In the case of a fire, completing size- up, assigning the necessary tasks, and deploying resources can provide delays on scene. A well-trained crew can minimize these delays while providing a safe, successful response. 4.3.2 NFPA 1720 Performance Standards Recognizing that POC volunteer fire departments serve a variety of community types with varying population densities and geography, NFPA developed response time and staffing standards relative to regional and individual demand zone conditions. NFPA 1720 response standards are lowered as population density decreases and travel distances increase within a demand zone increase. For example, the response goal for urban areas is to respond within nine minutes 90% of the time with 15 firefighters whereas the rural response standard is within 14 minutes 80% of the time with six firefighters. It is important to note that depending on the geography of a fire department’s total response area and demand zone(s), levels of service may vary across demand zones for a fire department. Additionally, the response standards identified in NFPA 1720 are based on a structure fire of a single residence and are considered a leading practice and not a legislated requirement. Page 414 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 91 Table 23: NFPA 1720 Staffing and Response Time Standards Demand Zone Demographics Minimum Staff to Respondb Response Time (minutes)c Meets Objective (%) Urban area >1000 people/2.6 km2 15 9 90 Suburban area 500-1000 people/2.6 km2 10 10 80 Rural area <500 people/2.6 km2 6 14 80 Remote area Travel distance ≥ 12.87 km 4 Directly dependent on travel distance 90 Special risks Determined by AHJ Determined by AHJ based on risk Determined by AHJ 90 a A jurisdiction can have more than one demand zone. b Minimum staffing includes members responding from the AHJs department and automatic aid c Response time begins upon completion of the dispatch notification and ends at the time interval shown in the table. The town of Tillsonburg has a population of 18,615 with an area of 22.2 km2. This translates to 2171 people/2.6km2 and falls into the highest category of 1720 as an urban area. This category contains performance objectives that can be very challenging for a volunteer or combination fire department and in many ways is comparable to NFPA 1710 standard for career departments. The intent of the aggressive response goals in NFPA 1720 is to minimize total intervention time. Increased intervention time can have the following important impacts on a property owner/patient/victim: • Decreased survivability • Increased property loss in the event of fire • Building design restrictions for response times beyond 10 minutes • Potentially higher property insurance premiums based on extended response times and proximity to water supply. • Longer-term economic impacts resulting from increased recovery time. The time segments identified above are calculated by the dispatching service capturing individual response timestamps throughout an incident. The timestamps are recorded by the dispatching agency and used to compile a complete history for all responding emergency vehicles to every incident. Examples of typical incident timestamps include: • Incident begins • Station or firefighter notification • Apparatus responding Page 415 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 92 • Apparatus arrived • Loss stopped • Leaving scene • Returned to station The response performance analysis for TFRS focuses on emergency responses from 2018 to 2022. The timestamps are used to calculate alarm-handling time, assembly time, travel time and total response time. Emergency response performance information can be used by the fire chief and senior administration for several purposes including but not limited to: • Monitoring response efficiency and effectiveness • Reporting response performance to community and elected officials • Evaluating the effectiveness and compliance with national and provincial codes • Evaluating the effectiveness and compliance with Council policies and local bylaws • Identifying possible improvement strategies • Developing or modifying service level standards • Planning for future resource needs (operational and capital) Historically, fire departments typically reported their average performance. Average performance can be misleading as it is only achieved approximately 50% of the time. Contemporary fire and emergency services report 80th or 90th percentile performance times to provide a more precise representation of response reliability depending upon whether they are POC volunteer or career fire departments. Emergency response time analyses typically begins with the timestamp identifying the point at which the 911 call is answered by the primary service answering point (PSAP). Once the 911 call is taken, it is transferred to the appropriate dispatching centre. All requests for service provided by TFRS are transferred and dispatched by the communications team within the TFRS dispatch centre. The incident begin time captured by the PSAP was not included in the available data. As a result, all the emergency response time segments in this analysis begin with the timestamp identifying when the alarm was answered in the TFRS dispatch centre. 4.4.1 Alarm Handling Alarm handling time is typically the cumulative time taken for alarm answering and alarm processing in the dispatching process. The initial time stamp available for the identifying the incident begin time in the PSAP was not available. Therefore, only alarm processing was analysed. Alarm processing time begins at the point of time the alarm is transferred and answered in the TFRS dispatch centre and ends when the fire department is dispatched. NFPA 1720 suggests this should be achieved within 60 seconds, 90% of the time for high priority fire incidents such as Structure Fires, explosions, or other response types as determined by the AHJ. Alarm handling performance is somewhat manageable by implementing best practice processes and supporting technologies. This benchmark should be monitored with the aim of ensuring this process is as efficient as possible to achieve Page 416 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 93 optimal total response time performance. However, non-emergency requests for service, identifying rural addressing and remote locations, callers requiring language translation, TTY, or Text-To-911 services may delay the interrogation time required to gather the appropriate information for first responders. NFPA allows for additional time and sets a 90 second target for these situations. No data was available to identify these scenarios as part of the analysis. Table 24 provides a summary of times for exclusively structure fires as well as overall alarm processing performance. Table 24: Alarm Processing Performance (in secs) Alarm Processing 2018 2019 2020 2021 2022 5 Year Structure Fire 90th Percentile 53 48 90 58 70 60 60 sec Structure Fire compliance 94% 100% 83% 95% 82% 52% 50th percentile (All Incidents) 48 44 48 45 44 45 80th percentile (All Incidents) 65 63 64 62 59 62 90th percentile (All Incidents) 80 75 81 78 68 77 The following observations regarding alarm processing performance were noted: • The 90th percentile alarm processing time for structure fires met the standard exactly over the 5 years at 60 seconds. • 2020 saw the highest times but due to the small sample size of incidents dispatched as structure fires, only 5/37 exceeded the 60 second threshold. • Overall, the dispatch centre is performing well, and the median of all events are being dispatched in 45 seconds. 4.4.2 Assembly Time Assembly time is calculated from the point of notification of an alarm to the point at which firefighters begin traveling to the incident. For TFRS firefighters, assembly time begins when paged and includes travel to the firehall as well as the time taken to dress in their personal protective equipment and safely seat themselves on the responding fire apparatus. NFPA 1720 does not include an assembly time standard. Assembly time is influenced by several factors including time of incident, availability of firefighters, road conditions and distance to the fire station. As a result, it is difficult to assess whether assembly time performance can be improved given the range of factors influencing it. However, assembly time should be monitored to assess its impact on total response time and establishing achievable service levels. 4.4.2.1 Data Limitation The data provided by TFRS are the timestamps used to calculate alarm-handling time, assembly time, travel time and total response time of the first arriving unit including the number of firefighters and their arrival time on scene. There are several limitations in this analysis that may not facilitate a full evaluation of the current response performance. Page 417 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 94 TFRS utilizes a direct ERF configuration where the firefighters assemble at the station and dress in their personal protective equipment and safely seat themselves on the responding fire apparatus before departing the station to the scene. As additional firefighters arrive at the station, additional apparatus is taken to the emergency. Therefore, the following tables regarding assembly time, travel time, and total response time is solely based upon the first responding fire apparatus only. The data measured for the highest risk category of structure fires (97 out of 1640) was significantly better than overall performance and was determined to be worthy of inclusion as a separate line. Table 25: Assembly Performance – First Departing Only (in secs) (excluding mutual aid) Station 80th Percentile 2018 2019 2020 2021 2022 5 Year Structure Fires 475 492 483 455 413 480 All other Incident Types 561 552 552 550 541 552 Overall 80th percentile 559 549 552 544 536 547 50th percentile 443 428 453 427 410 430 Further exploration of assembly times between the ranges 30s to 1320s in thirty-second segments shows the expected normal distribution of times and major groupings from 380 to 510 seconds. Figure 12: Assembly Performance Distribution – First Departing Only (in secs) (excluding mutual aid) The following observations regarding assembly time performance were noted: • Structure fires at the time of dispatch resulted in firefighters assembling 67 seconds faster than the 80th percentile overall. Similar performance gains were noticed during analysis for vehicle fires and MVCs as well. • The 50th percentile overall was 430 seconds (7mins 10 secs) • Assembly times represent the largest opportunity to reduce to the overall response time to emergencies within Tillsonburg Page 418 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 95 As previously indicated, assembly time was calculated using the fire department notification and first responding apparatus timestamps. It did not include the time taken for a second or third apparatus to respond. As a result, the assembly times reported only reflect the time taken for the first apparatus. Additionally, the number of firefighters responding on the initial apparatus was not available. The assembly time is useful generalizing the time taken to respond at least one apparatus following notification. However, it is not a measure of how long it took for an Effective Response Force (ERF) to assemble and respond. When volunteer or combination departments have staffed stations, NFPA sets an assembly standard of 90 seconds for fire incidents, 90% of the time. As departments progress and begin to hire additional career staff, NFPA 1710 decreases the time to 80 seconds assembly time for fire events. 4.4.3 Travel Time Performance Travel time is the time taken to drive to the location of the incident. It is measured from the point at which the responding vehicle leaves the station until the point of arrival on scene. Travel time is a function of distance from the fire station to the incident and the speed travelled to the incident. It can be managed to a certain degree by distributing fire resources in optimal response locations within demand zones. Travel time should be monitored to assess the distribution and concentration of resources and assess whether additional resources are required in different locations to maintain service levels. NFPA 1720 acknowledges the considerable variations in size and population densities of the demand zones of many POC volunteer fire services. Depending upon the specific geography, the standard offers several different response time goals, but it does not identify a specific travel time standard. Similar to assembly times the travel times for historical Structure fires was different enough than the overall performance to include separately. Table 26: 80th Percentile Travel Performance by Station (in secs) Station 2018 2019 2020 2021 2022 5 Year Structure Fires (90th) 188 239 257 213 209 230 All other Incident Types (90th) 300 274 332 354 292 310 90th percentile 298 274 330 353 287 305 80th percentile 236 239 257 274 245 249 50th percentile 169 156 156 157 154 156 The following observations regarding 90th percentile travel times were noted: • Structure fires required 230 seconds or less travel time from the fire station. o This time is excellent and also meets the NFPA 1710 standard for first arriving engine. • The remaining travel time percentile for all other incidents was 310 seconds at the 90th percentile which indicates the station is well positioned to provide overall good coverage to the town Page 419 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 96 For future reference, it may be beneficial to compare NFPA 1710 performance standards for travel time in this section. That standard defines three travel times at the 90th percentile for career fire services. The first due engine should travel 240 seconds or less, the second engine 360 seconds or less, and the full assignment of resources for the hazard should be no more than 480 seconds travel distance away. For a single-family residence, that is 16 firefighters (17 with an aerial responding). For Medium hazard occupancies such as smaller apartment buildings, the required minimum staffing under 1710 is 28 firefighters. 4.4.4 Total Response Time The common method when measuring response time would be from the point at which the emergency call is answered in the 911-dispatching centre to the time the first fire or rescue apparatus arrives at the incident. This time best reflects the emergency system’s overall response performance and the experience of the person requesting the service. For the purposes of measuring compliance with NFPA 1720 response standards, total response time is measured from the point of fire department notification to the point of the first arriving fire apparatus to Structure Fire or similar major incidents. The rationale for this approach is to acknowledge that most volunteer fire departments contract dispatch services and are not in control of the time taken for alarm handling. As the population, geographic footprint of developed areas and community risk increase, a fire department will experience an increase in concurrent requests for service, longer travel distances and a higher frequency of complex incidents. As a result, emergency response times will gradually increase as demand for service increases. Table 27 and Table 28 identify the 90th percentile emergency response time performance for TFRS from the time of dispatch until the apparatus arrives on scene. NFPA 1720 identifies that urban demand zones shall have 15 firefighters on scene within 9 minutes (540s), 90 percent of the time. These standards are based on the effective response force for a single family 2000 sq. ft. house with no basement. Given that resources are deployed to match the dispatched incident type, it would be unfair to consider incidents in this analysis where resources were withheld at station or didn’t respond in order to measure a department’s ability to muster the ERF necessary to meet NFPA 1720. The 50th percentile and 80th percentile times are offered purely for comparison as part of this analysis. In addition, the median of number of firefighters on scene at the 9-minute mark and median total number of firefighters is included as a reference. Given the difficulty in achieving NFPA 1720 in an urban setting for a volunteer department, compliance with a 10-, 12- and 14-minute response time goals were provided to give some insight to achievable response time service levels. These times ultimately, it is left to the AHJ to decide on service level and performance targets. Page 420 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 97 Table 27: NFPA 1720 Structure Fire Response Performance (in secs) Station 2018 2019 2020 2021 2022 5 Year 90th percentile 681 847 758 709 720 736 80th percentile 630 740 664 641 595 672 50th percentile 549 612 574 539 478 539 Structure Fires Dispatched 17 19 15 14 22 97 # of FFs on scene once all units arrive (50th) 16 17 14 14 17 15 # of events with 15 FFs < 540 seconds 0 0 1 0 1 2 NFPA 1720 compliance 0% 0% 6% 0% 5% 2% Table 28: Overall Response Performance (in secs) From Dispatch to First Unit Arriving on scene. Station 2018 2019 2020 2021 2022 5 Year 90th percentile 823 823 911 844 853 854 80th percentile 762 746 757 771 747 759 50th percentile 609 606 608 602 570 599 600 sec compliance 49% 47% 48% 50% 57% 50% 720 sec compliance 74% 71% 74% 71% 76% 73% 840 sec compliance 91% 91% 87% 90% 89% 89% The following observations regarding TFRS emergency response performance were noted: • Over the five-year period, the department was effectively not able to meet NFPA 1720 o This standard is very aggressive and effectively not achievable in a volunteer system. o The two events in five years where this was met had assembly times of 88 seconds and 206 seconds. This likely indicates firefighters were already present at the station when the incident was dispatched. • Although response times were improved for structure fires and reflects an increased haste of firefighters to arrive at the station and mount apparatus, assembly time will be the largest barrier to improving response performance. • Given the current deployment model, an extended response time goal from dispatch until apparatus arrival of 14 mins (840 seconds) is achievable using a strictly volunteer model. • Cumulatively, response times remained relatively stable over the 5 years. Included in this FSMP at section 2 is a recommendation to formally establish emergency response time performance service levels. In addition, this recommendation includes the Page 421 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 98 monitoring and tracking of the current emergency response system capabilities in terms of the number of firefighters responding either directly or converging on scene, or the time increment to achieve a safe ERF and completion of the critical tasks. This section provides mapping of the response coverage for Tillsonburg Fire and Rescue Services. The methodology used to calculate the theoretical travel time and area coverage was based on the following formula: Response Time Goal – Assembly Time = Theoretical Travel Time For example: 600 secs (10 min), 720 secs (12 min) or 840 secs (14 min) - (80th percentile assembly time of 547 seconds) = theoretical travel time (in secs) Given that assembly time is the largest limiting factor to achieving NFPA 1720 standards, several options have been generated for establishing longer response time goals as well as moving towards more of a combination department with full-time firefighters in station during peak times and supplemented by the larger volunteer team. The theoretical travel time and road network travel speed data were applied to generate the response area of each station in the geographic information system (GIS) mapping program. The calculated theoretical travel time using this approach is a conservative calculation. Use of the 80th percentile assembly times to calculate theoretical travel time and corresponding area coverage for 10, 12 and 14-minute response time goals is highly reliable. When the 50th percentiles times are used, the associated assembly times would only be achieved 50% of the time. In other words, the theoretical travel time and area coverage would only be achieved about 50% of the time. Whereas by using the 80th percentile times, the mapped area coverage is somewhat smaller but should be achieved 80% of the time and is therefore a more reliable representation of response area coverage within a given time. Table 29: Theoretical Travel Time Calculation (in secs) 5-Year 80th Percentile Assembly Time Theoretical 600 Second Response Travel Time Theoretical 720 Second Response Travel Time Theoretical 840 Second Response Travel Time Tillsonburg 547 53 173 293 The following maps are provided to indicate emergency calls densities (heat map), current response performance and options for consideration: • Map 2: emergency call density map • Map 3: 10 minutes response coverage based upon 53 seconds travel time (based upon actual response performance) • Map 4: 12-minute response coverage option 1 (based upon 173 seconds travel time) • Map 5: 14-minute response coverage option 2 (based upon 293 seconds travel time) Page 422 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 99 • Map 6: NFPA 1710 option 3 (based upon single station with composite staffing response and 240 seconds travel time) • Map 7: NFPA 1710 option 4 (based upon 2 station coverage with composite staffing response and 240 seconds travel time) Table 30 below provides an analysis of the response various options depicted in the maps provided: Table 30: Response Performance and Options Option Pros Cons Option 1: Maintain Status quo and establish extended response time goals • No change in budgetary impact • Response time performance can be measured against achievable benchmarks. • May choose to define different goals based on different demand zones and resident expectations. 10-, 12-, and 14-minute response coverage mapping provided as potential options in Map 3, 4, and 5. • May experience increase in future response challenges, as well as challenges with recruitment and retention. • Longer response times and increased demand for resources as community growth increases the potential impact of emergency incidents. • Extended response time goals will negatively impact survivability of occupants and firefighter safety for structure fires Option 2: Open a second deployment location in the north side of town and retain the volunteer staffing model • May improve assembly times by locating a deployment location closer to firefighter residences. May see assembly times improve by a few minutes depending on time of day. • Creates opportunities to address other space concerns for training and other required facilities. • A location north of the train tracks provides guaranteed response if a train is blocking the crossing and preventing travel north • Increase capital costs. • The transition and subsequent operation need to be guided carefully to avoid negative cultural impacts if the primary station “loses” equipment to the new station. • Administration of two stations becomes logistically harder when leadership is in one location. Organizational structure would need to include an additional frontline manager to oversee routine and day to day operations of a second station. • Response times will improve for the initial alarm assignment. The achievement of the required full alarm assignment and ERF will remain a challenge. Page 423 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 100 Option Pros Cons Option 3: Maintain one station and hire full-time firefighters during peak periods, with future expansion to 24x7. (Recommended option) • Assembly time target becomes 90 seconds or less, and the 5.5-minute or less (assembly + travel time) target allows 94.8% of building coverage and 94.7% of road network coverage within the Town. • Peak time coverage can be implemented over a few years to reduce the tax impact to the operating budget. • Early intervention in an emergency is known to save lives, reduce property loss, and shorten the duration of the emergency. • Map 6 illustrates the NFPA 1710 standard travel distance goal of 240 seconds in a full-time station. • Significant operational budget impact of approximately $1,250,000 (10 full time staff at full implementation) • Increased demand for administration resources and scheduling. • Would require additional renovations of existing station to support staffing transition. • Assembly times for additional firefighters would remain a challenge for low frequency, high impact incidents (e.g., structure fires). Option 4: Combination of Option 2 and 3. • Reduced assembly times in the north combined with full-time response out of primary station would decrease the amount of time it takes to assemble 15 firefighters on scene. • Map 7 shows two station configuration with a 240 second travel time for both stations. This allows for a 300 second assembly time to meet the 1720 standard in the north and aligns to the 1710 standard for travel time out of the south station. • Building coverage and road network coverage improved to 99.5% and 96.9% respectively within 5.5 minutes (assembly + travel time). • Highest budget impact with both capital and operational budget impacts • Would need additional administrative support to oversee two station operations. An incident heat map can provide insight into the historical occurrence of incidents and provide a visual representation of higher demand zones for services. When used in conjunction with response coverage mapping, the areas of highest demand should be located closest to a fire station, if possible. The following map depicts the relative density of historical incidents and plots both the current station as well as the proposed station location in mentioned in option 2 and 4. Page 424 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 101 Map 2: Incident Density Map Page 425 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 102 Map 3: Option 1: 10-Minute Response Coverage Map (53 second travel time) Observations on response coverage based on a 10-minute response goal: Page 426 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 103 • Station response coverage is relatively limited as the potential travel time to achieve the 10-minute goal is 53 seconds for the first unit to arrive on scene. Page 427 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 104 Map 4: Option 1: 12-Minute Response Coverage Map (173 second travel time) Observations on response coverage based on a 12-minute response goal: Page 428 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 105 • Considerable improvement in the coverage of the town • Limited coverage in the southwest commercial/industrial area of town which represents areas of higher dollar loss and risk. Page 429 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 106 Map 5: Option 2: 14-Minute Response Coverage Map (293 sec travel time) Observations on response coverage based on a 14-minute response goal: Page 430 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 107 • Achieved full coverage of the town using the longest benchmark option • This option extends well beyond the recommended standard for response time for a community with the population density of Tillsonburg. Page 431 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 108 Map 6: Option 3: NFPA 1710: 2 Response Coverage Map (240 second travel time) Page 432 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 109 Observations on NFPA 1710 coverage map: • Achieved nearly complete coverage of the town when station is staffed and located in its current location • Current station is well positioned for a transition to a combination department and eventually career department. • Additional units staffed by career staff could be located out of this station and still achieve 1710 benchmarks for full alarm travel time Page 433 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 110 Map 7: Option 4: NFPA 1710 with Proposed Station Response Coverage Map (240 second travel time) Page 434 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 111 Observations on NFPA 1710 coverage map with Proposed Station: • The 240 second travel time from the second station in the north covers a good portion of Tillsonburg. This travel time allows for 300 seconds to assemble at the station to arrive within 9 mins under the NFPA 1720 standard. • Depending on work and home locations of firefighters, this may provide a significant improvement to assembly times. • For incidents in the north, you are likely to have simultaneous arrival of units from both stations for increased ability to intervene and mitigate the evolving incident. Observation #13: A significant portion of incidents are related to alarms ringing with a majority related to malfunctioning fire or CO Alarm equipment. Recommendation #26: Conduct an in-depth analysis to determine the current trends of alarms ringing with the view to initiating preventative measures to reduce the occurrence and costs of false alarms. (Suggested completion: 12-24 months) Rationale: High volume of alarms ringing (false alarms) incidents can create apathy and low turnout numbers. This results in lower resources in the instances where a real emergency exists. Effective public education, as well bylaws including proper enforcement penalties and fees for recurring and/or nuisance alarms will assist with minimizing unnecessary draw on resources. There is an already pre-existing bylaw enacted to assign fees but allows for one free false alarm per calendar year. Further public education on the false alarm bylaw and the impact to the fire department as well as re-evaluation of the subsequent fine amounts may enhance the bylaws effectiveness in reducing false incidents. This section provides further explanation on the importance of assembling an effective response force (ERF) comprising of adequate firefighters and equipment to manage emergency incidents safely and effectively. ERF standards are based on fire response research completed by organizations such as NFPA and the National Institute of Standards and Technology (NIST). These standards are established to ensure adequate resources are available to complete critical tasks in a safe and timely manner. NIST research identified over 22 essential fire ground tasks at a typical single-family house fire. Ideally, NFPA 1710 suggests a minimum of 16 firefighters, or four companies of four firefighters, are required for a full alarm assignment (17 if an aerial devise is used) for residential house fire. This goal is typically only achieved by urban metropolitan fire departments. However, the key point is that even a low-risk structure fire requires considerable resources to complete concurrent tasks and initiate interventions as quickly as possible. NFPA 1720 identifies the minimum number of firefighters that should respond to a fire incident within a specific timeframe. For urban responses, a minimum of 15 firefighters should arrive within 9 minutes, 90% of the time. Rural responses require a minimum of six firefighters to Page 435 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 112 respond within 14 minutes, 80% of the time. timeframe however they did meet the 15 firefighters for structure fires 50% of the time. Table 31 summarizes the median number of firefighters that responded to different incident types. Table 31: Median Number of Personnel on Scene by Incident Type Incident Type 2017 2018 2019 2020 2021 5 Year Alarm 8 8 8 6 8 8 Assist - Outside Agencies / Public 0 0 2 4 9 4 Carbon Monoxide 8 8 5 4 5 6 Electrical 8 8 5 4 9 4 Fire - Other 4 5 4 4 4 4 Fire - Outdoor / Grass 12 9 4 7 9 8 Fire - Structure 16 17 14 14 17 15 Fire - Vehicle 9 10 10 8 10 9 Hazmat 8 10 8 8 9 8 Medical 8 5 4 4 4 4 MVC 7 6 8 8 8 8 Other 7 4 7 8 6 6 Rescue 6 9 9 14 14 9 A critical task analysis for common incident types illustrates the resources required to achieve tactical objectives based on resource availability. The rationale for completing a critical task analysis is to identify whether response policies and guidelines align with available resources. In other words, are enough firefighters typically responding to complete the critical tasks on emergency scenes in a safe and timely manner. However, the optimal number of firefighters are not always available. Response policies and guidelines should identify critical task assignments and tactical objectives based on available resources. The optimum numbers of firefighters to manage larger and more complex incidents may not be dispatched initially due to the availability of firefighters. As a result, tactical objectives should be scaled to reflect these limitations. For example, an interior fire attack or rescue may not be possible with a single engine company and a limited water supply. Response policies or guidelines should also identify a contingency plan to call-in of off-duty firefighters or initiate mutual aid resources/automatic aid for larger incidents complex incidents. The following tables provide examples of critical task analyses that should be embedded in fire department standard operating guidelines or policies. The purpose of completing a critical task analysis is to establish the ERF response requirements and embed task assignments in standard operating guidelines. The examples provided are intended to illustrate leading practices with respect to the ERF required to safely manage commonly occurring emergency incidents. They Page 436 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 113 are provided as a guide and not intended to specifically represent TFRS response capacity or apparatus. Table 32: Low Risk: Small fire (no exposures): garbage, vehicle – private, grass, investigate (external), monitoring alarm (w/o confirmation) Initial Deployment No. FF Task Assignment Engine 4 Incident Command, Scene Safety, Size up, IAP Development, Accountability, Resource Determination, Water Supply, 360 assessment, Forcible Entry, Primary Search, Fire Control, Incident Stabilization Total Personnel 4 Table 33: Moderate Risk: Grass/wildland/brush fire (with exposures) Initial Deployment No. FF Task Assignment UTV (Support vehicle requested as required) 4 Incident Command, Scene Safety, Size up, IAP Development, Accountability, Resource Determination, Water Supply, Fire Control, Incident Stabilization Tender 2 Water Supply Engine 4 Firefighters for Operations District Chief 1 Transfer of Command, Scene Safety, IAP Confirmation and Evaluation, Accountability, Resource Management Total Personnel 11 Table 34: Moderate Risk: Attached garage, single family residential (detached/duplex) Initial Deployment No. FF Task Assignment Engine 4 Incident Command, Scene Safety, Size up, IAP Development, Accountability, Resource Determination, Water Supply, 360 assessment, Forcible Entry, Primary Search, Fire Control, Incident Stabilization Ladder (if available) 4 Scene Safety, Water Supply, Aerial Operations, On-deck Assignment, Primary Search, Fire Control Rescue 4 Scene Safety, On-Deck, Primary/Secondary Search, Fire Control 2nd Engine 4 Scene Safety, Water Supply, On-deck Assignment, Primary Search, Fire Control District Chief 1 Transfer of Command, Scene Safety, IAP Confirmation and Evaluation, Accountability, Resource Management. RDU & Pickup truck Rehab, Command area, protection from elements Total Personnel 17 Page 437 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 114 Table 35: Moderate Risk: Medical incident, cardiac arrest (VSA) Initial Deployment No. FF Task Assignment Engine or Rescue 4 Scene safety, Patient Assessment/CPR, Patient History, Apply Automatic External Defibrillator, Assist with Patient Packaging Total Personnel 4 Table 36: Moderate Risk: Medical incident, vehicle vs. pedestrian Initial Deployment No. FF Task Assignment Engine 4 Incident Command, scene safety, patient assessment / Care, patient packaging, Traffic Management Rescue 4 Stabilization, Extrication, Traffic Management Total Personnel 8 Table 37: Moderate Risk: Motor vehicle crash (1-3 private vehicles) Initial Deployment No. FF Task Assignment Rescue 4 Incident command and size-up, safety, establish outer perimeter, pump operation, 2 FFs prepare hand line. Engine 4 Establish inner perimeter, triage patients, patient care, extrication, patient packaging. Total Personnel 8 Table 38: Moderate Risk: Surface water, swift water or ice rescue, animal rescue Initial Deployment No. FF Task Assignment Water Rescue Unit 4 Officer of first arriving unit on scene assumes command, size up, scene safety and communications, patient contact, shore rescue if possible or water/ice rescue if required. Rescue 4 Addition Resources for Shore operations, On Deck, Patient care Squad 4 Addition Resources for Shore operations, On Deck, Patient care District Chief 1 Overall Incident Command, safety, accountability, resource management. Total Personnel 13 Page 438 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 115 Table 39: Moderate Risk: Small quantity (<20 L) of known product (gasoline, anti-freeze), open space natural gas smell or odor from unknown source Initial Deployment No. FF Task Assignment Engine 4 Incident Command, Scene Safety, Size up, IAP Development, Accountability, Resource Determination, Water Supply, 360 assessment, Forcible Entry, Incident Stabilization HAZMAT Unit 4 • Hazard and risk evaluation • Selection of personal protective equipment • Information management and resource coordination • Implement response objectives • Decontamination and clean-up operations • Terminate the incident Total Personnel 8 Table 40: High Risk: Commercial, industrial, strip mall, warehouse, mid-rise residential Initial Deployment No. FF Task Assignment Ladder (if available) 4 Incident Command, Scene Safety, Size up, IAP Development, Accountability, Resource Determination, Water Supply, 360 assessment, Aerial Operations, Forcible Entry, Primary Search, Fire Control, Incident Stabilization Engine 4 Scene Safety, Water Supply, On-deck Assignment, Primary Search, Fire Control Rescue 4 Scene Safety, On-Deck, Primary/Secondary Search, Fire Control 3rd Engine 4 Scene Safety, Water Supply, On-deck Assignment, Primary Search, Fire Control District Chief 1 Transfer of Command, Scene Safety, IAP Confirmation and Evaluation, Accountability, Resource Management RDU & Pickup 2 Rehab, Command area, protection from elements Total Personnel 19 Page 439 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 116 Observation #14: As detailed at Section 2, during the period 2021-2036 it is projected the town will experience 16.5% growth. This level of growth combined with the current assembly time and effective response force shortfall will further challenge TFRS. This growth will likely increase call volumes and pressure on the volunteer staffing model to meet emergency response performance targets that are based upon the identified risk factors. Total response time for volunteer staffing models has the assembly time as the largest limiting factor towards achieving performance targets. Recommendation #27: Implement Option 3 and transition to a composite fire department with the staffing of 10 firefighters (5 per platoon) to cover 12-hour day shifts when activity is at its peak. (Suggested completion: 12-96 months) Recommendation #28: Develop a part-time firefighter program, utilizing existing qualified volunteers to maintain on-duty numbers. This will allow for provisions of vacation, sick-time, and enhance training, inspection, administration, education, and initial emergency response. The goal is to transition to a full-time composite staffing model, supporting the immediate term. (Suggested completion: 12-24 months) Rationale: Due to the increased risk to the public at large as population density increases, the frequency of events will increase but also the possibility of escalating emergencies that can spread faster. Early intervention by a full-time day shift would allow additional time for volunteer resources to arrive to fully control the incident. A full-time crew may also be able to handle smaller incidents requiring only an ERF of 4 firefighters such as minor MVC’s, alarm conditions, small fires, medical calls, and/or citizen assists. The 10 firefighter positions can be hired in stages to minimize the tax impact in a single year. This in turn reduces the workload for the volunteer staff and response pressure during daytime peak periods and reduced availability of the volunteers. Furthermore, implementation of option 3 during the intermediate period of two to seven years will provide the timeline to monitor areas of growth and the potential need for a second fire station. Performance measurement and reporting is key to moving towards a databased culture of performance improvement and away from mere opinion. Performance measurement and reporting supports the following: • Determining a baseline performance level according to the indicators • Establishing achievable service goals based on current performance. • Identifying the gap between desired goals and current performance levels • Tracking progress toward achieving goals. • Benchmarking performance between departments Page 440 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 117 • Identifying problems and root causes • Planning for the future Performance data must be valid and reliable to generate useful and trusted performance reports. When interviewing 911 and non-emergency callers, the dispatcher identifies the incident type and captures a series of incident response time benchmarks. This information is then passed on to TFRS officer and used to complete their incident report. The report data is entered into the department’s record management system (RMS). Manual entry of response timestamp data is time consuming and prone to have more errors. Operational performance data and service level expectations should be regularly reported to staff. Timely performance reporting reflecting operational performance metrics and service levels is key to implementing performance management and system improvements. One approach to providing timely information to fire staff is develop a performance dashboard. CAD and RMS technologies must be integrated to support this tool. Observation #15: TFRS’ standard operating guidelines do not identify the number of firefighters and resources required to complete tactical or critical tasks. Critical task analyses will clarify incident resource requirements and identify the critical tasks to clarify firefighter tasks and manage an incident efficiently and safely. A common practice for POC services is to have one officer and three firefighters either onboard before exiting the station for the first alarm assignment, or fully established on scene before attempting the required critical tasks. Recommendation #29: Complete critical task analyses for common incident types in response SOGs. Additionally, tactical ERF objectives in SOGs should be scaled to the resources available in the event there are not adequate firefighters available to complete all critical tasks. (Suggested completion: 12-18 months) Rationale: POC volunteer staffing models are limited by firefighter availability and ability to respond. Occasionally this limitation can result in inadequate staffing for more complex and larger incidents. As a result, tactics and critical tasks should be scaled to reflect available resources. This may cause a fire fighter to be conflicted if a potential rescue is needed but staffing on scene does not support this action. For example, if the number of assembled firefighters or water supply are not sufficient to support an interior fire attack or rescue, fire tactics should be limited to exterior and defensive operations. Critical task analyses should be used to identify operational limitations in policy to clarify incident command objectives and maintain safe operations. Page 441 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 118 Observation #16: TFRS reports quarterly activity to council on a variety of topics including call volume, public education events, firefighter turnout, incident types, ongoing fire department projects. The current report does not contain performance goals or historical information, the ability to identify benchmarks. Monitoring changes in service demand, and response performance is an important management function. Recommendations #30: Utilize a purpose-built fire service records management system to ensure support to all programs required to meet the service levels. (Suggested completion: 12-24 months) Recommendation #31: Implement performance goals and regular reporting using established benchmarks to service levels approved by Council. (Suggested completion: 1- 12 months) Rationale: Changes in service demand, and response performance is an important management function. In particular, the incorporation of spatial data (latitude and longitude) into reports will allow enhanced understanding of where risk exists within Tillsonburg. Furthermore, the ability to measure and report performance is critical in maintaining department accountability and transparency for response performance. The first step in performance measurement is to develop the processes to collect reliable and valid data. As already discussed, fire and emergency services are typically data rich agencies. Use of integrated computer aided dispatch (CAD) and records management systems can improve the accuracy of the data captured and streamline the reporting process. These technologies simplify the conversion of data into useful information. Performance measurement and reporting is at the core of moving toward a databased culture and moves it away from mere opinion for fire services. Quarterly reports to council are likely sufficient but may need to be more frequent for operational staff to recognize gaps in service and turnout when they present. Although activity is important to report, the inclusion of historical trends can better communicate changing demands on the fire department. An RMS can typically be programmed to produce reports and queries to investigate specific topics or incidents. Page 442 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 119 One approach to providing timely information to fire staff is to develop a performance dashboard. CAD and RMS technologies must be integrated to support this tool. Figure 13 provides an example of the information that could be reported on a performance dashboard. Figure 13: Performance Dashboard Page 443 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 120 The goal of developing this Fire Services Master Plan is to conduct a comprehensive review of the Town of Tillsonburg fire service and produce a strategic plan for the next 7 years. This will provide a systematic and comprehensive approach to evaluate current response capabilities by identifying and mitigating risks and assist in formulating and communicating strategic directions for the fire service, while highlighting opportunities for improved service delivery. The FSMP will also assist in conveying information to the public, staff, and municipal council about what to expect in the municipality’s approach to fire and emergency service planning, service delivery model, policy, and development. The TFRS is functioning remarkably well with no evidence of the typical challenges with volunteer services such as turnover, retention and recruitment. The emergency response capabilities analysis indicates that the total response time 90th percentiles are well beyond of the leading practice of nine minutes for an urban demand zone. Further, TFRS was not able to assemble and effective response force of fifteen firefighters within the 90th percentile to perform the critical tasks required in a structural fire. It is extremely important to note that TFRS is providing the best possible emergency response service given the limitations of the volunteer staffing model, the community risk factors, and the current built up areas within the town’s boundaries. There are several observations and recommendations provided in this master plan to improve operational effectiveness and efficiencies and enhance administrative and operational processes. Key among the 31 recommendations is: • Establish service levels for emergency response that includes the analysis and risk factors identified in the community risk assessment. • Establish dedicated fire and life safety education and dedicated inspection and enforcement positions with a focus on risk reduction through lines 1 and 2. • Ensuring all fire fighters and fire service staff are certified to appropriate levels as identified by the Council approved service levels. • Conduct a staffing review of the FireComms division to determine a more efficient and effective staffing model. Conduct a feasibility study for a stand-alone Fire Communications Centre facility. • Development of capital asset and reserve fund program to ensure sustainable funding models for future replacement of apparatus and equipment. • Undertake a complete functional an operational assessment of the TFRS fire station. • Transition to a composite staffing model with full time firefighters during peak periods, Although each recommendation has a corresponding timeframe, it is important to note this FSMP needs to be revisited on a regular basis to confirm that the observations and recommendations remain relevant. The recommendations outlined in this FSMP will better position TFRS to mitigate and manage community risks, monitor response capabilities and performance, and maintain excellent community relationships and value for money. Page 444 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 121 Notwithstanding operational observations around emergency response performance, achievement of an effective response force and the TFRS is an exemplary fire service that is serving the community very well. Finally, our interactions with the Town of Tillsonburg elected officials and staff revealed a highly professional and dedicated organization that is committed to providing the best possible service to the citizens of the town. Page 445 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 122 Appendix A: Glossary of Terms Appendix B: List of Figures, Maps, and Tables Appendix C: Theoretical Response Mapping Methodology Appendix D: Town of Tillsonburg Online Firefighter Questionnaire Results Appendix E: Tillsonburg Job Descriptions Appendix F: Tillsonburg Apparatus and Light Duty Fleet Page 446 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 123 Apparatus Any vehicle provided with machinery, devices, equipment, or materials of the Fire department for firefighting as well as equipment used to transport firefighters or supplies. Assembly Time From the time the notification sounds in the fire station until the first vehicle leaves the station. In a full-time department this is expected to be within 80 seconds but for volunteer departments the time to collect a response crew can vary widely depending on location and time of emergency as well as all the factors that impact travel time. Chute Time See Assembly Time Dangerous Goods This term is synonymous with the terms hazardous materials and restricted articles. The term is used internationally in the transportation industry and includes explosives and any other article defined as a combustible liquid, corrosive material, infectious substances, flammable compressed gases, oxidizing materials, poisonous articles, radioactive materials, and other restrictive articles. Discovery This is the time between the start of the emergency and when someone or an engineered system has detected the incident. Dispatch Time This is the time required to extract the necessary information from the caller to allow the proper response to be initiated. The dispatcher identifies the correct fire location and initiates the dispatch by paging the appropriate fire station. Emergency Call This is the period between discovery and the actual notification of emergency services. Emergency Communications Centre (ECC) A facility dedicated to service receives calls, processes them, and then dispatches emergency units to the correct location in the appropriate time period. Emergency Operations Centre (EOC) The protected sites from which civil officials coordinate, monitor, and direct emergency response activities during an emergency or disaster. Emergency Any occasion or instance that warrants action to save lives and to protect property, public health, and safety. A situation is larger in scope and more severe in terms of actual or potential effects. Fire Suppression The application of an extinguishing agent to a fire at a level such that an open flame is arrested; however, a deep-seated fire will require additional steps to assure total extinguishment. Hazard Analysis A document, which identifies the local hazards that have caused, or possess the potential to adversely affect public health and safety, public and private property, or the environment. Impact The effect that each hazard will have on people such as injury and loss, adverse effects on health, property, the environment, and the economy. Page 447 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 124 Incident A situation that is limited in scope and potential effects. Intervention Time The time from fire reporting to the point where the first arriving pumper, or other apparatus providing comparable functions, arrives at the fire scene and directs an extinguishing agent on the fire. Mutual Aid Agreement An agreement between jurisdictions to assist each other during emergencies by responding with available manpower and apparatus. National Fire Protection Association The National Fire Protection Association (NFPA) is an internationally recognized trade association established in 1896 that creates and maintains standards and codes for usage and adoption by local governments to reduce the worldwide burden of fire and other hazards. This includes standards and guidelines to which many fire departments utilize to carry on day-today operations. Response Those measures undertaken immediately after an emergency has occurred, primarily to save human life, treat the injured, and prevent further injury and losses. They include response plan activation, opening and staffing the EOC, mobilization of resources, issuance of warnings and direction, provision of aid, and may include the declaration of a State of Local Emergency. Risk The chance or likelihood of an occurrence based on the vulnerability and known circumstances of a community. Setup Time This is the time necessary on site to evaluate the necessary actions, position the required resources and commence the intervention. In the case of a fire, completing size-up, assigning the necessary tasks, and deploying resources can provide delays on scene. A well-trained crew can minimize these delays while providing a safe, successful response. Standard Operating Guidelines (SOG) A written organizational directive that establishes or prescribes specific operational or administrative methods to be followed routinely, which can be varied due to operational need in the performance of designated operations or actions. Standard Operating Procedures (SOP) A written organizational directive that establishes or prescribes specific operational or administrative methods to be followed routinely for the performance of designated operations or actions. Travel Time Once a vehicle leaves the station, it must negotiate the best route between that point and the location of the emergency. Factors to consider for travel time are driver skill, weather, traffic, topography, road conditions and vehicle capabilities. Page 448 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 125 Figures Figure 1: Fire Services Master Plan Process .............................................................................. 3 Figure 2: Economic Sectors (2021) ............................................................................................ 9 Figure 3: Risk Evaluation Matrix ................................................................................................. Figure 4: Risk Matrix Template ............................................................................................... 17 Figure 5: Tillsonburg Fire and Emergency Services Organization Chart. ................................ 36 Figure 6: Fire Service Time Management ............................................................................... 38 Figure 7: Fire Apparatus Life Cycle Cost Projection Example .................................................. 72 Figure 8: Unique Incidents by Incident Type (2018 to 2022) .................................................. 85 Figure 9: 2018-2022 Incidents by Time of Day ........................................................................ 87 Figure 10: 2018-2022 Incidents by Day of Week .................................................................... 88 Figure 11: Incident Intervention Continuum ........................................................................... 89 Figure 12: Assembly Performance Distribution – First Departing Only (in secs) (excluding mutual aid) .............................................................................................................................. 94 Figure 13: Performance Dashboard ...................................................................................... 119 Maps Map 1: Town of Tillsonburg Overview ...................................................................................... 7 Map 2: Incident Density Map ................................................................................................ 101 Map 3: Option 1: 10-Minute Response Coverage Map (53 second travel time) .................. 102 Map 4: Option 1: 12-Minute Response Coverage Map (173 second travel time) ................ 104 Map 5: Option 2: 14-Minute Response Coverage Map (293 sec travel time) ...................... 106 Map 6: Option 3: NFPA 1710: 2 Response Coverage Map (240 second travel time) ........... 108 Map 7: Option 4: NFPA 1710 with Proposed Station Response Coverage Map (240 second travel time) ............................................................................................................................ 110 Images Image 1: Risk Management Cycle Process .............................................................................. 13 Tables Table 1: Targeted Interview List ................................................................................................ 4 Table 2: Major Manufacturing Employers in Tillsonburg ......................................................... 8 Table 3: Major Non-Manufacturing Employers in Tillsonburg ................................................. 9 Table 4: Population and Private Dwellings Change (2001 to 2021) ....................................... 10 Table 5: Sample Risk Inventory ............................................................................................... 16 Table 6: OBC Major Occupancy Classification ........................................................................ 18 Table 7: Town of Tillsonburg Total Existing Property Stock .................................................... 19 Table 8: Potential High-Fire Risk Occupancies ........................................................................ 21 Page 449 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 126 Table 9: Vulnerable Occupancies ............................................................................................ 23 Table 10: Impacts of Hazards on Fire Protection Services ...................................................... 24 Table 11: Fire Apparatus Service Schedule (Fire Insurance Grading) ..................................... 68 Table 12: Fire Apparatus Life Cycle Cost Projection Example ................................................. 71 Table 13: TFRS Apparatus and Planned Life Cycle .................................................................. 73 Table 14: Participating Community Comparatives ................................................................. 76 Table 15: Community Comparative Departments’ Profile ...................................................... 77 Table 16: Community Comparative Budget Ranking .............................................................. 78 Table 17: Community Comparative Standard of Cover .......................................................... 78 Table 18: Examples of Incident Types for Statistical Analysis ................................................. 79 Table 19: Municipal Comparative Response Call Volume ....................................................... 80 Table 20: Unique Incidents within Tillsonburg (2018 to 2022) ............................................... 83 Table 21: SIR Incident Types within Tillsonburg (2018 to 2022) ............................................. 84 Table 22: All Incidents/Responses by Incident Subcategory Type .......................................... 86 Table 23: NFPA 1720 Staffing and Response Time Standards ................................................ 91 Table 24: Alarm Processing Performance (in secs) ................................................................. 93 Table 25: Assembly Performance – First Departing Only (in secs) (excluding mutual aid) .... 94 Table 26: 80th Percentile Travel Performance by Station (in secs) ........................................ 95 Table 27: NFPA 1720 Structure Fire Response Performance (in secs) .................................... 97 Table 28: Overall Response Performance (in secs) From Dispatch to First Unit Arriving on scene. ...................................................................................................................................... 97 Table 29: Theoretical Travel Time Calculation (in secs) .......................................................... 98 Table 30: Response Performance and Options ....................................................................... 99 Table 31: Median Number of Personnel on Scene by Incident Type ..................................... 112 Table 32: Low Risk: Small fire (no exposures): garbage, vehicle – private, grass, investigate (external), monitoring alarm (w/o confirmation) ................................................................. 113 Table 33: Moderate Risk: Grass/wildland/brush fire (with exposures) ................................ 113 Table 34: Moderate Risk: Attached garage, single family residential (detached/duplex) ... 113 Table 35: Moderate Risk: Medical incident, cardiac arrest (VSA)......................................... 114 Table 36: Moderate Risk: Medical incident, vehicle vs. pedestrian ...................................... 114 Table 37: Moderate Risk: Motor vehicle crash (1-3 private vehicles) ................................... 114 Table 38: Moderate Risk: Surface water, swift water or ice rescue, animal rescue ............. 114 Table 39: Moderate Risk: Small quantity (<20 L) of known product (gasoline, anti-freeze), open space natural gas smell or odor from unknown source ............................................... 115 Table 40: High Risk: Commercial, industrial, strip mall, warehouse, mid-rise residential .... 115 Page 450 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 127 Response travel times are directly influenced by station location and can be varied based upon a cost/risk analysis and the development of performance targets. Base Data Layers Requested • Hydrology • Single Line Road/Transportation Network • Railways • Municipal Boundaries • Parks • Projection File • Orthophoto (GeoTIFF, Mr.SID), if available • Emergency Services Locations Data Formats • Preference of ESRI Shapefiles Purpose of Files A. Hydrology i. Identify needs for response to water locations (if dependent on a water response unit) ii. Can be identified and analyzed with the rail network to locate spill contaminations, as well as containment for overland flow & flooding to water spills iii. Locations of bridge crossings which can convert to varying incidents, as MVC/MVA, spill contaminants, etc. iv. Assists in the definition of the map for locational awareness by others v. Completes the map B. Single Line Road/Transportation Network i. Used to determine response times from emergency locations to determine a network based on road speeds ii. Roads are created into a network for response C. Railways i. Identified risk areas for impeding response time when crossing a roadway or proximity to municipal areas will also determine the response and apparatus used for a derailment response or other rail emergency or risks, such as chemical spill evacuations. D. Municipal Boundaries i. Identifies the limits to response for mutual aid and responsibilities when overlaps occur within a response area. Also identifies sub areas for specific mapping and identification of municipal and regional response zones. Provides information for gap analysis for future state locations or refinement of locations. Page 451 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 128 E. Parks i. Identifies the potential risk areas due to accessibility issues for tracts of land, as well as constraints and opportunities for new locational analysis for or against new stations within a municipality. Ability to determine development of new locations due to proximity. Parks are identified as local, regional, provincial, and national. F. Projection File i. To ensure that we have the same data set up as being used by the Municipality or Client, measurements (both distance and time) and spatial location are correct when determining analysis. G. Orthophoto (GeoTIFF, Mr.SID), if available i. We typically do not use the ortho on the output maps, but the analysis sometimes needs clarification of what is on the ground, and we use it to quickly ground truth locations and information needed prior to asking clients for clarification, or to substantiate clarification of an area. ii. Is a nice to have, yet hard to use, as it takes up a lot of memory/space and is difficult to ship/transfer. H. Emergency Services Locations i. Identify the actual location rather than a theoretical location based on an address match to ensure that the data location is as correct as possible, and no mis-locations are identified on the initial running of the theoretical response times. ii. Locations may be moved from within a parcel to the front of the parcel whereby it touches the road network. Ensures the response from the station is captured. There are no corrections made to the movement of station to time, as it is typically within 50 metres. Theoretical Response Zone A. Assumptions i. Weather is average – no storms, rain, snow etc. ii. Roadway segments contain a node/junction at intersections • If not available, road network needs to be cleaned and fixed iii. Roadways need to sometimes extend beyond some municipalities iv. Emergency responders are trained on response vehicles v. Response vehicles are in good condition vi. Roads are dry and in good condition vii. Left turns are not reduced by a time % viii. Road speeds are provided by client, if not • Road class table used to populate speeds based on road classification • Road speeds are reduced from the posted sign, typically no more than 5% Page 452 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 129 ix. Traffic volume is average, there is no congestion or there is a free-flowing lane to be used x. Rail crossings are free to cross and do not impede response xi. Time of day is based on an average time from 9 am – 9 pm xii. Opticoms (or similar product for traffic light manipulation) are present to allow for free moving response xiii. Intersections of roads are not reduced (the roads are reduced from other project limits and averaged over time for generality of best fit) xiv. School zones are not adjusted unless identified, then changes to road net are made B. Response Time i. Customized response based on Emergency Services Input ii. Response time includes 80% of all calls for service iii. Total drive time along roads (determined above by road speeds) iv. Variances are identified and are tweaked based on known data or other trends C. Response Polygons i. Identify general area of response from the outer most limits driven ii. Also identify response zones for mutual aid iii. Identify gaps in response iv. Aid in the development of Fire Zones for response v. Assist in the identification of new stations vi. Also identifies needs to move stations to another location, as required Additional Analysis A. Out of Scope Analysis (needs further discussion with client) i. Transition from project to operationally based: • Specific distance and travel • Based on time of day • Based on time of year • Call volume • Call types • Modeling • Scripting for batch work B. Data Availability i. When data available from clients is detailed enough, it is used ii. Not all data is detailed enough, and assumptions are made C. Analysis i. Additional analysis can be performed (as reduction of road speeds to an intersection) Page 453 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 130 • For above example, identification of intersections can be complex, and data not always available: • Stop Sign • 3-Way Stop • Yield • Lights • Flashing Light ii. Tends to be time consuming • Clients not willing to engage cost of this project • Levels of data may not be accessible • Missing detail • Usually is a one-off project and new data is typically not leveraged Page 454 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 131 Page 455 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 132 Page 456 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 133 Page 457 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 134 Page 458 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 135 Page 459 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 136 Page 460 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 137 Page 461 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 138 Page 462 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 139 Page 463 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 140 Page 464 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 141 Page 465 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 142 Page 466 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 143 Page 467 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 144 Fire Chief The Fire Chief participates as a member of the Senior Leadership Team and is responsible for the overall operation of the fire department. The Fire Department of Tillsonburg also delivers fee- for-service fire communications. Responsibilities: • Provides strategic vision to Fire Services Department. • Act as Chief Fire Official for the Town of Tillsonburg. • Evaluates and measures municipal fire risk. • Acts as an assistant to the Ontario Fire Marshal and performs all duties associated with the position. • Manages and administers the fire safety, suppression, and emergency services for the Town of Tillsonburg. • Applies the provisions of the Fire Protection and Prevention Act and the Ontario Fire Code through fire safety inspections and fire code enforcement activities. • Assumes command at major emergencies and as required. • Develops, plans, implements, and manages a fire prevention inspection program. • Reviews, updates, implements, and maintains the Department’s Establishing and Regulating By-law. • Updates and maintains the Town’s Emergency Plan and is appointed as the Community Emergency Management Coordinator. • Administers and enforces the provisions of the Ontario Fire Code related to conducting fire safety inspections and related processes and acts as Provincial Offences Officer through Inspection Orders and judicial proceedings. • Develops new business opportunities for the Fire Communications Division. • Responsible for ensuring that a culture supportive of both customer service and continuous improvement is prevalent within the department. • Responsible for ensuring that a culture supportive of both customer service and continuous improvement is prevalent within the department. • Management, coaching, development, and performance management of staff, as well as team building. • Development of an annual department and business plan for areas of responsibility, including measurement tools for same. • Providing direction, guidance, and leadership to managers within the Fire Services department. • Maintain effective working relationships with employees in compliance of the personnel policies and legislation. Page 468 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 145 • As part of the senior leadership team, develops corporate goals, policies, programs, new work methods and objectives. • Plan, organizing, scheduling and co-coordinating work of town and other government staff, contractors, consultants, volunteers, government grant employees, etc. • Prepare reports to CAO/Council, and others regarding a wide variety of operational and capital issues. • Oversees and reviews operating procedures for all responsible areas. • Responsible for ensuring that all statutory licenses and certification of staff is maintained. • Manage and control both the operational and capital activities within budgetary guidelines. • Correspond, communicate, and meet with public regarding operational and all town issues as required. • Attend Council, committee and public information centre meetings as required. • Member of Emergency Management Team. • Ensures the training and implementation and compliance with the Occupational Health and Safety Act and regulations. • Aware of safe work practices relating to job responsibilities and have basic understanding of the Occupational Health & Safety Act as it relates to the work environment. • Adheres to all policies and procedures for the Town. • Performs other duties as assigned. Qualifications: • Post-secondary education preferably at the university level or an equivalent. • Achieved the Ontario Fire Service Standard for Fire Chief. • Ontario Fire Service Standard for Training Officer and Fire Prevention Officer would be an asset. • Valid DZ driver’s licence. Minimum of five (5) year’s senior management experience. • Proven progressive record of municipal leadership. • Excellent interpersonal skills. • Excellent organizational skills. • Excellent communication and customer service skills. • Good working knowledge of current municipal government legislation, issues, and strategies. • Ability to prioritize problem solve, motivate, coach, train and supervise staff. • Ability to establish and maintain effective working relationships. • Excellent team building skills. Page 469 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 146 • Knowledge of relevant legislation, polices, and guidelines. • Excellent leadership skills. Assistant Chief, Communications and Administration The Assistant Chief of Communications and Administration reports to the Fire Chief and acts as Fire Chief and CEMC in the absence of the Fire Chief. Key accountabilities include; leading and managing the Communications, Administration and Public Education divisions and assisting with the Emergency Management program for the Town of Tillsonburg Fire and Rescue Services. Responsibilities: • Lead and manage Communication, Public Education, and Administration Divisions • Coach, mentor, develop and inspire assigned personnel • Maintain compliance with legislation, council approved service levels and industry standards and best practices, • Develops, monitors, and evaluates Communications, Administration, and Public Education Programming • Direct and coordinate the work of communications and public education personnel • Administers accounts receivable and accounts payable functions • Administers Emergency Reporting Records Management Software • Administers payroll function • Administers Fire Department Correspondence • Liaise with internal and external agencies and stakeholders • Research, formulation and implementation of programs, policies, and procedures • Develops and administers divisional operating and capital budgets • Develops, negotiates, and administers service, employee, and maintenance contracts • Develops and administers annual work plan objectives • Develops training plans, programs and learning materials for areas of responsibility • Researches and develops policies, procedures, techniques • Researches and implements technologies and equipment to enhance service delivery • Demonstrated ability to manage employee attendance program • Project management • Inspects and maintains technology and equipment • Develops responses to Requests for Proposals/Quotations • Resolves conflicts, finds solutions to complex problems • Demonstrated continuous improvement abilities • Compiles data for reports for business intelligence and decision support • Maintains positive labour relations • Excellent report writing and presentation skills Page 470 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 147 • Exceptional customer service knowledge and skills • Maintains Professional Competency and development • Other duties as assigned Qualifications: • Post-Secondary education in communications, education, technology, business administration or related field and/or equivalent as determined by the Fire Chief • Minimum 5 years related work experience. • NFPA 1061 related certifications • NFPA 1035 certification • Demonstrated ability to develop, negotiate and administer service, employee, and maintenance contracts. • Experience, hiring, training, evaluating, personnel. • Valid G driver’s licence in good standing • Comprehensive knowledge of fire service administration, public education, and emergency fire communications processes, standards, and best practices • First Aid/CPR certificate. • Project Management experience • Make decisions, solve problems, resolve conflicts. • Principles of supervision, training, and performance evaluation. • Excellent verbal, written and presentation communication skills. • Superior interpersonal and customer service skills • Ability to work effectively maintaining a positive team environment. • Ability to lead, manage, coach, mentor, and develop staff. • Ability to handle matters of a confidential or politically sensitive nature. • Comprehensive Knowledge of NFPA 1061 – Telecommunicator I & II, Tactical Dispatcher, Training Officer & Coordinator, Quality Assurance & Continuous Improvement, Communications Supervisor, Manager & Director • Comprehensive knowledge of Fire Communications related technology, CAD Symposium, Radio Motorola Avtec, RMS FirePro/Emergency Reporting, 911/NG-911, telephone system Avaya, GIS, Back-up equipment and emergency power. • Proficient in use of computer technology, CAD, Windows O/S, Microsoft Office Suite, Fire RMS, CAD, Radio, etc. Page 471 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 148 Assistant Chief, Fire Prevention and Training The Assistant Chief, Fire Prevention and Training is responsible for planning, leading, and managing all activities related to fire prevention and training and assists with activities related to emergency management and emergency response. Responsibilities: • Maintain compliance with legislation, council approved service levels, and industry standards and best practices in all areas of fire prevention, training, and professional qualifications. • Conduct inspections ensuring compliance with legislation, codes, standards and where necessary issue orders, notices and administers the prosecution process. • Prepare reports in order to provide detailed analysis of infractions pertaining to codes, legislation and by-laws and ensuring that owner(s)/occupant(s) of a property is/are aware of those infractions and/or requirements. • Evaluate, approve, monitor, and provide guidance for fire safety plans and evaluates occupant loads. • Read and interpret building plans, blueprints, installation guides, construction plans and specifications as well as conducts inspections, pursuant to the requirements and powers prescribed in the Building Code Act. • Conducts and monitors fire investigations, documents fire scenes, and reports on origin, cause, and circumstances. • Conducts Community Risk Analysis and develops prevention and training programs accordingly. • Manages fire prevention programs and activities so that fire inspections and life safety studies meet the requirements of relevant legislation, codes and standards, and fire risk analyses are completed. • Manages, creates, and promotes public relations and public education programs and activities focusing on public safety in an effective manner, and ensures compliance with relevant legislation. • Fosters a positive, supportive, and collaborative team approach, manages conflict, and provides coaching and mentoring. • Provides technical support and expertise to fire department personnel. • Organizes initial response to emergency situations, initiates ICS, coordinates and controls emergency operations and resources, manages safety at the emergency site, supervises crew, and accounts for all personnel. • Assess and ensure efficient and effective operation and maintenance of fire stations, apparatus, and equipment. • Assigns, oversees, and assists in the delivery of internal training to Fire Service employees to ensure all personnel are fully competent in both fire suppression and the delivery of high-quality public education and fire prevention programs and activities; Page 472 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 149 • Delegates responsibility and accountability and ensures that personnel professional development needs and succession planning requirements are met. • Under the direction of the Chief, establishes performance criteria and oversees performance evaluations. • Researches and evaluates policies, procedures, techniques, technology, and equipment for fire suppression. • Acts as the Fire Chief and as the Alternate Community Emergency Management Coordinator for the municipality and assumes the duties and responsibilities of the CEMC in absence of the Fire Chief. • Assists with the development, maintenance, and implementation of the Town’s Emergency Management Program to ensure compliance with emergency management legislation. • Liaises and collaborates with other Town departments, partner agencies, stakeholders, and community organizations. • Assists in the development of long-term and short-term operating and capital budget plans in accordance with established guidelines that align with the strategic direction of the Town Strategic Plan. • Participates in the planning and execution of Fire Service projects. • Performs administration duties, compiles data, and prepares reports for the Chief and to present to Town Council. • Ensures a respectful and harassment-free working environment. • Ensures that all statutory licenses, qualifications, and certification of employees are maintained. • Maintains professional competency and personal professional development. • Ensures every reasonable precaution is taken to protect employees in accordance with the Occupational Health and Safety Act and regulations and ensures compliance with Town Health and Safety policies/procedures. • Adheres to all policies and procedures for the Town. • Performs other related duties as assigned. Qualifications: • Comprehensive knowledge of fire suppression and fire prevention typically acquired through post-secondary education in Fire Protection Technology, Administration, Education, or a related field. • Five (5) years of experience in a Fire Service preferably with specific experience in Fire Prevention, Training, and emergency response; an equivalent combination of education and experience may be considered. • Proven people leadership skills with a commitment to employee development, coaching, and collaborative team building. Page 473 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 150 • Superior communication skills required; must be comfortable with public speaking, working collaboratively with community partners/stakeholders and have polished presentation skills. • Strong analytical, critical thinking, and problem-solving skills. • Excellent time management and organizational skills; ability to prioritize multiple initiatives and re-adjust priorities, oversee the development of a project/work schedules, monitor progress towards goals, and address challenges as they arise. • Knowledge of principals of adult learning to design and develop training programs for fire personnel. • Demonstrated resilience under pressure with comprehensive knowledge of crisis management. • Knowledge of relevant legislation including the Ontario Fire Code, Ontario Building Code, and municipal by-laws • Valid standard First Aid and CPR Level C • NFPA 1001 – Firefighter I & II • NFPA 1021 – Fire Officer I II • NFPA 1031 – Fire Inspector I, II • NFPA 1041 – Fire Instructor I & II • Qualified as a Certified Fire & Explosion Investigator (CFEI) or NFPA 1033 • Proficient in use of technology including Microsoft Office Suite and Fire RMS • Strong research, writing, and communication skills with the ability to produce formal reports for Town Council. • A valid DZ driver’s licence in good standing with no more than six (6) demerit points. • Successful completion of a Criminal Background check and Vulnerable Sector screening and the ability to maintain discretion and confidentiality. • Ability to participate as an effective team member and to support and project values compatible with the Town. Fire Communicator Responsible for the effective and timely flow of emergency telecommunications to the public, customers, and staff. Responsibilities: • Answers all incoming calls to the Fire Communications Centre. • Facilitates immediate dispatch of required fire services. • Gathers as much complete and accurate information as possible from caller through the use of clear questions, a calm demeanor, and empathy/understanding. • Adjusts communication style to meet caller needs, to quickly determine how to route response. Page 474 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 151 • Interviews and probes callers rapidly to acquire complete address (location) information, using effective descriptors. • Data enters location, caller information and details pertaining to the call. • Monitors firefighter response and provides logistical support to the Fire Service Incident Commander. • Maintains Radio Communication for the duration of an incident. • Ensures all incident documentation is complete and accurate in applicable computer systems. • Maintains Emergency Communication Centre equipment and supplies. • Performs Fire Service-related public relations within the Town providing related information as required. • Perform administrative duties and monitors station security. • Provide administrative support services for other Town departments as required. • Acts as a call centre agent for all other municipal services and selected county services, as required. • Responds to off-duty calls staffing requests during an emergency situation where additional support is required. • Adheres to all policies and procedures for the Town. • Performs other related duties as assigned. Qualifications: • Two (2) year community college diploma in a related field of study or equivalent experience and/or training in Communications or a related field is required. A diploma in Emergency Telecommunications is preferred. • Prior emergency services dispatching is an asset. • Ability to obtain NFPA 1061 Level I & II accreditation. • Excellent communication skills (oral and listening) despite communication barriers of a caller and the ability to respond concisely and clearly. • The ability to demonstrate resiliency and remain calm in a high stress, demanding, fast paced environment. • Ability to work cooperatively and respectfully within a team environment. • Ability to learn and apply knowledge/skills in a fast-paced environment. • Excellent organizational skills, able to prioritize tasks. • Excellent keyboarding skills (45 WPM) and demonstrated proficiency in Microsoft Word and Excel. The ability to learn new software applications as required. • Must be able to type and enter data with exceptional accuracy. • Professional, respectful, and courteous demeanour with a willingness and commitment to working with and helping members of the public and other staff. • Ability to maintain composure with individuals who are emotionally upset, or frustrated. Page 475 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 152 • Ability to multi-task and adapt to continuous change. • Ability to accurately follow policies, procedure, directives, and standard operating procedures. • Ability to deescalate and resolve conflict as well as answer questions and address concerns/complaints promptly. • Must demonstrate a commitment to continuous improvement by exploring innovative or unique approaches to completing position responsibilities. • Must be able to work rotating shifts and have flexibility to report to work on short notice in the event of an emergency. • Ability to meet testing requirements of the position. • Ability to participate as an effective team member and to support and project values compatible with the Town. Volunteer Firefighter Performs firefighting, emergency response, and fire inspection duties with a requirement to participate in ongoing mandatory training, with a commitment to public engagement and education. Responsibilities • Responds promptly to fire and rescue emergencies so that lives are protected and property loss and damage to the environment is minimized. • Participates in regular training in all aspects of firefighting/suppression, fire prevention, fire equipment/vehicle maintenance, health, and safety, and first aid. • Performs work of a hazardous nature involving fighting fires, salvaging, rescue, and administering first aid. • Performs communication duties so that required information is transmitted or received through the appropriate emergency communications system. • Ensures that victims are safely removed from an area of danger to an area of safety while securing the perimeter of the area from members of the public. • Provides emergency first aid care so that victims are assessed and stabilized, emergency care is initiated, and patients are transferred to emergency medical services for further care and transport. • Performs hazardous materials and chemical operations so that injury or loss of life is prevented, and environmental and property damage is minimized. • Operates and maintains fire vehicles such as engines, ladder trucks, aerial platform, rescue trucks and support vehicles as required by the Ontario Highway Traffic Act and that preventable mechanical breakdowns are avoided. • Maintains fire equipment to ensure safe functionality and operational readiness. • Participates in fire safety inspections to ensure that a premises meets an acceptable degree of life safety as specified by the Town of Tillsonburg Fire Department and the Ontario Fire Code and refers fire safety infractions/violations as required. Page 476 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 153 • Performs public education and public relations activities to engage the community and promote fire and emergency safety. • Collectively develops pre-incident plans so all pertinent information is available to fire suppression personnel for determining initial response and establishing incident management requirements. • Ensures all legislation, safety procedures, and practices are adhered with working knowledge of Occupational Health and Safety Act (OHSA) as it relates to fire suppression and rescue activities (PPE, Fall Arrest, Confined Space, and Aerial Platform). • Performs administrative duties in accordance with fire department operating guidelines. • Demonstrates a commitment to personal and professional development to remain current with new legislation, standards, techniques, and procedures. • Adheres to all policies and procedures of the Town. • Performs other related duties as assigned. Qualifications • Reside within or in close proximity to the Town of Tillsonburg. Preference will be given to those residing in closest proximity to the Fire Hall and candidates who have the greatest flexibility to attend calls. • Completion of secondary school education or an equivalent is preferred. • Be at least 18 years of age. • Possess a valid Class ‘G’ Driver’s Licence with driver’s abstract acceptable to the Town. • Ability to obtain a class DZ Driver’s Licence during the probationary period. • Have visual acuity, minimum requirement of 20/30 corrected OR 20/40 uncorrected both eyes tested together, have normal depth perception, and have colour vision. • Proficiency to communicate effectively in English both in speaking and writing. • Ability to complete and maintain a Standard First Aid and CPR Level C certification. • Ability to physically and mentally perform the duties of a firefighter having regard for one’s own safety and the safety of the public. • Ability to meet performance levels as outlined in the Association agreement including emergency responses, weekly training session requirements, and regularly scheduled station duties. • Ability to work in adverse conditions for prolonged periods of time and comfortable working at heights and in confined spaces. • Ability to conduct routine maintenance and cleaning of the station and all equipment. • Ability to work in a highly structured work environment and follow the regulations and procedures of the Tillsonburg Fire Department. • Dedication and capability of learning and performing the various methods and techniques used in extinguishing and preventing fires and in executing rescues. Page 477 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 154 • Commitment to acquiring knowledge of hazardous materials, poisonous substances, arson detection, life safety systems and other job-related subjects, and be familiar with the procedures associated with these subjects. • Ability to make sound decisions, provide clear direction/information, and remain calm in high pressure, emotionally charged, emergency situations. • Possess no criminal convictions for which a pardon has not been granted. • Successful completion of the new recruit training program. • Ability to participate as an effective team member and to support and project values compatible with the Tillsonburg Fire Department. Page 478 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 155 Pump 1 Pump 2 Unit Number: 70 Unit Number: 71 Year/Make: 2016 Pierce Saber Year/Make: 2012 KME Predator Type: Pumper Truck Type: Pumper Tanker Truck Odometer (kms.): 18959 KM Odometer (kms.): 23294 KM Pump Capacity: 1050 GPM @ 150 PSI 394 LPM @ 1000 KPA Pump Capacity: 1600 GPM @ 150 PSI 6051 LPM @ 1000 KPA Tank Capacity: (Water) 820 Gallons 3104 Litres Tank Capacity: (Water) 2010 Gallons 7611 Liters Foam Capacity: 3 GPM 11 LPM Foam Capacity: 95 GPM 360 LPM Delivery Method: Centrifugal Force Pump Delivery Method: Centrifugal Force Pump Usage: Suppression/Rescue Services Usage: Suppression/Rescue Services Aerial 4 Unit Number: 73 Year/Make: 2018 E-One Cyclone Type: Aerial Truck Odometer (kms.): 31938 KM Pump Capacity: 2006 GPM@ 150 PSI 7593 LPM @ 1000 KPA Tank Capacity: (Water) 300 Gallons 1135 Liters Foam Capacity: N/A Delivery Method: Centrifugal Force Series/Parallel Pump Usage: Suppression/Rescue Services Page 479 of 636 Town of Tillsonburg Fire Services Master Plan November 2023 Page 156 Chief 3 Truck 35 Unit Number: 3 Unit Number: 35 Year/Make: 2023 Ford Police Intercept Year/Make: 2021 Chevrolet Silverado 2500 Type: Command Type: Support Vehicle Odometer (kms.): 100 KM Odometer (kms.): 34821 KM Pump Capacity: N/A Pump Capacity: N/A Tank Capacity: N/A Tank Capacity: N/A Foam Capacity: N/A Foam Capacity: N/A Delivery Method: N/A Delivery Method: N/A Usage: Command Usage: Support Services Rescue 3 Truck 65 Unit Number: 72 Unit Number: 65 Year/Make: 2016 Dodge Ram 5500 Year/Make: 2022 Chevrolet Silverado 2500 Type: Rescue Truck Type: Support Vehicle Odometer (kms.): 6342 Odometer (kms.): 2282 KMS Pump Capacity: N/A Pump Capacity: N/A Tank Capacity: (Water) N/A Tank Capacity: N/A Foam Capacity: N/A Foam Capacity: N/A Delivery Method: N/A Delivery Method: N/A Usage: Rescue Services Usage: Support Services Page 480 of 636 Presented to: Presented by: Behr Integrated Solutions Inc. Unit 4, 545 Trillium Drive Kitchener ON N2R 1J4 www.behrintegrated.com Town of Tillsonburg 2023 COMMUNITY RISK ASSESSMENT July 2023 Page 481 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Acronyms ACRONYMS CBRNE Chemical, Biological, Radiological, Nuclear and Explosives CCG County Control Group CO Carbon Monoxide CPR Cardiopulmonary Resuscitation CRA Community Risk Assessment EMCPA Emergency Management and Civil Protection Act EMS Emergency Medical Services EMT Emergency Medical Technician FD Fire Department FPPA Fire Protection and Prevention Act FSMP Fire Services Master Plan HAZMAT Hazardous Materials HIRA Hazard Identification and Risk Assessment MPAC Municipal Property Assessment Corporation MVC Motor Vehicle Collision NBC National Building Code NFPA National Fire Protection Association NGO Non-governmental Organizations OBC Ontario Building Code OFC Ontario Fire Code OFM Office of the Fire Marshal PFSG Public Fire Safety Guideline PPE Personal Protective Equipment SPCA Society for the Prevention of Cruelty to Animals TFRS Tillsonburg Fire and Rescue Services Page 482 of 636 Town of Tillsonburg Community Risk Assessment July 2023 TOC TABLE OF CONTENTS SECTION 1 INTRODUCTION ................................................................................................... 1 1.1 Methodology .................................................................................................................. 2 SECTION 2 GEOGRAPHIC PROFILE ......................................................................................... 6 2.1 Geographic Overview ..................................................................................................... 6 2.2 Major Transportation Network ...................................................................................... 7 2.2.1 Road Network ........................................................................................................ 7 2.2.2 Bridges and Culverts .............................................................................................. 8 2.2.3 Rail ......................................................................................................................... 8 2.2.4 Airport ................................................................................................................... 9 2.3 Waterways and Dams ................................................................................................... 10 2.3.1 Waterways .......................................................................................................... 10 2.4 Conservation Areas ...................................................................................................... 11 2.5 Wildland Urban Interface ............................................................................................. 11 SECTION 3 BUILDING STOCK PROFILE .................................................................................. 13 3.1 Ontario Building Code Occupancy Classifications ............................................................ 13 3.2 OFM Fire Risk Sub-Model Occupancy Classifications ...................................................... 14 3.2.1 Town of Tillsonburg Existing Major Building Classification Summary ..................... 19 3.3 Building Density and Exposure ..................................................................................... 23 3.4 Building Age and Construction ..................................................................................... 25 ....................................................................................... 28 3.5 Building Height and Area ................................................................................................. 28 3.6 Potential High-Fire Risk Occupancies .............................................................................. 29 3.6.1 Fuel Load Concerns ................................................................................................ 30 3.7 Occupancies with Potential High Fire Life-Safety Risk ..................................................... 31 3.7.1 Registered Vulnerable Occupancies ....................................................................... 31 3.7.2 Other Vulnerable Populations ................................................................................ 33 3.7.3 Other High Fire Life Safety Risk Occupancies .......................................................... 33 SECTION 4 CRITICAL INFRASTRUCTURE PROFILE ................................................................. 34 4.1 Critical Infrastructure in the Town of Tillsonburg ......................................................... 34 4.1.1 Water Infrastructure ........................................................................................... 37 SECTION 5 DEMOGRAPHIC PROFILE .................................................................................... 39 5.1 Population and Dispersion ........................................................................................... 39 Page 483 of 636 Town of Tillsonburg Community Risk Assessment July 2023 TOC 5.2 Population Age ............................................................................................................. 40 5.3 Gender ......................................................................................................................... 42 5.4 Socioeconomic Circumstances ..................................................................................... 43 5.4.1 Labour Force Status ............................................................................................. 44 5.4.2 Educational Attainment ....................................................................................... 45 5.4.3 Income Decile Groups ......................................................................................... 46 5.4.4 Housing Tenure ................................................................................................... 47 5.4.4.1 Occupancy .................................................................................................. 47 5.4.4.2 Suitability .................................................................................................... 47 5.4.4.3 Housing Costs ............................................................................................. 48 5.5 Cultural Background, Language Considerations ........................................................... 49 5.6 Transient Populations and Commuting ........................................................................ 50 5.6.1 Tourism ............................................................................................................... 51 5.6.2 Education ............................................................................................................. 51 5.6.3 Commuting .......................................................................................................... 51 SECTION 6 HAZARD PROFILE ............................................................................................... 53 6.1 Hazard Identification and Risk Assessment in Ontario (HIRA) ......................................... 53 6.1.1 HIRA and the Community Risk Assessment ............................................................ 53 6.1.1 Town of Tillsonburg Hazard Identification and Risk Assessment ............................ 53 SECTION 7 PUBLIC SAFETY RESPONSE PROFILE .................................................................... 56 7.1 Public Safety Response Agencies in Tillsonburg ........................................................... 56 7.1.1 Mutual Aid Agreements....................................................................................... 58 SECTION 8 COMMUNITY SERVICES PROFILE ........................................................................ 60 8.1 Community Services in Tillsonburg ............................................................................... 60 SECTION 9 ECONOMIC PROFILE ........................................................................................... 62 9.1 Economic Sectors and Employers in Tillsonburg .......................................................... 62 .......................................................................... 65 10.1 Past Loss ........................................................................................................................ 65 10.1.1 Total Fire Loss ....................................................................................................... 65 10.1.2 Fires by Occupancy Type ...................................................................................... 68 10.1.3 Civilian Fatalities and Injuries ............................................................................... 70 10.1.4 Reported Fire Cause ............................................................................................. 70 10.1.5 Ignition Source ..................................................................................................... 72 10.1.6 Smoke Alarm Status ............................................................................................. 73 Page 484 of 636 Town of Tillsonburg Community Risk Assessment July 2023 TOC 10.2 Event History ................................................................................................................. 74 10.2.1 Emergency Call Volume – All Incident Types ........................................................ 74 10.2.1.1 Annual Emergency Call Volume – All Incident Types ................................... 74 10.2.1.2 Daily Emergency Call Volume – All Incident Types ...................................... 76 10.2.1.3 Total Emergency Call Volume – All Incident Types ...................................... 77 SECTION 11.0 KEY FINDINGS & RISKS ..................................................................................... 78 11.1 Prioritizing Risk .............................................................................................................. 79 11.1.1 Risk assignment Process Overview ....................................................................... 79 11.1.2 Assigned Risk Levels ............................................................................................. 82 11.2 Risk Treatment .............................................................................................................. 85 APPENDICES .......................................................................................................................... 90 Appendix A: List of Figures, Maps, and Tables ...................................................................... 91 Appendix B: Worksheets ....................................................................................................... 94 Worksheet 1: Geographic Profile .......................................................................................... 94 Worksheet 2: Building Stock Profile ...................................................................................... 96 Worksheet 3: Critical Infrastructure Profile .......................................................................... 98 Worksheet 4a: Demographic Profile ................................................................................... 101 Worksheet 4b: Demographic Profile Risks .......................................................................... 102 Worksheet 5: Hazard Profile ............................................................................................... 103 Worksheet 6: Public Safety Response Profile ...................................................................... 105 Worksheet 7: Community Services Profile .......................................................................... 108 Worksheet 8: Economic Profile ........................................................................................... 111 Worksheet 9: Past Loss and Event History Profile – Fire and Emergency Calls .................... 113 Worksheet 9b: Past Loss and Event History ........................................................................ 116 Worksheet 10: Identifying Treatment Options for Top Risks in Community ....................... 117 Page 485 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 1 This Community Risk Assessment (CRA) has been developed for the Town of Tillsonburg to comply with Ontario Regulation 378/18: Community Risk Assessments (O. Reg. 378/18). O. Reg. 378/18 was made under the authority of the Fire Protection and Prevention Act, 1997 (FPPA) and came into effect on July 1, 2019. It requires all municipalities in Ontario to develop a CRA prior to July 1st, 2024. This regulation also requires municipalities to ‘use its community risk assessment to inform decisions about the provisions of fire protection services1.’ At this time, this CRA will inform the Town of Tillsonburg Fire Services Master Plan (FSMP) being developed as a companion document. This CRA is formatted to become a stand-alone document in the future to assist the town in sustaining compliance with O. Reg. 378/18, which includes conducting a review of the CRA when necessary and annually. In addition to this CRA, Part II of FPPA requires that municipalities shall 2 (1) (a) Establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention and; (b) Provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances Responsibilities of Council: 5 (0.1) The council of a municipality may establish, maintain and operate a fire department for all or any part of the municipality. 2001, c. 25, s. 475 (2). Responsibilities of Fire Department: (1) A fire department shall provide fire suppression services and may provide other fire protection services in a municipality, group of municipalities or in territory without municipal organization. 1997, c. 4, s. 5(1) The FPPA also assigns duties to the Office of the Fire Marshal (OFM) to ‘advise municipalities in the interpretation and enforcement of this Act and the regulations2.’ The OFM has developed Technical Guideline-02-2019 (T.G.-02-2019) to assist municipalities and fire services in the process of developing a CRA and utilizing the completed CRA to inform the municipality’s decisions regarding compliance with the FPPA (for additional standards see Section 1.1). At a minimum, the regulation outlines a standard set of information profiles that must be considered when conducting a community risk assessment. The guideline provides suggestions on how to record and analyze the data/information and offers sample worksheets to assist municipalities. A leading practice in Ontario would see the Town of Tillsonburg’s CRA report 1 Ontario Regulation 378/18: Community Risk Assessments, Mandatory Use, Section 1 (b). 2 Fire Protection and Prevention Act, 1997, Part III Fire Marshal, Section 9.2(b). Page 486 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 2 maintained as a living document by the Tillsonburg Fire and Rescue Services (TFRS). This would include regular (e.g., annual) review and updates to the CRA’s data and information. The methodology and analysis utilized to develop this CRA have been directly informed by T.G.- 02-2019, which recognizes the value of understanding the fire risk within a community and the importance of developing fire risk reduction and mitigation strategies in addition to providing fire suppression services. The primary purpose of this CRA is twofold: 1. To develop a CRA for the Town of Tillsonburg to identify the fire-related risks within the community and comply with O. Reg. 378/18. 2. To utilize the risk conclusions of the CRA to inform comprehensive analyses of the existing and future fire protection needs of the Town of Tillsonburg through the development of a Fire Services Master Plan (FSMP). In addition to T.G.-02-2019, the methodology applied to develop this CRA has been informed by other current industry standards and best practices. These include: 1. OFM Comprehensive Fire Safety Effectiveness Model: Fire Risk Sub-Model. 2. OFM Public Fire Safety Guideline (PFSG) 04-40A-03: Simplified Risk Assessment. 3. NFPA 1300, Standard on Community Risk Assessment and Community Risk Reduction Plan Development (2020 Edition). 4. NFPA 1730, Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations (2019 Edition). 5. Vision 20/20 Community Risk Assessment: A Guide for Conducting a Community Risk Assessment (Version 1.5, 2016); and 6. Vision 20/20 Community Risk Reduction Planning: A Guide for Developing a Community Risk Reduction Plan. As required by O. Reg. 378/18, this CRA includes a comprehensive analysis of the nine mandatory profiles including: • Geographic Profile • Building Stock Profile • Critical Infrastructure Profile • Demographic Profile • Public Safety and Response Profile • Community Services Profile • Hazard Profile • Economic Profile • Past Loss and Event History Profile Page 487 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 3 Within each of the nine profiles, there are a number of sub-topics examined. These sub-topics are illustrated in Figure 1. These profiles are based on an analysis of several sources of information, including data provided by the Town of Tillsonburg, TFRS, Statistics Canada, the OFM, and desktop research. The mandatory profile analyses result in a series of risk related conclusions that will be used to inform service levels or other strategies in alignment with the three lines of defense through a risk treatment process. These are referred to as a ‘Key Finding’ or an ‘Identified Risk.’ Those findings referred to as an ‘identified risk’ are taken through a risk assignment process to assist with risk prioritization as referred to within T.G.-02- 2019. In specific circumstances, being those that involve additional jurisdictional or legislative considerations, a risk-related conclusion is referred to as a ’key Finding.’ All risk-related conclusions will be taken through the risk treatment process and aligned with the three lines of defense in order to inform decision making. Figure 2 illustrates the risk treatment process. Page 488 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 4 Figure 1: Community Risk Profiles and Sub-topics Page 489 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 5 Figure 2: Risk Treatment Process The analysis presented within this CRA has been informed by a wide range of data sources. Where applicable all numerical data has been rounded to the nearest 1/100 (hundredths) decimal point to provide consistency in the analysis. As a result, the numerical totals presented within each analysis although presented as reflecting 100% may actually reflect a minor variance based on the use of only the nearest 1/100 (hundredths) decimal points. Page 490 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 6 The geographic profile of a community is an assessment of the physical features of a community such as highways, waterways, railways, bridges, landforms, quarries, and wildland-urban interfaces that may present an inherent risk to the community and impact emergency services’ access to an incident and/or response times and capabilities3. This section contains a detailed analysis of these geographical features for the Town of Tillsonburg to assist with the determination of the type and level of fire protection services needed for the community and any potential impacts these features may pose. The Town of Tillsonburg is located in Oxford County, roughly 30 kms north of Lake Erie, 50 kms southeast of London, Ontario and 170 kms southwest of Toronto, Ontario. It is also conveniently located 156 km east of the US/Canada Blue Water Bridge border crossing4. The town has a land-based area of 22.2 km2, with a population of 18,615 and population density of 838.6 per km2.5 The land use area is predominantly residential, with a small central business district and pockets of service commercial area, and a large industrial sector encompassing most of the southern portion of the community. Once geared towards the tobacco industry, the area is now home to several branch plants of major US and international automotive parts suppliers. Lake Lisgar is a small lake located in the centre of the town and is a popular recreational site for the local rowing club and water park. The town is located within the Long Point Region watershed, which provides the area with wetlands, woodlands, agricultural lands, as well as fish and wildlife habitat6. 3 Community Risk Assessment: Office of the Fire Marshal OFM-TG-02-2019, 2019. 4 As retrieved from Google Maps 5 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). 6 As retrieved from https://lprca.on.ca/forestry-stewardship/watershed-report-card/ Map 1: Town of Tillsonburg Overview Page 491 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 7 2.2.1 Road Network Road networks provide fire and emergency services with access throughout a community when responding to an emergency. Understanding the road network of a community is critical in determining risk from a response perspective for several reasons. The road network can present challenges and delays due to congested traffic, load restrictions and physical barriers (railway crossings, construction, and detours). Time of day may also be a factor when determining a response route to a call for these reasons. Roadways are also a common source of emergency call volume due to collisions and accidents. Under the current response model for Tillsonburg, volunteer firefighters are required to the station to get apparatus and equipment before responding to the emergency site. This double response factor increases the risks mentioned above. The Town of Tillsonburg has a network of 121.7 kms of arterial, collector and local roadways owned by the town, as well as 15.4 kms of arterial, collector and provincial highways running through, but not owned by the town7. The town sits at the junction of Highway 19, which runs north-south through the centre of town to join Highway 401 north of the town and Highway 3 which runs east-west along the shores of Lake Erie to the Windsor-Detroit border crossing. The most recent Transportation Master Plan for the town, adopted by council in 2022, indicates that roughly half (42%) of the road quality is rated as good while 27.8% is rated as fairly good, 23.7% is rated as fail and an additional 20.7% is rated as poor. The town was given a 73% condition versus performance rating for roadways, however a poor (46%) rating for funding versus need. This may indicate that the quality of the roadways in the area will continue to deteriorate if more funding is not made available8. According to the 2021 census, 52.3% of the workforce in Tillsonburg travel within the census area for work. Of the commuters with a regular or no fixed workplace address, 51.1% travel less than 15 minutes to their workplace, while an additional 21.6% travel between 15 and 29 minutes9. This may suggest most commuters are using local roads in a north-south direction to the industrial area as well as to major highways and arterials running east-west of the town (Highway 401 or Highway 3). Key Finding: During peak commuting times, highest risk of motor vehicle collisions (MVCs) is likely to occur within a 15-minute travel time from residential areas to the core industrial areas located in the southern portion of the town and to Highway 401 north of the town. 7 Tillsonburg Comprehensive Asset Management Plan for Core Assets. 2022. 8 Tillsonburg Comprehensive Asset Management Plan for Core Assets. 2022. 9 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). Page 492 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 8 As all provincial highways are considered to be dangerous goods routes, cross and inter- provincial traffic carrying a variety of dangerous goods are likely to pass through the town on a daily basis using Highway 19, which passes through the central part of the town and into the industrial area. In 2022 a spill occurred in the town prompting the evacuation of several homes and the closure of a local roadway. The County of Oxford Transportation Master Plan report (2019) identified that it was estimated that 59% of the rural businesses in the county would expand – therefore increasing the amount of people and goods being transported through the county, and the associated risk. Key Finding: The County of Oxford Transportation Master Plan estimated that 59% of rural businesses would expand, therefore increasing the movement of people and goods throughout the town which may have an impact on service levels, call frequency and types. In addition to the movement of goods for commercial and industrial purposes, agriculture machinery used to support the important agricultural sector in the area, also frequently use the roadways. Large heavy machinery can slow traffic and impede visibility, which could result in delayed responses and increased frequency of collisions. Key Finding: Agricultural machinery on roadways can create hazardous condition as well as slow down response times. 2.2.2 Bridges and Culverts Bridges must be considered when conducting a CRA, as they can create a physical barrier to a response and negatively impact response times. An apparatus may be restricted from crossing (i.e., load restrictions), or the roadway connectivity may be disrupted if a bridge is rendered out of service for maintenance/repairs. Further, incidents located on a bridge have an increased risk associated with spills, congestion and being unable to access, or have difficulty accessing the scene. Incidents may also require high angle rescue which requires specialized skill and equipment. The Town of Tillsonburg maintains a total of eight bridges and seven structural culvers. The Tillsonburg Asset Management Plan reports that of those, the average age of the bridges is 35 years and culverts 34 years. Seven of the eight bridges are reportedly in good condition, and one is in poor condition. Two of the culvers are reportedly in good condition, three in fair and two in poor condition. 2.2.3 Rail At-grade rail crossings (an intersection at which a road crosses a rail line at the same level) can create delays in emergency response by impeding access to a roadway. Also, the physical barrier created by the rail infrastructure itself, such as rail yards or the placement of rail infrastructure (e.g., tracks, grade separations, grade level crossings, etc.) within and throughout a town can impact emergency services travel times and overall emergency Page 493 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 9 response times. In addition to the rail infrastructure, the frequency at which trains pass through a community and the goods they carry, poses varying degrees of risk due to derailment and potentially dangerous goods releases. The Cayuga Line, a short rail line travels from the northeast quadrant of the town, along the eastern edge of the town, then south along the southern portion of the town. This line allows businesses in the industrial areas to ship their goods to CN Rail. The short rail line systems of Ontario transports approximately 7.8 billion dollars worth of goods such as metals, lumber, agricultural and manufactured goods each year. These rail systems pose inherent risk, as all rail systems do. The possibility of a derailment and release of dangerous goods is low, although it could have a major impact and would require a specialized response. Dangerous goods are frequently transported along these routes which pass in close proximity to populated areas as well as over water. Information sharing practices between the railway operators and emergency responders can provide insight into the types and frequencies of dangerous goods being shipped through the town. Identified Risk: There is a low probability, however, a high degree of risk to the public and the environment associated with a train derailment in the area; with or without a release of dangerous goods. In addition to the hazards associated with derailments, railways also create physical barriers to a response. A desktop search indicated there were 18 at-grade crossings which could present a delay in response times should an apparatus be unable to pass a roadway10. Key Finding: At grade level rail crossings have the potential to create a physical barrier to connectivity to the roadway network, causing delays in response time. There are 18 at-grade rail crossings throughout the town. 2.2.4 Airport Airports present unique hazards associated with the movement of people and goods and the possibility for incidents or accidents involving one or more aircraft, hazardous materials, and fuel load. The Transportation Safety Board of Canada reported in 2020 that air accidents have decreased by up to 32% over the last decade, and air incidents have decreased 47% below the average. Accidents do still occur unfortunately, despite continual efforts to improve air travel safety. The Tillsonburg Regional Airport is located 5.6 kms north of the town. It is classified as a registered aerodrome and is owned and operated by the Town of Tillsonburg. It primarily serves flight training providers, private and corporate aircraft owners and operators, charters and aerial work activities and flying clubs and gliders. The airport is supported by a terminal building which houses the administration office, a restaurant, boardroom, washroom, and Tillsonburg Flying School. It has 26 stand-alone 10 As retrieved from Google Maps Page 494 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 10 hangars and two buildings with 10 and 4 T-Hangars and offers maintenance and fueling services. It is classified as an airport of entry and can accept international travelers. There is only one recorded incident involving a plane taking off from the Tillsonburg Regional Airport since 1995. The pilot was the sole occupant and there were no fatalities. On another occasion, a homemade float plane crashed near the town, however it did not take off from or land near the airport. The airport is not in the jurisdiction of TFRS however, due to the proximity of the airport to the town, a plane could potentially crash within the town limits, and depending on the location, could result in mass casualties and the potential for TFRS to respond for support. Key Finding: Although TFRS is not the primary responder to the Tillsonburg Regional Airport, given its proximity to the town, there is a possibility of an air incident which may require assistance from TFRS which could directly or indirectly (reduced service levels) affect the town. 2.3.1 Waterways Waterways pose a natural hazard due to potential flooding, ice jams, erosion etc. Incidents of this nature can trigger the need for a rapid evacuation and/or a rescue response. Additionally, waterways that are frequently used for recreational activities require that responders have specialized technical rescue training and equipment. With several creeks (the largest being Big Otter Creek) running throughout the Tillsonburg area, as well as Lake Lisgar near the centre of the town, there is a risk of water and ice rescue. Many of the creeks run closely along walking trails and are open to the public year-round without supervision. Further, some of these areas may be difficult to access by apparatus. There is an average of one water rescue and one water ice rescue annually (call details in Section 10). Key Finding: There is an increased risk of water or ice rescues related to recreational activities along creeks and Lake Lisgar. Due to the proximity of the town to Lake Erie, it often experiences what is termed a ‘lake effect.’ The region can experience heavy precipitation leading to heavy bands of snow in the region, obstructed roads, poor driving conditions and low visibility. These factors can all greatly impact call volume and can reduce response times. Calls for rescue, motor vehicle collisions and injuries are more likely during these events. Responders are also at an increased risk of injury while responding due to poor driving and visibility conditions. Key Finding: Due to the ‘lake effect,’ severe weather events and temperatures are possible during any time of the year and may increase call volume and create hazardous conditions for responders. Page 495 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 11 During summer months, the lake effect can produce a great amount of humidity and the potential for severe storms in the region. Tornado warning and funnel cloud sightings have been reported in the area. Tornadoes pose an extreme danger to communities and responders, as they are unpredictable, can cause falling debris and destruction of buildings and create dangerous rescue conditions11. In addition to the severe storms, the humidity in the region can reach levels that are particularly dangerous to vulnerable populations (elderly, children, and infants, those experiencing homelessness and mental health and addiction issues etc.). Inability to access cooling centres is a major risk which increases the number of medical calls. Key Finding: Summer months pose an additional risk of severe storms, tornados, and health hazards to vulnerable populations. Conservation and outdoor recreation areas are taken into consideration when conducting a CRA, due to the activities that take place in this locale and certain geographical features that may be present in these areas. Conservation areas are frequently used for strenuous recreational activities such as hiking, biking, swimming, etc. and may have a varying degree of terrain such as steep embankments, dirt trails, rivers, and creeks etc. which poses the risk of a medical call. There is one conservation area within the town and an extensive network of trails throughout the area. The trail system is frequently used, particularly by the senior population. Portions of trails are not accessible, or not easily accessible by vehicles or apparatus. Identified Risk: The town has an extensive network of trails frequented by visitors on a regular basis, including a large number of seniors in the area. Many portions of the trail are inaccessible to difficult to access by vehicle or apparatus, which could impede a rescue response. NFPA 1730 identifies wildland-urban interface as geography-based risk for consideration. This interface refers to the area of transition between unoccupied land and human development. This transition area can be comprised of a mix of woodlots, bush, or grass. These open unoccupied areas can experience fuel buildup and pose a threat of ignition and wildfire in the spring/summer months. To date Ontario has experienced three times the number of wildfires in comparison to 2022. The previous year (2021) there were four reportable wildfires, and the 10-year average is currently reported as 4212. Although typically in the Tillsonburg region of southern Ontario wildfires are less frequent and less severe, with climate change and increasingly hot and dry conditions, it is expected that wildfires will increase in number and intensity. The Town of Tillsonburg has agricultural lands and natural features and therefore does possess an element of 11 As retrieved from Public Safety Canada https://cdd.publicsafety.gc.ca/dtpg-eng.aspx?cultureCode=en- Ca&provinces=9&eventTypes=%27TO%27&normalizedCostYear=1&dynamic=false&eventId=134 12 As retrieve from: https://www.ontario.ca/page/forest-fires#section-5 Page 496 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 12 risk related to wildland and grass fires. The frequently used trail system and ravines along the creeks abutting the wild land areas pose a risk and are difficult to access. Furthermore, the areas surrounding the town are largely farm and forest land and increase the risk of a grassfire impinging on the town. Identified Risk: There is a considerable risk of a grass fire in areas of urban interface and along difficult to access terrain surrounding the trail system throughout the town and surrounding area. Page 497 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 13 As referenced in O. Reg. 378/18, the building stock profile assessment includes an analysis of the types and uses of the building stock within the municipality. Important considerations include the time of construction (age) of a building, number, type and use of the buildings, and any building-related risks known to the fire service. There are potential fire risks associated with different types or uses of buildings given the presence or absence of fire safety systems and equipment at the time of construction and maintenance thereafter. Many older buildings in particular, were built before the introduction of modern fire and building codes and pose an inherent risk of not being to standards consistent with newer buildings. This section considers these building characteristics within the Town of Tillsonburg. OFM TG-02-2019 encourages fire services to consider the potential fire-related risks associated with different building occupancy types and building uses. This includes consideration of each occupancy classification’s prevalence within a community and the presence of fire and life safety systems and equipment. The Ontario Building Code (OBC) categorizes buildings by major occupancy classification. Utilizing the OBC major building occupancy classifications is consistent with the intent of TG-02-2019 to provide a recognized definition and baseline for developing a community risk assessment. The OBC is divided into six major building occupancy classifications (groups). Within each group the occupancies are further defined by division. The OBC major classification groups and divisions are presented in Table 1. Table 1: OBC Major Occupancy Classifications13 Group Division Description of Major Occupancies A 1 Assembly occupancies intended for the production and viewing of the performing arts A 2 Assembly occupancies not elsewhere classified in Group A A 3 Assembly occupancies of the arena type A 4 Assembly occupancies in which occupants are gathered in the open air B 1 Detention occupancies B 2 Care and treatment occupancies B 3 Care occupancies C All divisions Residential occupancies D All divisions Business and personal services occupancies E All divisions Mercantile occupancies F 1 High-hazard industrial occupancies F 2 Medium-hazard industrial occupancies F 3 Low-hazard industrial occupancies 13 Ontario Regulation 332/12: Building Code, Part III Fire Protection, Occupant Safety and Accessibility, Section 3.1.2.1. Page 498 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 14 The Fire Risk Sub-model developed by the OFM utilizes the major group classifications (i.e., Group A, B, C, D, E, F), but does not use the detailed division classifications as included in the OBC. This strategy provides the ability to assess buildings within a community comparatively by major occupancy groups, thus providing a consistent and recognized definition for each major occupancy type. This strategy also provides the opportunity for further analysis of a specific occupancy group. Subject to any site-specific hazards or concerns, occupancies within this group can be assessed individually and then included where required within the scope of the broader Community Risk Assessment. The OFM Fire Risk Sub-Model OBC classifications, definitions and associated fire related risks are presented in Table 2 along with potential proactive measures to reduce risk within these occupancy types. Page 499 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 15 Table 2: OFM Fire Risk Sub-Model Major Building Classifications OBC Occupancy Classification OFM Fire Risk Sub- Model Major Building Classifications OFM Definitions OFM Fire Related Risks Proactive Measures for Reducing Risk Group A Assembly Occupancies An assembly occupancy is defined as one that is used by a gathering of persons for civic, political, travel, religious, social, educational, recreational or like purposes or for the consumption of food or drink. Assembly buildings are often occupied by a large number of people and may contain high quantities of combustible furnishings and decorations. Occupants are generally unfamiliar with the building’s exit locations and may not know how to react in the event of an emergency. Low light conditions are inherent to some of these occupancies and can contribute to occupant confusion during an evacuation. Numerous examples exist of disastrous events that have occurred throughout the world, resulting in multiple fire fatalities in these occupancies. Therefore, these facilities require special attention. Accordingly, it is paramount to ensure that maximum occupant load limits are not exceeded, detection is available, an approved fire safety plan is in place and adequate unobstructed exits/means of egress are readily available. • Regular fire prevention inspection cycles • Automatic fire detection and monitoring systems • Approved fire safety plan and staff training • Pre-planning by fire suppression staff Page 500 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 16 OBC Occupancy Classification OFM Fire Risk Sub- Model Major Building Classifications OFM Definitions OFM Fire Related Risks Proactive Measures for Reducing Risk Group B Care or Detention Occupancies A care or detention occupancy means the occupancy or use of a building or part thereof by persons who: • Are dependent on others to release security devices to permit egress. • Receive special care and treatment; or, • Receive supervisory care. In addition to the presence of vulnerable occupants, these occupancies may contain quantities of various flammable/combustible liquids and gases, oxidizers and combustible furnishings that will impact the intensity of the fire if one should occur. The evacuation or relocation of patients, residents, or inmates to an area of refuge during an emergency poses additional challenges in these facilities. It is essential to ensure that properly trained staff is available and prepared to quickly respond according to the facility’s approved fire safety plan. • Regular fire prevention inspection cycles • Automatic fire detection and monitoring systems • Approved Fire Safety Plan and staff training • Pre-planning by fire suppression staff Group C Residential Occupancies A residential occupancy is defined as one that is used by persons for whom sleeping accommodation is provided but who are not harbored or detained to receive medical care or treatment or are not involuntarily detained. In Ontario, residential occupancies account for 70% of all structural fires and 90% of all fire deaths. Residential units that are located in multi-unit buildings, including secondary units in a house, pose additional risks due to egress and firefighting accessibility challenges. • Home smoke alarm programs • Public education programming including home escape planning • Retro-fit and compliance inspection cycles for OFC compliance • Pre-planning by fire suppression staff • Fire Drills as required by the OFC Page 501 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 17 OBC Occupancy Classification OFM Fire Risk Sub- Model Major Building Classifications OFM Definitions OFM Fire Related Risks Proactive Measures for Reducing Risk Group D Business & Personal Services A business and personal services occupancy is defined as one that is used for the transaction of business or the rendering or receiving of professional or personal services. Many office buildings are occupied by a large number of people during business hours and contain high combustible content in the form of furnishings, paper, books, computers, and other office equipment/supplies. Those that are located in a high-rise building pose additional risks due to egress and firefighting challenges. • Regular fire prevention inspection cycles to maintain OFC compliance • Targeted fire prevention inspections for OFC retrofit compliance • Staff training in fire prevention and evacuation procedures • Public education programs • Pre-planning by fire suppression staff Group E Mercantile A mercantile occupancy is defined as one that is used for the displaying or selling of retail goods, wares, or merchandise. Larger mercantile occupancies such as department stores are generally occupied by a large number of people and contain high quantities of combustibles in the form of merchandise, furnishings, and decorations. Customers may be unfamiliar with the building’s exit locations and not know how to react in the event of an emergency. Additional hazards will be present in “big box” type stores that sell and store large volumes of combustible materials in bulk. These stores generally have similar properties to industrial warehouses with the additional hazard of higher number of occupants. • Regular fire prevention inspection cycles • Automatic fire detection and monitoring systems • Approved Fire Safety Plan and staff training • Pre-planning by fire suppression staff Page 502 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 18 OBC Occupancy Classification OFM Fire Risk Sub- Model Major Building Classifications OFM Definitions OFM Fire Related Risks Proactive Measures for Reducing Risk Group F High/Medium/Low Hazard Industrial An industrial occupancy is defined as one for the assembling, fabricating, manufacturing, processing, repairing, or storing of goods and materials. This category is divided into the following sub-categories based on its combustible content and the potential for rapid fire growth: • low hazard (F3) • medium hazard (F2) • high hazard (F1) These occupancies constitute a special fire hazard due to high levels of combustible, flammable or explosive content and the possible presence of oxidizing chemicals and gases. Processing and other activities that involve various ignition sources often occur in these occupancies. The lack of security during non-operational hours also makes them susceptible to incendiary type fires. Industrial fires generally involve large quantities of combustible materials and potentially result in large financial losses (e.g., building, contents) and significant damage to the community’s environment and economic well-being (e.g., loss of jobs). • Regular fire prevention inspection cycles • Staff training in fire prevention and evacuation. • Public education • Pre-planning by fire suppression staff • Installation of early detection systems (e.g., fire alarm systems, heat detectors) • Installation of automatic sprinkler systems • Approved Fire Safety Plans • Fire extinguisher training Source: OFM Fire Risk Sub-Model14 14 Office of the Fire Marshall and Emergency Management. (2016, February). Comprehensive Fire Safety Effectiveness Model: Fire Risk Sub-Model. Retrieved from Ministry of the Solicitor General Website Page 503 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 19 3.2.1 Town of Tillsonburg Existing Major Building Classification Summary Analysis of the town’s major building occupancy types was conducted using data provided by the Municipal Property Assessment Corporation (MPAC). Table 3 summarizes the town’s existing major building occupancy classifications. The majority of the town’s existing property stock is comprised of Group C - Residential Occupancies (96.17%) representing 12,984 residential units. The second largest occupancy type within the town is Group D&E– Commercial Occupancies accounting for 2.21% of the town’s property stock. There are 32 occupancies that are not classified within the OBC. Table 3: Town of Tillsonburg Total Existing Property Stock15 OBC Occupancy Classification OFM Fire Risk Sub-Model Major Building Classifications Number of Occupancies Percentage of Occupancies Group A Assembly Occupancies 51 0.38% Group B Care or Detention Occupancies 5 0.04% Group C Residential Occupancies - Total 7,369 54.58% Group C Single Family 5,575 41.29% Group C Multi-unit Residential 33 0.24% Group C Hotel / Motel 6 0.04% Group C Mobile Homes / Trailers (park) 1 0.01% Groups D & E Commercial 299 2.21% Group F (all Divisions combined) Industrial Occupancies 130 0.96% Other Not classified in Ontario Building Code - Farm 28 0.21% Other Not classified in Ontario Building Code - Government 4 0.03% Total Occupancy Classification 13,501 100.00% Consistent with most other municipalities in Canada, Group C - Residential Occupancies represent the most prominent type of building occupancy type within Tillsonburg. Within Ontario, information provided by the OFM indicates that the majority of structure fires loss over the five-year period from January 1, 2018, to December 31, 2022, occurred within Group C - Residential Occupancies (67%). It is also important to note that 93% of the civilian fire related injuries, 100% of the civilian fire related fatalities and 74% of the dollar loss also occurred in residential occupancies. 15 Difference between MPAC and Census occupancy totals is related to MPAC classifications vs Census Groupings Page 504 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 20 Table 4: Town of Tillsonburg Property Stock Risk of Fire OBC Occupancy Classification OFM Fire Risk Sub-Model Major Building Classifications Number of Occupancies Issues / Concerns Probability Consequence Assigned Risk Level Group A Assembly Occupancies 51 There are 21 places of worship, 10 schools and 20 communities. Potential for large crowds. 2 occurrence 2018-2022 Likely Moderate Moderate Group B Care or Detention Occupancies 5 There is 1 hospital, 1 long-term care facility and 2 retirement residences16 1 occurrence 2018-2022 Possible Major Moderate Group C Single Family 5,575 49.27% of all dwellings were built before OBC17 Almost Certain Moderate High Group C Multi-unit Residential 33 49.27% of all dwellings were built before OBC18 There are 1,140 apartments in complexes with less than 5 storeys, 500 in complexes with more than 5 storeys and 205 duplexes. 2 occurrence 2018-2022, high dollar loss Likely Major High Group C Hotel / Motel 6 No known loss to date Possible Major Moderate Group C Mobile Homes / Trailers 1 No known loss to date Not many properties in this class in the town Possible Minor Moderate 16 Ibid 17 Ibid 18 Ibid Page 505 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 21 OBC Occupancy Classification OFM Fire Risk Sub-Model Major Building Classifications Number of Occupancies Issues / Concerns Probability Consequence Assigned Risk Level Groups D & E Commercial 299 Office properties that have been converted from residential may have been built before OBC. Unlikely Moderate Moderate Group F (all Divisions combined) Industrial Occupancies 130 There are several manufacturing companies which are high risk occupancies Possible Catastrophic High Risk Unlikely Catastrophic High Risk Source: Municipal Property Assessment Corporation (MPAC) Page 506 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 22 Identified Risk: Group C - Residential Occupancies represent 91.51% of the town’s existing property stock, and over the five-year period from January 1, 2018, to December 31, 2022, were associated with 74.29% of the structure fires within the town. Identified Risk: Group C – Residential Occupancies represent 100% of the civilian fire related injurie over a four-year period (January 2018-December 2022). Identified Risk: There are several large manufacturing companies in the town with high fuel load and potential for damaging fires. Table 5 illustrates a comparison of the town’s existing Group C - Residential building stock compared with that of the province based on the 2021 Statistics Canada Census. Table 5: Group C - Residential Building Stock Comparison19 Structural Dwelling Type Tillsonburg Total Number of Dwellings Tillsonburg Total Percentage of Dwellings Ontario Total Number of Dwellings Ontario Total Percentage of Dwellings Single-detached house 5,575 67.74% 2,942,990 53.59% Apartment in a building that has five or more storeys 500 6.08% 984,665 17.93% Movable dwelling 10 0.12% 14,985 0.27% Semi-detached house 285 3.46% 303,260 5.52% Row house 500 6.08% 505,265 9.20% Apartment or flat in a duplex 205 2.49% 181,030 3.29% Apartment in a building that has fewer than five storeys 1,140* 13.85% 548,785 9.99% Other single-attached house 25 0.30% 10,220 0.18% Total 8,230 100.00% 5,491,200 100.00 * Two additional apartment complexes have been built since the release of these statistics This analysis highlights that the town has a higher percentage of single detached houses (67.74%) compared to the province at 53.59%. Tillsonburg has a much lower percentage of apartments in 19 Statistics Canada. 2022 (table). Census Profile. 2021 Census of Population. Statistics Canada Catalogue number 98-316-X2021001. Ottawa. Released August 17, 2022, and accessed August 22, 2022. Page 507 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 23 buildings of five stories or higher, however a higher percentage of apartments in low rise buildings with fewer than five stories. Identified Risk: Apartment complexes with fewer than five stories pose a greater fire risk than those with greater than five stories due to less engineering and fire detection practices. Tillsonburg may have a greater risk of fires in these types of buildings when compared to the province. NFPA 1730 - Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations (2019 Edition) lists building density as a key factor for understanding potential fire risk with particular consideration given to core areas (downtown). Closely spaced buildings, typical of historic downtown core areas and newer infill construction, may have a higher risk of a fire spreading to an adjacent exposed building. In a built-up area with minimal building setbacks, a fire originating in one building could extend to a neighbouring structure due to the close proximity. The close proximity of buildings can also impede firefighting operations due to the limited access for firefighters and equipment. The 2022 Oxford County Official Plan identifies plans to promote and support the development of medium and high-density occupancies, as shown in Figure 3 below. As shown in Table 5 the town currently has nearly 4% more apartments in low rise buildings compared to that of the province, therefore this new development further increases the risk of fires in these dwelling types. Although the town has a much lower count of higher density apartments when compared to the province, their new development could bring the town closer to provincial averages, therefore increasing that risk as well. Page 508 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 24 Figure 3: Town of Tillsonburg Residential Density Plan Source: 2021 Oxford County Official Plan Page 509 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 25 Identified Risk: The town has significantly more apartments in low rise buildings when compared to the province. There is greater potential for exposure in the event of a fire. Further to this the town intends to construct more high and medium density occupancies, therefore further increasing the fire risk associated with these occupancy types. The OBC was adopted in 1975, and the OFC was adopted in 1981. Together, these two codes have provided the foundation for eliminating many of the inconsistencies in building construction and maintenance that were present before adoption. The OBC and the OFC were developed to ensure that uniform building construction and maintenance standards are applied for all new building construction. The codes also provide for specific fire and life safety measures depending on the use of the building. Examples of the fire and life safety issues that are addressed include: • Occupancy • Exits/means of egress including signs and lighting • Fire alarm and detection equipment • Fire service access • Inspection, testing, and maintenance In many situations the age and construction of a building can be directly associated with whether the building was constructed prior to, or after the introduction of these codes. For example, during the late 19th century and early 20th century, balloon frame construction was a common wood framing technique that was used in both residential and small commercial construction. This technique allowed for exterior walls to be continuous from the main floor to the roof, in some cases extending multiple stories through a building. The result was the potential for fire and smoke to spread unobstructed from the basement to the roof of a building. In many cases, the result was a fire that started in the basement spreading to the roof very quickly and without the knowledge of building occupants or fire service personnel. The OBC implemented requirements to change this construction method and introduce additional requirements to mitigate the potential of fire spread through wall cavities. Similarly, the new codes have recognized new construction techniques such as light weight wood frame construction. This includes the use of wood trusses to replace conventional wood frame roofing techniques and new construction materials including Laminated Veneer Lumber (LVL) that is a high strength engineered wood product now used commonly in residential and commercial buildings. Although these techniques and materials have enhanced the efficiency and cost of construction, this construction presents very different challenges to firefighters from those of historical construction methods. For example, the lightweight wood frame construction used in an engineered wood truss roof system relies on all of the structural components to work together. In the event one of the components fails due to exposure to high heat or fire, the result is the potential for the entire roof system to fail. Lightweight construction is discussed further in Section 3.4.1 below. Page 510 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 26 In addition to building construction, fire growth rate depends on the flammability of the materials and contents within the building which introduces variances into the growth rates presented above. The impact of increasing fire growth rates is directly related to the time lapse from ignition to flashover when the combustible items within a given space reach a temperature that is sufficiently high for them to auto-ignite. Listed in Table 6 are fire growth rates measured by the time it takes for a fire to reach a one- megawatt (MW) fire. Fire growth rate depends on the flammability of the materials and contents within the building which introduces variances into the growth rates presented below. Table 6: Time to Reach 1 MW Fire Growth Rates in the Absence of Fire Suppression Fire Growth Rate Time in Seconds (Minutes) to Reach 1 MW Time in Second (Minutes) to Reach 2 MW Slow 600 seconds (10 minutes) 848 seconds (14.13 minutes) Medium 300 seconds (5 minutes) 424 seconds (7.07 minutes) Fast 150 seconds (2.5 minutes) 212 seconds (3.53 minutes) Source: OFM, Operational Planning: An Official Guide to Matching Resource Deployment and Risk Workbook.20 In addition to building construction, fire growth rate depends on the flammability of the materials and contents within the building which introduces variances into the growth rates presented above. The impact of increasing fire growth rates is directly related to the time lapse from ignition to flashover when the combustible items within a given space reach a temperature that is sufficiently high for them to auto-ignite. The graph in Figure 4 (below) highlights the exponential increase in fire temperature and the potential for loss of property/loss of life with the progression of time. 20 Office of the Fire Marshal and Emergency Management. (2017, May). Operational Planning: An Official Guide to Matching Resource Deployment and Risk Workbook. Page 511 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 27 Figure 4: Fire Propagation Curve Source: Fire Underwriters Survey “Alternative Water Supplies for Public Fire Protection: An informative Reference Guide for Use in Fire Insurance Grading” (May 2009) and NFPA “Fire Protection Handbook” (2001). Understanding building construction and building materials is a critical component for firefighters in determining the appropriate type of fire attack and safety measures that need to be in place. As such, having knowledge of the age of a building may be directly related to the type of construction methods and materials used to build it, making building age and construction an essential component of this CRA. Table 7 summarizes the age of the building stock within the town prior to the new codes (OBC and OFC). This analysis indicates that 49.27% of the town’s building stock was built prior to 1981, preceding the adoption of the 1981 OFC. This represents a significant fire risk within the community. Table 7: Period of Construction of all Dwellings Period of Construction Tillsonburg Total Number of Dwellings Tillsonburg Total Percentage of Dwellings Prior to 1960 1,820 22.11% 1961-1980 2,235 27.16% 1981-1990 950 11.54% 1991-Present 3,225 39.19% Total 8,230 100.00% Page 512 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 28 Identified Risk: Data provided by Statistics Canada indicates that 49.27% of the town’s total building stock was built prior to the introduction of the 1981 Ontario Fire Code which increases the risk of fire and potential for loss. As of February 25, 2022, the OFM provided direction that requires available information documenting the presence and location of truss and lightweight construction systems (referred to as lightweight construction) be used to inform pre-planning activities by fire services. Buildings with lightweight construction are considered a safety risk to responding firefighters as they are known to be susceptible to premature failure and rapid collapse under fire conditions. Pre-plans provide responding fire services with awareness of the presence of lightweight construction, providing opportunity for proactive fire response strategies to protect the safety of responding firefighters. It is anticipated that the town will collect and document information on buildings with lightweight construction. This information will be used to update the CRA during the annual review and updating process. Key Finding: The town should begin to collect a list of buildings that are identified as known lightweight construction. This should be built into the fire service pre-planning program. One of the unique characteristics and risks of tall / multi-storey buildings is known as the “stack effect.” This is characterized as vertical air movement occurring throughout the building, caused by air flowing into and out of the building, typically through open doors and windows. The resulting buoyancy caused by the differences between the indoor/outdoor temperature and elevation differences causes smoke and heat to rise within the building. This can have a dramatic effect on smoke permeation throughout the common areas and individual units within the building. This can be directly related to the high percentage of deaths that occur in high-rise buildings as a result of smoke inhalation. The nature of taller buildings also brings the presence of higher occupant loads and higher fuel loads due to the quantity of furnishings and building materials. Efficient evacuation can also be a challenging process due to a lack of direction, signage, knowledge, or familiarity of the occupants which may result in overcrowding of stairways and exit routes. Ensuring all required fire and life safety systems are in place and functioning is a priority for these occupancies. Taller buildings can experience extended rescue / fire suppression response times for firefighters to ascend to the upper levels. This is commonly referred to as “vertical response” representing the time it takes for firefighters to gain entry into the building and ascent to the upper floors by the stairwells. Options such as “shelter-in-place” whereby occupants are directed Page 513 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 29 by the fire service to stay within their units can be an effective life safety strategy. However, ensuring internal building communications systems are in place and functioning is critical to the success of this strategy. Targeted public education campaigns addressing strategies like shelter- in-place are also critical to educating building occupants. It is important to note that there are a variety of meanings associated with the terms “high rise,” “tall buildings” and “high buildings.” For the purposes of developing this CRA, the OBC/OFC definition has been used to analyze building height within the town which defines high-rise as 18 metres above grade, or six storeys. The following fire safety features of high buildings are required by the OBC for new buildings, and the OFC once they are occupied: • Building Services (ventilation, firefighter elevators, water supply, etc.) • Non-combustible construction (concrete and steel) • Interior finishes (drywall, block, concrete slab) • Fire detection and notification of occupants (pull stations, heat detectors, fire detectors, alarm system) • Compartmentation (containment of fire and smoke spread, fire doors, fire shutters, self- closing mechanisms on doors, etc.) • Means of egress (stairwells constructed with non-combustibles) • Fire protection system (automatic sprinklers, standpipes and hose cabinets, fire pumps, fire extinguishers, etc.) These fire safety features serve to keep the public and firefighters safe. Building areas can cause comparable challenges to those present in taller buildings. Horizontal travel distances rather than vertical can mean extended response times by firefighters attempting rescue or fire suppression activities. Large buildings, such as industrial plants and warehouses, department stores, and big box stores, can also contain large volumes of combustible materials. In many of these occupancies the use of high rack storage is also present. Fires within this type of storage system can be difficult to access and may cause additional risk to firefighter safety, due to collapse-related risks. Potential high-fire risk occupancy is another factor for consideration within a town’s building stock. High fire risk can be linked to a combination of factors such as building density (exposures), building age, and construction. Fuel load typically refers to the amount and nature of combustible content and materials within a building. This can include combustible contents, interior finishes as well as structural materials. Combustible content tends to create the greatest potential fire loss risk. Higher fuel loads results in increased fire loss risk due to increased opportunity for ignition and increased fire severity. In many communities, large amounts of fuel load can be contained within a single occupancy, such as a building supply business, within a large multi-unit residential building, or within a historic downtown core. This section of the CRA will focus primarily on fuel load for industrial occupancies. Page 514 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 30 3.6.1 Fuel Load Concerns Buildings with potential fuel load concerns are identified in Table 8. These include buildings housing materials such as oxidizers and flammable and combustible liquids and chemicals. Table 8: Potential High-Fire Risk Occupancies Address Facility Name/Organization Risk Description 1265 Jackson Side Road RR#2 Townsend Lumber Inc. Sawmill 301 Tilson Ave Martinrea International Inc Automotive Industry Supplier 22 Clark St E Kissner Milling Company Salt and Packaged Ice Melt Bagging Facility 21 Clearview Dr Fleetwood Metal Industries Inc. Metal Stamping 1417 Bell Mill Side Road THK Rhythm Automotive Canada Limited Automotive Industry Supplier 95 Spruce Street Inovata Foods Corp Food Processing Plant 105 Spruce St Marwood International Automotive Industry Supplier 1451 Bell Mill Side Road Autoneum Canada Ltd Automotive Industry Supplier 65 Spruce Street Freudenberg-NOK, Inc Sealing Technology 91 Lincoln Street Electrical Components Canada, Inc Electrical Distribution Systems Manufacturer 68 Spruce Street J/E Bearing & Machine Ltd Machine Shop 81 Lincoln Street Hoover Enterprises Inc Metal Fabricator 1494 Bell Mill Side Road Wellmaster Pipe and Supply Inc Pipe Manufacturer 1250 Jackson Side Road Breeze Dried Inc Lumber Industry Manufacturer 24 Clearview Drive Xcel Fabrication & Design Ltd Returnable Packaging Manufacturer 131-B Townline Road Foldens Machine Works Ltd Machine Shop 111 Townline Road Tillsonburg Recreation & Industrial Products ULC Metal Fabricator 102 Spruce Street MIL-SIM-FX International Inc Air Battlefield Simulator Manufacturer 47 Clearview Drive Tillsonburg Tube Inc Metal Furniture Manufacturer 20 Clearview Drive Wise Line Metal Sales Inc Metal Roofing Manufacturer 30 Clearview Drive Dyco Tool Inc Machine Shop 45 Clearview Drive Kraushaar Machine Services Inc Machine Shop 61 Townline Road CedarCrest Wood Products Limited Wood Products Manufacturing 21 Watson Mill Road DBK Machine & Tool Tool Manufacturer Page 515 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 31 Address Facility Name/Organization Risk Description 3 Rouse Street Future Transfer Distribution Warehouse 50 Clearview Drive Future Transfer Distribution Warehouse 281 Tilson Avenue Future Transfer Distribution Warehouse 51 Clearview Drive Future Transfer Distribution Warehouse 291 Tilson Avenue Future Transfer Distribution Warehouse In addition to ensuring compliance to the requirements of the OBC and the OFC, there are operational strategies that a fire service can implement to address fuel load concerns. These include regular fire inspection cycles and pre-planning of buildings of this nature to provide an operational advantage in the event of fire. It should be noted that some of these companies do routinely update emergency response plans and share them with the fire services. Identified Risk: There are several properties within Tillsonburg that have a potentially high fuel load and therefore an increased high fire risk. Fire risk does not affect all people equally. Those who are at an increased risk of fire injury or fatality are known as vulnerable individuals. In the event of a fire, these individuals may be unable to self-evacuate and/or require assistance in their evacuation efforts. Identifying the location and number of vulnerable individuals or occupancies within the community provides insight into the magnitude of this demographic within a community. 3.7.1 Registered Vulnerable Occupancies From an occupancy perspective, vulnerable occupancies contain vulnerable individuals who may require assistance to evacuate in the event of an emergency due to cognitive or physical limitations, representing a potential high-life safety risk. As part of its registry of vulnerable occupancies, the OFM defines vulnerable occupancy as any care occupancy, care and treatment occupancy, or retirement home regulated under the Retirement Homes Act. These occupancies house individuals such as seniors or people requiring specialized care. It is important to note, however, that not all vulnerable individuals live in vulnerable occupancies; for example, some seniors who are vulnerable due to physical limitation can live on their own or in subsidized housing, making them a key demographic to reach. Ontario Regulation 150/13: Fire Code, which amends Ontario Regulation 213/07: Fire Code, identifies vulnerable occupancies as care, care and treatment and retirement homes. This includes hospitals, certain group homes and seniors’ residences and long-term care facilities. The regulation requires fire service to perform annual inspections, approve and witness fire drill scenarios and file certain information regarding the occupancy with the Fire Marshal’s office. A list of vulnerable occupancies is presented in Table 9. Page 516 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 32 Table 9: Vulnerable Occupancies Property Name Occupancy Type Location Tillsonburg District Memorial Hospital Hospital 161 Rolph Street Maple Manor Nursing Home Nursing Home 73 Bidwell Street Woodingford Lodge Long-term Care 52 Venison Street W Tillsonburg Retirement Residence Retirement Home 4866 Old Highway 2 Aspira Harvest Crossing Retirement Living Group Home 5103 Old Highway 2 Tillsonburg District Association for Community Living Supported Living 10 Allen Street Tillsonburg District Association for Community Living Supported Living 59 Potters Road Tillsonburg District Association for Community Living Supported Living 4 & 6 John Street Tillsonburg District Association for Community Living Supported Living 95 Tilson Avenue Tillsonburg District Association for Community Living Supported Living 23 Queen Street Tillsonburg District Association for Community Living Supported Living 71 Queen Street Tillsonburg District Association for Community Living Supported Living 30 Lisgar Avenue There are 12 vulnerable occupancies in Tillsonburg. These include care occupancies, care and treatment occupancies and retirement homes. Key Finding: The Town of Tillsonburg currently has 12 registered vulnerable occupancies. Page 517 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 33 3.7.2 Other Vulnerable Populations Tillsonburg, as with many other towns across Ontario, is experiencing an increase in homelessness partly due to the increased cost of living and shortage in housing supply, as well as mental health and addiction. According to the Oxford Housing Action Collaborative, there are 103 people in the County experiencing homelessness. In 2019, figures indicated there were 10-12 (7-12% of total) known homeless people in the town and it is deduced this number has since grown given the recent establishment of overnight temporary shelters in the town which can accommodate up to 12 people. Homelessness can often be less visible in small towns where individuals may resort to staying with family and friends. There is a growing encampment on the outskirts of town. Encampments are unsheltered areas where one or more homeless people are living. Encampments are a growing trend as homelessness increases in Ontario. They can generate many different types of calls for emergency services including medical calls, carbon monoxide calls and fire-related calls. Key Finding: With increasing homeless numbers in the town and county, location of any encampments within or around Tillsonburg should be identified as they are associated with numerous fire and life safety risks to the residents of encampments, the public and emergency responders. 3.7.3 Other High Fire Life Safety Risk Occupancies From the perspective of risk, it can be valuable for a fire service to identify additional potential high fire life-safety risk considerations. This includes day care facilities and schools. Children, due to age and potential cognitive or physical limitations may prevent or delay self- evacuation in the event of an emergency. For the purposes of this CRA, potential high life- safety risk occupancy considerations include schools and licensed day care facilities. Analysis of Municipal Property Assessment Corporation Data identified that there are 10 schools, 1 daycare facility and 1 additional institutional facility dedicated to special education/training. It would be beneficial for TFRS to conduct pre-planning activities for all occupancies with vulnerable occupants. Pre-planning activities increase fire service personnel familiarity with buildings of special interest. A fire service can help reduce the risk faced by vulnerable individuals or vulnerable occupancies by performing regularly scheduled fire safety inspections; approving and witnessing fire drill scenarios; providing public education on fire safety issues; conducting pre-planning exercises to increase fire service personnel’s familiarity with the facility; reviewing fire safety plans for accuracy and encouraging facility owners to update facilities as needed; providing staff training; and encouraging fire drills. Key Finding: In addition to registered vulnerable occupancies the town has 10 schools, 1 daycare and one other facility dedicated to special education/training that represent higher fire life-safety risks. Page 518 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 34 Critical infrastructure within the town includes the facilities and services required to meet essential needs, sustain the local economy, ensure public safety and security, and maintain continuity in government. The Ontario Critical Infrastructure Assurance Program identifies nine categories of critical infrastructure: continuity of government, electricity, financial institutions, food and water, health, oil and natural gas, public safety and security, telecommunications, and transportation networks21. The interconnectedness of these critical infrastructures further increases the risk. Infrastructure is a complex system of interconnected elements whereby failure of one could lead to the failure of others. The vulnerability of infrastructure is often connected to the degree to which one infrastructure component depends upon another. Therefore, it is critical that these elements be viewed in relation to one another and not in isolation. For the purposes of this CRA, critical infrastructure of similar types was grouped into the categories listed above. General considerations and concerns related to each critical infrastructure as it pertains to the provision of fire protection services for the town are included in Table 10 below. 21 As retrieved from https://www.ontario.ca/page/emergency-management-program-resources Page 519 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 35 Table 10: Critical Infrastructure Overview Identified Critical Infrastructure Critical Infrastructure Sector Issues / Concerns Water Distribution and Reservoirs Food and Water • Water supply is essential for firefighting and is accessible through hydrant system • Damage to infrastructure could impede firefighting Electricity Transmission and Distribution Electricity • Downed power lines cause safety concern for firefighters responding • Lack of heat/cooling resulting in increased assistance calls • Rescue operations may be required for individuals improperly running generators • Fires can be sparked by downed lines and transformers • High voltage electrical hazards present with fires at electrical substation • Chemical hazards possible with presence of cooling agents for electrical conductors Radio Communications Telecommunications • Loss of radio communications results in significant challenges for fire service operations such as inability to communicate with crew and with first responders • Lack of uninterrupted power supply to radio systems and computers results in disruption of communications Cellular towers and phone lines (911 dispatch) Telecommunications • Damage to telephone lines and towers results in lack of means of notifying first responders • Downed communication lines result in inability to complete transactions (fuel, necessities, supplies etc.) • Calls not dispatched or not dispatched on time (unknown if there is a secondary backup location to route to?) • Residents cannot call for assistance Gas Distribution Oil and Natural Gas Distribution • Leaks in transmission lines and/or leaks in homes and/or places of assembly could require evacuation • Ignition sources may be unknown and create a risk to responders • Loss of heating for private homes when outside distribution fails, resulting in calls particularly from vulnerable population Page 520 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 36 Identified Critical Infrastructure Critical Infrastructure Sector Issues / Concerns Roadways Transportation • Poor road conditions due to snow, ice, heavy rain create increased calls for assistance, as well as a hazard for responders • Damaged/impassable roads create a risk of damage to apparatus as well as increased calls for service where access may be difficult Cyber Attack Financial Institutions • Disruption to commerce, and inability to access important systems and records necessary for fire service and/or emergency operations Emergency Operations Centre (EOC) Public Safety and Security • There are primary, alternate, and virtual EOCs designated across the area • Widespread power loss and poor weather, or large-scale emergency may also impede access to one or both EOCs delaying major emergency response actions and communication, and potentially increasing losses associated with the emergency Fire and Emergency Service Stations Public Safety and Security • The fire service is composed of 30 on-call volunteers and a full-time fire chief and 2 assistant chiefs. • Tillsonburg provides emergency fire communications to dispatching service to 28 municipalities across Ontario. • There is a police detachment in the town, police services are provided by the Ontario Provincial Police (OPP) • Station 3 of Oxford County Paramedic Services is located in the town. The next closest stations are in Norwich and Ingersoll (17-20 minutes) • A large-scale emergency or frequent events affecting either the region, could result in shortages of responders across the area Government Operations Public Safety and Security • Municipal government closed due to extreme weather, cyber-attack, health emergency, location, civil disruption causes disruption to decision making, financial support, declaration of emergencies etc. Page 521 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 37 Identified Critical Infrastructure Critical Infrastructure Sector Issues / Concerns Supply Chain Disruption Public Safety and Security • Prolonged disruptions to supply chains can impact apparatus replacement due to manufacturing delays (resulting in them going over lifetime) • Supply disruptions also have an unforeseeable but potentially impactful financially impact on running apparatus, as well as the ability to obtain/replenish PPE Retirement Residences Health • Disruptions large number of people with mobility issues • Potential communication issues • Need for specialized medical equipment Outbreak/Illness Health • A major outbreak or illness can create unexpected shortages in the workforce. Reduced staffing can result in inability to run an apparatus in a certain part of the town, as well as affect ambulance and police services for widespread illnesses • Illnesses and outbreaks can also increase medical calls in the region and have an increased cost in replenishing medical PPE Tillsonburg District Memorial Hospital Health • A long-term disruption to this centre may result in increased calls for emergency transportation to facilities outside of the town • Next closest hospital in Ingersoll (20 minutes) 4.1.1 Water Infrastructure Water supply is a critical infrastructure that is essential for firefighting. Having access to the town’s water delivery systems is critical to service delivery. The system consists of 5 treatment facilities, 11 production wells, 4 reservoirs/towers and 144,869 m of pipe. The system overall is rated good with 56.7% of assets rated in good or excellent condition and 11.9% rated as poor or critical. The asset conditions however are steadily declining due to age. Many of the assets are approaching their expected useful life. Fire flow, which is the available water supply for fire protection purposes, is available to 100% of properties. There are a total of 661 hydrants in the town. The average age of hydrants in the town is 28 years with an expected useful life of 40 years, and 40% of the hydrants in the town are rated to be in critical condition.22 In addition to the hydrant and distribution system, water availability must be considered. The production wells are rated as being in good condition, however the reservoir system has been rated as fair. In dry summer months, water 22 Oxford County Asset Management Plan 2022 Page 522 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 38 use restrictions have been put in place to ensure adequate water availability. As expected with climate change and increasingly hot and dry conditions, these restrictions have become more frequent and more restrictive. Key Finding: To ensure fire water availability, Tillsonburg has experienced more frequent water restrictions in hot and dry conditions. This is partly attributed to the state of the production wells and water reservoir systems, and reduced availability of water in reservoirs. Alternate water supply sources can include fire services access to ponds, streams and alternative water supplies, and the use of fire suppression apparatus that have portable tanks that can support a tanker shuttle and a continuous supply of water to support fire suppression activities. According to the Fire Underwriter’s Survey, an Accredited Superior Tanker Shuttle Service is a recognized equivalent to a municipal fire hydrant protection system if it meets all the requirements for accreditation. In areas without reliable municipal water supply, a fire service should consider a water servicing strategy or formal plan for those areas requiring water flow for firefighting. Tillsonburg currently has mutual aid agreements with Norfolk, Oxford and Elgin County for shuttle tank operations. Identified Risk: The town’s hydrants (fire flow) are aging and may be unreliable and showing steady decline in older neighbourhoods, increasing the risk of failure during a response. Page 523 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 39 As referenced in O. Reg. 378/18, the demographic profile assessment includes analysis of the composition of the community’s population, respecting matters relevant to the community such as population size and dispersion, age, gender, cultural background, level of education, socioeconomic make-up, and transient population. The following sections consider these demographic characteristics within the Town of Tillsonburg. Over the past two decades (2001-2021), the Town of Tillsonburg's population and private dwellings have generally grown at a slower pace than the province overall, as shown in Table 11. However, from 2016 to 2021, both rates have significantly increased, almost tripling that of Ontario, as demonstrated in Table 12. These trends reflect similar patterns observed in smaller communities near major cities, where housing is scarce and costly. The COVID-19 pandemic, which has allowed more people to work from home, is expected to maintain these trends. Table 11: Historic Growth in Population and Households – Town of Tillsonburg23 Year Population % Change Total Private Dwellings % Change 2001 14,052 6.4% 6,153 Not available 2006 14,822 5.5% 6,519 5.95% 2011 15,301 3.2% 7,072 8.48% 2016 15,872 3.7% 7,297 3.18% 2021 18,615 17.3% 8,229 12.77% Table 12: Historic Growth in Population and Households - Ontario24 Year Population % Change Total Private Dwellings % Change 2001 11,410,046 6.1% 4,556,240 15.3% 2006 12,160,282 6.6% 4,972,869 9.1% 2011 12,851,821 5.7% 5,308,785 6.8% 2016 13,448,494 4.6% 5,598,391 5.2% 2021 14,223,942 5.8% 5,929,250 5.9% Key Finding: The population of the town has increased by 17.30% between 2016 and 2021 and continues to grow. Rapid changes in population can affect service levels due to insufficient coverage and number of personnel. 23 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). 24 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). Page 524 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 40 Identifying a community’s population by age category is a core component of developing the CRA and identifying specific measures to mitigate risks associated with a specific age group, such as seniors. The age distributions of the town’s population and Ontario’s population are compared in Table 13. Table 13: Population by Age Group – Town of Tillsonburg and Ontario25 Age Tillsonburg Population Tillsonburg Percentage of Population Ontario Population Ontario Percentage of Population 0 to 4 years 855 4.60% 683,515 4.81% 5 to 9 years 860 4.63% 764,430 5.37% 10 to 14 years 885 4.76% 803,850 5.65% 15 to 19 years 965 5.19% 801,455 5.63% 20 to 24 years 895 4.81% 895,600 6.30% 25 to 29 years 970 5.22% 975,400 6.86% 30 to 34 years 1,010 5.43% 981,210 6.90% 35 to 39 years 990 5.33% 948,030 6.67% 40 to 44 years 985 5.30% 890,160 6.26% 45 to 49 years 980 5.27% 894,580 6.29% 50 to 54 years 1,095 5.89% 941,270 6.62% 55 to 59 years 1,280 6.89% 1,040,160 7.31% 60 to 64 years 1,370 7.37% 966,575 6.80% 65 to 69 years 1,405 7.56% 813,215 5.72% 70 to 74 years 1,395 7.50% 691,280 4.86% 75 to 79 years 1,080 5.81% 469,485 3.30% 80 to 84 years 750 4.03% 325,110 2.29% 85 to 89 years 540 2.90% 205,480 1.44% 90 to 94 years 195 1.05% 101,430 0.71% 95 to 99 years 75 0.40% 28,000 0.20% 100 + 10 0.05% 3,705 0.03% Total 18,615 100.00% 14,223,940 100.00% Median Age of the Population 49.2 42 Population aged 14 and under 2,630 14.15% 2,251,795 15.83% Population aged 65 and over 5,450 29.32% 2,637,710 18.54% * Note due to rounding totals may not reflect individual counts 25 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). Page 525 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 41 The youngest demographic (those 14 years of age and under) represents 14.15% of the town’s total population, which is slightly lower in comparison to the province (15.83%). While at a lower risk of fatality in residential occupancies overall when compared to seniors or adults, youth (aged 14 years and under) represent an important demographic for the purposes of public education. As a result, there is value in targeting public education and prevention programs to this demographic. Structured education programs consistently provided to children and youth can help to engrain fire and life safety awareness and knowledge into future generations. The percentage of the population aged 65 years and older in Tillsonburg represents 29.32% of the total population, which is 10.78% higher than the province (18.54%). This is significant. An additional 14.26% of the town’s population falls between the age group of 55 and 64, who are ageing towards the senior demographic of 65 years of age and older. Based on historic residential fire fatality data, this population will become seniors who will be at greater risk. These demographic trends are important considerations for the development of informed targeted public education programs and risk reduction strategies within the community. A community’s population by age is an important factor in identifying specific measures to mitigate risks associated with a specific age group, such as seniors. Canada’s aging population has been recognized as one of the most significant demographic trends. According to Statistics Canada, from 2016 to 2021 Canada experienced a large increase in the proportion of seniors since Confederation” due to the baby boomer generation reaching the age of 65. There are more Canadians over the age of 65 (18.54% of the population) than there are children aged 14 years and younger (15.83%).26 Key Finding: The population most vulnerable to fire related deaths (60 years and over) is increasing. Seniors (those 65 years and over) are considered to represent one of the highest fire risk groups across the province based on residential fire death rate (fire deaths per million of population). Figure 5 illustrates the number of fire deaths in Ontario from 2012 through 2021. Seniors are identified at an increased risk of fatality in residential occupancies when compared to other age groups. 26 Statistics Canada. (2017, May). The Daily: Age and sex, and type of dwelling data: key results from the 2016 Census. Retrieved from http://www.statcan.gc.ca/daily-quotidien/170503/dq170503a-eng.htm?HPA=1. Page 526 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 42 Figure 5: 2012-2021 Residential Fire Death Rate by Age of Victim Source: Adapted based on OFM reported residential fatal fires.27 NFPA 1730 - Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations (2019 Edition) considers sex as part of a CRA due to the finding that, based on historic data, males are more likely to be injured or die in a fire. Table 14 displays the distribution of both sexes by age for Tillsonburg. The proportion of males versus females is 47.77% male and 52.37% female. This is in line with the provincial gender breakdown of 49% men and 51% women. When specific age groups are reviewed, there are minor variations. Typically, one of the most significant differences is the proportion of males to females in the over 65 age group. In the case of Tillsonburg, the gap between men and women in the age 65 and over is 4.41% (26.91% men compared to females at 31.32%.). Based on these statistics, it is not anticipated that public education programming would be refined based on sex. The impact of sex ratio on public education programming would be more notable in a community with unique demographics such as those that have transient populations due to employment. 27 Office of the Fire Marshal and Emergency Management. (Revised 2018, November). Ontario Residential Fatal Fires. Retrieved from Ministry of the Solicitor General Website 0 2 4 6 8 10 12 14 16 18 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021Death Rate per MillionYear 0-15 Years 16-64 Years 65+ Years Page 527 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 43 Table 14: Gender Distribution by Age Group – Town of Tillsonburg28 Age Group Total Population Male % Female % 0 to 4 years 855 445 5.01% 440 4.52% 5 to 9 years 860 435 4.90% 425 4.37% 10 to 14 years 885 445 5.01% 430 4.42% 15 to 19 years 965 475 5.35% 490 5.03% 20 to 24 years 895 480 5.41% 415 4.26% 25 to 29 years 970 490 5.52% 480 4.93% 30 to 34 years 1,010 490 5.52% 520 5.34% 35 to 39 years 990 495 5.57% 495 5.08% 40 to 44 years 985 460 5.18% 530 5.44% 45 to 49 years 980 505 5.69% 470 4.83% 50 to 54 years 1,095 560 6.31% 535 5.50% 55 to 59 years 1,280 590 6.64% 690 7.09% 60 to 64 years 1,370 610 6.87% 760 7.81% 65 to 69 years 1,405 630 7.09% 770 7.91% 70 to 74 years 1,395 635 7.15% 760 7.81% 75 to 79 years 1,080 475 5.35% 605 6.21% 80 to 84 years 750 350 3.94% 400 4.11% 85 to 89 years 540 205 2.31% 335 3.44% 90 to 94 years 195 70 0.79% 125 1.28% 95 to 99 years 75 25 0.28% 50 0.51% 100 + 10 0 0.00% 5 0.05% Total 18,615 8,880 47.77% 9,735 52.37% * Note due to rounding totals may not reflect individual counts Socioeconomic circumstances of a community are known to have a significant impact on fire risk. Socioeconomic status is reflected in an individual’s economic and social standing and is measured in a variety of ways. These factors can be reflected in the analysis of socioeconomic indicators such as labour force status, educational attainment, and income as well as household tenure, occupancy, suitability, and cost. 28 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). Page 528 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 44 Socioeconomic factors intersect in a number of ways and have direct and indirect impacts on fire risk. One such example is outlined in the OFM’s Fire Risk Sub-Model.29 The Sub-Model makes reference to the relationship between income and fire risk. As one consideration, households with less disposable income may be less likely to purchase fire safety products (e.g., smoke alarms, fire extinguishers, etc.), which puts them at higher risk of experiencing consequences from a fire. Another consideration is that households living below the poverty line may have a higher number of persons per bedroom in a household and/or children who are more likely to be at home alone. These circumstances would impact both the probability and consequence of a fire. While these complex relationships between socioeconomic circumstances and the probability / consequence of a fire are not well understood, this CRA seeks to explore these factors. The Town of Tillsonburg in particular has experienced an increase in diversity and cost of housing as well as an increased number of people living in a single house, all of which contribute to an increased risk associated with fire. The factors reviewed at a high level have been selected based on the data available from Statistics Canada. Socioeconomic factors such as income decile group and median household income have been displayed spatially throughout this section. Factors that are highlighted in this section include: • Labour force status • Educational attainment • Household tenure, occupancy, suitability, and cost 5.4.1 Labour Force Status Those who are economically disadvantaged, including low-income families, the homeless and perhaps those living alone, may experience a higher fire risk. The OFM’s Fire Risk Sub-Model references a number of reports that suggest there is a correlation between income levels and fire risk. The reports identify the following factors: • The higher number of vacant buildings found in low-income neighborhoods attract the homeless. This introduces risks such as careless smoking, drinking and unsafe heating practices. • Building owners are less likely to repair building systems (electrical, mechanical, suppression) due to affordability, increasing fire risk from improper maintenance. • Households with lower disposable income are less likely to purchase fire safety products (i.e. smoke alarms, extinguishers, cigarette ignition resistant furniture, etc.) due to affordability. • Households with lower disposable income are more likely to have utilities shut off due to non-payment, leading to increased risks related to unsafe heating, lighting, and cooking practices. 29 Minister of the Solicitor General. (Modified 2016, February). Comprehensive Fire Safety Effectiveness Model: Fire Risk Sub-Model. Retrieved from Ministry of the Solicitor General Website Page 529 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 45 • Single parent families are more economically challenged due to the fact that there is only one income. These households also have fewer resources to arrange childcare, increasing the likelihood of fires caused by unsupervised children. • Studies have shown that cigarette smoking is inversely related to income. In Canada, findings by the Centre for Chronic Disease Prevention and Control through the National Population Health Survey established that there were nearly twice as many smokers in the lowest income group when compared against the highest (38% vs. 21% respectively). • Those with low education and literacy levels are inhibited in their ability to read instruction manuals and warning labels and less likely to grasp fire safety messages.30 Labour force status is a possible indicator of income levels which directly influence fire risk (e.g., lower income, increased fire risk). The participation rate (i.e., the proportion of residents in the labour force) can also be an indicator of income and can be considered alongside unemployment rates (e.g., lower participation rate and higher unemployment could mean lower income, higher fire risk). Labour force status, shown in Table 15 below, shows that Tillsonburg has a slightly lower participation rate than the province of Ontario (53.51% versus 62.80%). This would suggest that the town faces a slightly higher or comparable fire risk to the province from the perspective of labour force. Table 15: Labour Force Status – Town of Tillsonburg and Ontario31 Status Tillsonburg Population Tillsonburg % Participation Ontario Population Ontario % Participation In the Labour Force 8,385 53.51% 7,399,200 62.80% Employed 7,415 47.32% 6,492,895 55.10% Unemployed 975 6.22% 906,310 7.69% Not in the Labour Force 7,285 46.49% 4,383,620 37.20% Total 15,670 100.00% 11,782,820 100.00% *Total - Population aged 15 years and over by labour force status 5.4.2 Educational Attainment The relationship between educational attainment and income is complex. An analysis conducted by Statistics Canada has found that high-income Canadians are generally more likely to be highly educated. Approximately two thirds (67.1%) of the top 1% had attained a 30 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 9, 2023). 30 Statistics Canada. (Modified 2018, July). Education and occupation of high-income Canadians. Retrieved from Statistics Canada Website 31 Ibid. Page 530 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 46 university degree compared to 20.9% of all Canadians aged 15 and over.32 Based on this national trend and for the purposes of this CRA it is assumed that a higher education leads to more disposable income and a lower fire risk. It is also assumed that households with more disposable income are more likely to invest in fire life safety products such as fire extinguishers and smoke alarms reducing the fire risk. Table 16 displays educational attainment for the Town of Tillsonburg and the Province of Ontario. Table 16: Educational Attainment – Town of Tillsonburg and Ontario33 Educational Attainment Tillsonburg Population Tillsonburg % Ontario Population Ontario % No Certificate/Diploma/Degree 3,655 23.32% 1,799,890 15.28% High School Diploma or Equivalent 5,150 32.87% 3,204,170 27.19% Postsecondary Certificate; Diploma or Degree 6,865 43.81% 6,778,765 57.53% Total 15,670 100.0% 11,782,820 100.00% According to the 2016 Census, 43.81% of residents in Tillsonburg have a postsecondary Certificate, Diploma or Degree, which is approximately 13.72% lower than the province. This level of educational attainment is likely linked to the median household incomes found in the town. According to the 2021 Census, the median total income of households for Tillsonburg in 2020 was $73,500, lower than the provincial median total income per household of $91,000.00. Table 17: Median Income - Town of Tillsonburg and Ontario34 Geography Median Employment Income Individual Median Total Income Household Tillsonburg $35,600 $73,500 Ontario $38,000 $91,000 5.4.3 Income Decile Groups Income can also be viewed through the lens of income decile groups. As stated by Statistics Canada, a “decile group provides a rough ranking of the economic situation of a person based on his or her relative position in the Canadian distribution of the adjusted after-tax income of economic families.”35 Economic family income decile group for the population in private 32 Statistics Canada. (Modified 2018, July). Education and occupation of high-income Canadians. Retrieved from Statistics Canada Website 33 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). 34 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). 35 Statistics Canada. (Updated 2016). Income Decile Group. Retrieved from Statistics Canada Website Page 531 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 47 households in Tillsonburg is presented in Table 18. Tillsonburg has a higher portion of the population that falls within the bottom distribution of income decile groups (56.24%) when compared to the province (46.44%). These statistics may be suggestive of a higher fire risk. Table 18: Economic Family Income Decile Group for the Population in Private Households – Town of Tillsonburg and Ontario - 2021 Census, Statistics Canada36 Decile Group Tillsonburg Population Tillsonburg % Ontario Population Ontario % In the bottom half of the distribution 10,290 56.24% 6,516,085 46.44% In the top half of the distribution 8,010 43.78% 7,515,670 53.56% Total 18,295 100.00% 14,031,755 100.00% Key Finding: When comparing the socio-economic factors of the residents of Tillsonburg in comparison to the province, it may suggest there is a slight increase of risk of fire to the town, however the fire statistics do not reflect an increased risk. 5.4.4 Housing Tenure Housing tenure reflects socioeconomic status whereby a low home ownership rate may reflect lower incomes in the community and a higher overall fire risk. The town has a higher proportion of dwellings that are owned versus rented when compared to the province (70.78% owned in Tillsonburg versus 68.40% in the province). See Table 19 below. 5.4.4.1 Occupancy A higher proportion of multiple persons per household can result in increased fire loss (consequence) resulting in a higher risk. There are 40 households (0.49% of total households) that have more than one person per room in Tillsonburg. This reflects a lower percentage compared to the province where 3.0% of households have more than one person per room. See Table 20 below. 5.4.4.2 Suitability The 2021 Census reports on housing suitability which, according to Statistics Canada, refers to whether a private household is a suitable accommodation according to the National Occupancy Standard. Suitable accommodations are defined by whether the dwelling has enough bedrooms based on the ages and relationships among household members. Based on this measure, 3.10% (or 255 households) are classified as “not suitable” within the town, compared to 6.70% for the province as a whole. From the perspective of housing suitability, the town has a lower fire risk than the province. See Table 21 below. 36 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). Page 532 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 48 5.4.4.3 Housing Costs The cost of shelter may also be indicative of the amount of disposable income within a household. Households with less disposable income have less funds to purchase household fire life safety items resulting in a higher risk. In Tillsonburg, 17.69% of households spend 30% or more of the household total income on shelter costs. This is approximately 6.54% less than the province, where 24.23% of households spend 30% or more of their income on shelter costs. Looking closer at shelter costs, the median value of dwellings in Tillsonburg is $500,000 ($200,000 lower than the provincial median). The town also has lower median monthly shelter costs for owned and rented dwellings than the province. See Table 22 and 23 below. Table 19: Household Tenure – Town of Tillsonburg and Ontario37 Household Tenure Tillsonburg % Ontario % Owner 5,825 70.78% 3,755,720 68.40% Renter 2,405 29.22% 1,724,970 31.41% Total 8,230 100.00% 5,491,200 100.00% Table 20: Household Occupancy – Town of Tillsonburg and Ontario38 Household Occupancy Tillsonburg % Ontario % One person or fewer per room 8,190 99.51% 5,328,575 97.04% More than one person per room 40 0.49% 162,625 2.96% Total 8,230 100.00% 5,491,200 100.00% Table 21: Household Suitability – Town of Tillsonburg and Ontario39 Housing Suitability Tillsonburg % Ontario % Suitable 7,970 96.84% 5,122,185 93.28% Not suitable 255 3.10% 369,015 6.72% Total 8,230 100.00% 5,491,200 100.00% 37 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). 38 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). 39 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). Page 533 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 49 Table 22: Shelter Costs – Town of Tillsonburg and Ontario40 Shelter Costs Tillsonburg % Ontario % Spending less than 30% of household total income on shelter costs 6,745 82.31% 4,103,320 75.77% Spending 30% or more of household total income on shelter costs 1,450 17.69% 1,312,095 24.23% Total 8,195 100.00% 5,415,420 100.00% Table 23: Median Costs of Dwellings – Town of Tillsonburg and Ontario41 Median Costs Tillsonburg Ontario Median value of dwellings $500,000 $700,000 Median monthly shelter costs for owned dwellings $900 $1,440 Median monthly shelter costs for rented dwellings $1,000 $1,300 Key Finding: When comparing housing tenure for the town of Tillsonburg to that of the Province, Tillsonburg appears to have a lower fire risk. Cultural background and language considerations can be factors for fire service providers to consider in developing and delivering programs related to fire prevention and public education. Communication barriers, in terms of language and the ability to read written material, may have an impact on the success of these programs. There may also be familiarity challenges related to fire safety standards within newcomer populations. A high proportion of immigrants could demonstrate a large population that has a potential for unfamiliarity with local fire life safety practices and/or may experience possible language barriers. Table 24 summarizes the immigration status of Tillsonburg’s population. The town has less than half of the proportion of newcomers (12.54%) when compared to Ontario (29.98%), and the majority of which immigrated prior to 1980, therefore should have considerable understanding of fire safety practices and the English language, which is demonstrated in Table 25. 40 Ibid. 41Ibid. Page 534 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 50 Table 24: Immigration Status – Town of Tillsonburg and Ontario42 Immigration Status Tillsonburg Population Tillsonburg % Ontario Population Ontario % Non-immigrants 15,985 87.37% 9,437,320 67.26% Immigrants 2,295 12.54% 4,206,585 29.98% Before 1980 1,150 6.29% 860,305 6.13% 1980 to 1990 410 2.24% 506,195 3.61% 1991 to 2000 245 1.34% 852,765 6.08% 2001 to 2010 255 1.39% 941,630 6.71% 2011 to 2015 135 0.74% 461,010 3.29% 2016 to 2021 105 0.57% 584,680 4.17% Non-permanent residents 20 0.11% 387,850 2.76% Total 18,295 100.00% 14,031,755 100.00% Knowledge of official languages based on the 2021 Census is included in Table 25 for Tillsonburg and Ontario. As illustrate below, 96.69% of the population in the town have knowledge of English only, 3.04% possess knowledge of both English and French, 0.24% have no knowledge of English or French, and 0.03% speak French only. The potential for communication barriers is considered to be very low. Table 25: Knowledge of Official Language – Town and Tillsonburg and Ontario43 Language Tillsonburg Total Tillsonburg % Ontario Total Ontario % English Only 17,840 96.69% 12,196,575 86.50% French Only 5 0.03% 39,310 0.28% English and French 560 3.04% 1,519,365 10.78% Neither English nor French 45 0.24% 344,545 2.44% Total (non-institutional) 18,450 100.00% 14,099,790 100.00% Ontario Regulation 378/18 requires the consideration of “transient populations”. This refers to the concept of population shift where the population within a community can shift at various times during the day or week or throughout the year. Population shift can be a result of a number of factors including employment, tourism, and education. In some municipalities, residents regularly leave the community for employment. This can contribute to increased traffic resulting 42 Ibid. 43 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). Page 535 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 51 in an increase in the number of motor vehicle collision calls. Other communities may be major tourist and vacation destinations resulting in large population shifts related to seasonal availability of tourism activities. This can result in an increased risk due to overnight tourism accommodation (sleeping) which can impact the demand for fire protection services. Educational institutions can attract a transient student population who commute to school daily or reside in dormitories or student housing on a seasonal basis. Student accommodations and short-term rental units present unique fire safety issues that may be attributed to the conversion of houses into boarding houses or rooming house type accommodations that do not conform to the OFC or OBC. These properties are not always known to the fire service, posing a challenge for fire prevention division staff responsible for fire code enforcement. 5.6.1 Tourism An increase in tourism can result in an increased risk due to overnight tourism accommodation which can impact the demand for fire protection services. There are several town-hosted events each year and attractions that draw 5,000-6,000 residents and non- residents each year. Annual events throughout the year include, but are not limited to: • TurtleFest • Tillsonburg Fair • Ribfest Tillsonburg fairs and events can draw large crowds which can increase calls for medical aid, crowd, and traffic control, however a large influx of serious incidents is not expected to overwhelm response capabilities. 5.6.2 Education Educational institutions are a key source for population shift in larger communities as they attract people from outside of the typical community. They are important to consider since they may have school-based residences or contribute to a population that is not captured through the census. The City of London is the closest urban centre with several large post- secondary institutions. The city is approximately a one-hour commute from Tillsonburg. When looking at the age statistics for Tillsonburg, combined with commuting distance, it is unlikely that many students are living in student housing and commuting to the city. 5.6.3 Commuting Commuter populations represent a significant portion of Tillsonburg’s labour force. Table 26 shows the commuting destination trends for the residents of Tillsonburg in comparison with Ontario based on 2021 Census data. Both the province and town have roughly the same percentage of labour force which commutes to a different census subdivision within the census division of residence. An additional 30.06% commute to a different census division within the province. This is slightly higher than the provincial commuters (23.50%) A shift in commuter population may impact the demand for fire protection services. These figures are important from a fire suppression standpoint as large numbers of people Page 536 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 52 commuting in and out of the city could increase the number of vehicle collision calls to which the fire service responds. This is unlikely to be a key risk for Tillsonburg. Table 26: Commuting Destinations – Town of Tillsonburg44 Commuting Destination* Tillsonburg Total Tillsonburg % Ontario Total Ontario % Commute within census subdivision of residence 2,880 52.32% 2,212,620 58.72% Commute to a different census subdivision within census division of residence 970 17.62% 653,055 17.33% Commute to a different census subdivision and census division within province or territory of residence 1,655 30.06% 885,485 23.50% Commute to a different province or territory 0 0.00% 17,050 0.45% Total 5,505 100.00% 3,768,210 100.00% *Commuting destination for the employed labour force aged 15 years and over in private households with a usual place of work - 25% sample data 44 Statistics Canada. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed June 15, 2023). Page 537 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 53 As referenced in the O. Reg. 378/18, the hazard profile assessment includes analysis of the hazards within the community, including natural hazards, hazards caused by humans, and technological hazards to which a fire service may be expected to respond, that may have a significant impact on the community. This section considers these hazards within the Town of Tillsonburg. A hazard is defined as a phenomenon, substance, human activity, or condition that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage. Hazards can be natural, human-caused, or technological. It is important to identify and consider these hazards from a fire risk, emergency response and overall public safety perspective in order to assist local governments and emergency management personnel plan for the risks within their communities and take the appropriate action to reduce future losses. Under the Emergency Management and Civil Protection Act (EMCPA), municipalities are required to ‘identify and assess the various hazards and risks to public safety that could give rise to emergencies and identify the facilities and other elements of the infrastructure that are at risk of being affected by emergencies. 2002, c. 14, s. 4. The OFM has recently released methodology guidelines outlining a process for the development of a HIRA program, to assist municipalities in assessing their local hazards and potential risks. Current legislation requires an annual review and update of the municipally developed HIRA. 6.1.1 HIRA and the Community Risk Assessment The OFM T.G.-02-2019 and OFM “Question and Answers” provide guidance on the role of a completed HIRA in the context of a Community Risk Assessment. The guidelines acknowledge that these processes are separate but complementary. The OFM “Question and Answers” states that the CRA process “may result in decisions about a fire service response to various types of emergencies identified in a completed HIRA.” A HIRA is a comprehensive process to identify the hazards to a community as a whole. A CRA provides an opportunity to examine the impact that these hazards would have on the services provided by a fire service. For the purposes of this CRA, a “fire protection services” lens will be applied to the top hazards as identified through the municipal led HIRA. 6.1.1 Town of Tillsonburg Hazard Identification and Risk Assessment The town’s HIRA was reviewed and updated in 2022 indicating that Tillsonburg has complied with its legislative requirements. As a component of the risk assessment and risk analysis process, the top risks in Tillsonburg were identified. The HIRA assigned likelihood and consequence levels to a list of hazards based on the potential for impacts to people, property, and the environment. As a result of this analysis, the top hazards in the town include the following: • Fire/explosion Page 538 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 54 • Winter weather (blizzard, freezing rain, snowstorms) • Human health emergency (pandemic) • HAZMAT spill – fixed site/transportation • Tornado/windstorm To better understand the risks of hazards as they pertain to fire protection services, the top five hazards have been assessed to identify possible impacts on fire protection services (excluding fire/explosion). Many of the potential impacts are not unique to a jurisdiction. The results of this review as they pertain to the top five hazards in the town are presented in Table 27. Key Finding: The town’s 2023 Hazard Identification and Risk Assessment (HIRA) identifies hazards that could each impact the ability of Tillsonburg Fire and Emergency Services to deliver fire protection services. Table 27: Impacts of Hazards on Fire Protection Services Hazard Possible Impact Winter Weather In 2023, a major ice storm in Ontario and Quebec knocked out power for over one million people, caused fatalities and severe damage to property and infrastructure. On average the town receives 4 feet of snow during the winter. A major snow event can produce accumulation of up to 40 cm45 Overall Impact (from HIRA) Above ground power lines could be impacted along with road treatments, debris clearing; salt gravel or other road treatment supplies. Visibility can cause traffic accidents on roadways or prevent movement of goods and services. Accidents on roadways may lead to leaking/spill of hazardous materials. Fire Services Depending on the severity of the debris on roads and downed power lines, access to various sections of the road network could be limited to fire service response delaying emergency response times. Interruptions to communication towers could impact fire service communications. The number and severity of motor vehicle collisions will increase. This could include hazardous material response. 45 As retrieved from https://www.tillsonburg.ca/living-here/roads-sidewalks-and-parking/snow-and-ice-control/ Page 539 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 55 Hazard Possible Impact Human Health Emergency (Pandemic) The 2020 COVID 19 Pandemic implications are still having a negative impact on communities. Overall Impact (from HIRA) Medically vulnerable persons are at risk. Increased use of non-recyclable PPE for staff. Critical infrastructure must be maintained with planning for staffing and acquisition of critical supplies. Fire Services Epidemic or pandemic breakout can present significant challenges to first responders causing potential fire service workplace absenteeism, and an increased demand for medical response and supplies as was illustrated during COVID 19. PPE was severely limited and supply chain issues for all equipment impacted operations. In many cases planned programming related to inspections and public education had to be delayed or modified. HAZMAT spill – fixed site/transportation In 2022 a chemical spill in the town resulted in the evacuation of homes and road closures. Overall Impact (from HIRA) Serious injury or fatality. Possible secondary emergencies such as fire or explosion when chemicals mixed with air, water, or other agents. Could require small or large scale evacuation of homes, businesses, school etc. Fire Services Depending on the severity and type of release, could pose secondary risk to firefighters on-scene. Must have proper knowledge of chemical release. May not be able to access the scene until proper back-up arrives or have proper information. Tornado/Windstorm The Tillsonburg and surrounding area have had tornado warnings (last known 2023) in effect and funnel clouds have been reported (2009). Overall Impact (from HIRA) Above ground power lines, toppled trees could impact buildings or roads and winds could take down communication towers. Fire Services Depending on the severity of the debris on roads and downed power lines, access to various sections of the road network could be limited to fire service response delaying emergency response times. Interruptions to communication towers could impact fire service communications. Page 540 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 56 Public safety and response agencies refer to agencies and organizations that respond to specific types of incidents within a community that provide trained personnel and resources critical to upholding public safety. Each of these entities offer specialized skill sets in support of front-line operations. The types of response services offered might include fire protection, medical attention, rescue operations, policing activities, or dangerous goods response. In addition to responding individually to certain types of incidents, these entities work closely with one another in the event of major emergencies through a structured standardized response approach to ensure effective coordination among all response agencies. Table 28 lists the public safety response agencies who could be able to assist the town in a collective emergency response effort and may contribute to the minimization of risk within the community. Identifying the public safety response agencies within the community can help the fire service understand the agencies that may be able to assist in the response to an emergency. Page 541 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 57 Table 28: Public Safety Response Agencies Public Safety Response Agency Types of Incidents they Respond to Agency Role in Incident Tillsonburg Fire and Emergency Services • Residential, commercial, and industrial fires • Motor vehicle collisions • Medical emergencies • Natural gas and propane emergencies • Water rescue • Carbon monoxide emergencies • Hazardous and flammable materials spills and leaks • Elevator rescues • Firefighting • First on scene medical response • Vehicle extrication • Dangerous goods containment/clean up (from vehicle) • Rescue • Leak detection and containment Ontario Provincial Police (Oxford County) • Provincial highway and waterway incidents • Major crimes i.e., homicide, kidnapping, organized crime • Respond to incidents on provincial highways and waterways • Investigate cross-jurisdictional and major crimes • Provide air support for search and rescue • Offender transport Office of the Fire Marshal • Fire • Assistance with managing fire and obtaining resources beyond capability of town Oxford County Paramedic Services • Advanced EMT pre-hospital care • Mass casualty incidents • Evacuation of health facilities (hospital, nursing homes etc.) • Disease related emergencies • Ensuring provision of paramedic services at the site of the emergency • Ensuring continuity of paramedic services coverage is maintained throughout the remainder of the community/county. • Liaise with the Medical Officer of Health to help facilitate medical services at the hospital. Southwest Public Health • Communicable Diseases • Health Inspection Services • Advice on Medical Services • Public Health Advisory • Liaise with long term care facilities, hospitals, retirement homes, and other vulnerable populations as required • Provide information and instructions to the County Control Group (CCG) and the population on matters concerning public health. • Protect the health of the community from inherent health threats by enforcement of the applicable legislation. • Continue delivery of established programs to ensure continuity of care and general health protection. Page 542 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 58 Public Safety Response Agency Types of Incidents they Respond to Agency Role in Incident Victim Services of Oxford County • Serious assault • Domestic violence • Sexual assault • Stalking • Immediate crisis response • Vitim assistance • Victim support and needs assessment CANUTEC • Hazardous spills/emissions • Product information • Safe handling information • emergency actions Ministry of Natural Resources • Spills • Environmental disasters • Provide personnel and equipment for cleanup and remediation Ministry of Environment • Spills • Environmental disasters • Provide personnel and equipment for cleanup and remediation Emergency Management Ontario • Large-scale emergencies requiring declaration of state of local emergency • Provincial level support • Communication 7.1.1 Mutual Aid Agreements Large emergency events quickly overwhelm the response capacity of most municipal fire departments. This is especially true for smaller fire departments with limited resources. As a result, mutual aid and automatic aid agreements are a necessary component in adding response capacity for these low frequencies but potentially high or extreme consequence events. Mutual aid agreements between fire departments allow them to assist each other across jurisdictional boundaries. Typically, this happens when local emergencies exceed local resources. They may include fire response, and/or specialty response services including rescue, dangerous goods. Any response would be made by the requesting agency and is not pre-determined in the case of automatic aid. The requested agency may or may not be able to fulfill the request. Automatic aid agreements ensure a provision of initial or supplemental response to fires, rescues, and emergencies where a fire department situated in a neighbouring municipality can provide a response quicker than any fire department situated in the requesting municipality. The Province of Ontario through the Office of the Fire Marshall has developed a provincial wide mutual aid plan (MAP) to formalize and maintain mutual aid and automatic aid agreements for identified areas coordinated through an Ontario Fire Marshall appointed fire coordinator. Each area will develop and maintain their respective MAP consistent with the Ontario plan. The principle of operation of MAPs is to promote and ensure adequate and coordinated efforts to minimize loss of human life and property, as well as damage to the environment through the efficient utilization of fire department and provincial resources in the event of a mutual aid activation during times of natural or human-made emergencies. Page 543 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 59 In the event of an emergency, the Town of Tillsonburg Emergency Management Plan (By-law 2022-083) guides the municipality’s response, mitigation and recovery. This Bylaw assigns designated corporate positions to the Emergency Management Program Committee (EMPC) including the position of Emergency Management Program Coordinator (CEMC) as well as ad Hoc members from other agencies based on the nature of the emergency. In the event an emergency over tasks the resources of the municipality, and requires additional assistance, the EOC Commander may request assistance from neighbouring municipal or the Office of the Fire Marshal and/or Emergency Management through the Provincial Emergency Operations Centre (PEOC). The Town of Tillsonburg participates in mutual aid with Oxford, Norfolk and Elgin Counties. Automatic aid is provided by TFES to Bayham in the Elgin County. Page 544 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 60 The community services profile assessment includes analysis of the types of services provided by other entities in the community, and those entities’ service capabilities. This includes the presence or absence and potential abilities of other agencies, organizations, or associations to provide services that may assist in mitigating the impacts of emergencies to which the fire service responds. The following sections consider these community service characteristics within the Town of Tillsonburg Fires and other emergency events can have devastating effects on a community and at times can overwhelm public safety and security agencies’ capacity to respond. In an emergency event, community-based agencies, organizations, and associations can provide surge capacity to the response and recovery efforts of first responders and a useful resource to call upon if integrated into the emergency management framework early on. These types of affiliations can contribute a variety of capabilities essential to response and recovery efforts including support in the areas of communications, health care, logistics, shelter, food and water supply, emergency clothing, and more specialized skill sets. Table 29 lists the community agencies, as well as members of the network of Non-governmental Organizations (NGO) Alliance of Ontario, which area available to all municipalities. Table 29: Community Service Agencies Community Service Agency Assistance Provided Tillsonburg Legion Branch #153 • Reception centre for evacuees • Distribution of goods and essential items Oxford County Human Services • Support to families and children struggling with mental health issues • Provide child protective services • Support to families struggling with financial issues London Search and Rescue • Assist emergency services with search and rescue: ice/water, ground, ELT detection, aircraft searching, rope rescue Local School Boards: Thames Valley District School Board, London District School Board • Life safety education In-Home Personal Support Services Oxford and Norfolk • Health care at home, school and in community • Supported living • Long-term care Community Living Tillsonburg • Supports adults with developmental disabilities • Residential services and community participation support Oxford County Walk-In Counselling • Addiction and mental health support Page 545 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 61 Community Service Agency Assistance Provided Non-Governmental Organizations Alliance of Ontario Canadian Red Cross • Assist with obtaining basic needs of those victims of large-scale disaster • Emergency shelter and feeding locations • Donation management Salvation Army • Donation management • Food/clothing • Victim support • Long-term recovery support for victims St John’s Ambulance • Medical support for reception centres • Health related screening • Transportation for victims • Assist with evacuation of hospitals and health care facilities • Training Ontario SPCA • Responds to needs of animals in event of emergency/disaster Mennonite Disaster Service • Cleanup and debris removal Samaritan’s Purse • Can remove damaged or destroyed content from homes • Clean and remediate flooded homes Team Rubicon • Incident management assistance • Disaster management • Infrastructure support • Hazard mitigation • Light demo and debris removal Society of Saint Vincent de Paul • Provide vouchers to obtain furniture, clothing, and accessories ADRA • Manages collection, triage, storing and distribution of in-kind donations GlobalMedic • Deploy large field tents for infrastructure and logistical needs, filed hospitals, clinics • Medically trained paramedics, first responders, doctors, and nurses Billy Graham Rapid Response Team • Chaplains trained for emotional and spiritual care following a disaster World Renew Disaster Response Services • Rebuilding projects • Unmet needs assessment Key Finding: This list of community services demonstrates that the town is very well supported in the event of a major or serious emergency. Page 546 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 62 An economic profile assessment includes analysis of the economic sectors affecting the community that are critical to its financial sustainability. This involves economic drivers in the community that have significant influence on the ability of the community to provide or maintain service levels. The following sections consider these economic characteristics within Tillsonburg. Certain industries, employers and events contribute to the financial sustainability and economic vitality of a community. A fire or other emergency at key sectors and employment facilities within a community could have significant impacts on the local economy and employment. The top manufacturing and non-manufacturing employers in the town are summarized in Table 30 and 31 below. Table 30: Major Manufacturing Employers in Tillsonburg Company Product/Service Number of Employees Marwood International Manufacturer of stamped automotive components 450 THK Rhythm Automotive Canada Steering components 345 Autoneum Canada Ltd. Noise control and thermal insulation systems for automobiles 340 Inovata Foods Frozen food entrees 259 Fleetwood Metal Fabrication Metal stampings 200 Adient Seating Canada LP Foam seating 200 180 Electrical Components International Electrical component services 150 Freudenberg – NOK Elastomeric seals and custom molded products 135 Martinrea International Inc Automotive component 100 Hoover Enterprises Fabrication and weld shop 78 Page 547 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 63 Table 31: Major Non-Manufacturing Employers in Tillsonburg Company Product/Service Number of Employees Tillsonburg District Memorial Hospital Medical services 305 Community Living Health care & social services 158 Metro Retail 150 Walmart Tillsonburg Retail 150 Town of Tillsonburg Government 135 Maple Manor Nursing Home Health care & social services 132 Sobeys Retail 118 Ontario Provincial Police Government 110 Glendale High School Education 81 Key Finding: The town has identified top employers that contribute to the economic vitality of the community. The largest of these are industrial type manufacturing plants. If a fire were to occur at one of these facilities it could have a negative impact on the financial well-being of the town. Figure 6: Economic Sectors (2021) 0.10% 0.10% 0.80% 0.80% 1.00% 1.10% 2.30% 2.80% 2.80% 2.90% 3.60% 3.80% 4.00% 4.10% 4.20% 6.30% 8.70% 11.10% 13.10% 24.20% 0.00%5.00%10.00%15.00%20.00%25.00%30.00% Mining, quarrying, and oil and gas extraction Management of companies and enterprises Utilities Information and cultural industries Real estate and rental and leasing Arts, entertainment and recreation Agriculture, forestry, fishing and hunting Wholesale trade Finance and insurance Public administration Professional, scientific and technical services Other services (except public administration) Administrative and support, waste management and… Educational services Transportation and warehousing Accommodation and food services Construction Health care and social assistance Retail trade Manufacturing PercentageEconomic SectorPage 548 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 64 As displayed, roughly 24.20% of the employed population works in manufacturing, with an additional 13.10% in retail and 11.10% in health care and social assistance. Tillsonburg has a strong and diverse labour force. A large percentage tend to be skilled in the trades sectors, related to the automotive sector. There are several large and mid-sized companies that hire a relatively large percentage of the workforce, however there is no single large employer responsible for the majority of the employment in the town, although the disruption to one or more companies in these top sectors could put a significant amount of people out of work. Page 549 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 65 As referenced in O. Reg. 378/18, the past loss and event history profile assessment includes analysis of the community’s past emergency response experience, including an analysis of the number and types of emergency responses, injuries, deaths and dollar losses, and a comparison of the community’s fire loss statistics with provincial fire loss statistics. Evaluation of previous response data will inform decisions on fire protection services delivery including public fire safety education and inspection programs. The following sections consider these past loss and event history characteristics within the town of Tillsonburg (note some data not currently available for the province at time of analysis). Analysis of historical data provides valuable insight into understanding the specific trends within a community. Assessing the key factors of life safety risk and fire risk in relation to provincial statistics provides a foundation for evaluating where specific programs or services may be necessary. The analysis within this section is based on the OFM’s Standard Incident Reporting for the period of January 1st, 2018, to December 31st, 2022 (note some data not currently available for the province at time of analysis). 10.1.1 Total Fire Loss Analysis of the total fire loss within the town over the five-year period from January 1st, 2018, to December 31st, 2022, as displayed in Table 32 includes three categories representing the primary types of fires and the total amount of dollar loss associated with these fires. This includes 43 structure fires, 13 outdoor fires, and 6 vehicle fires representing $12,396,800 in total dollar loss. It should be noted however there were two significant fires in multi-storey (<5 storeys) buildings in 2022, which greatly impacted the average loss over this time. Over this five-year period, the town averaged 14.2 fires per year and $2,479,360 in property loss per year. On average, 8.6 structure fires occur per year with an average structural fire property loss of $2,446,220 per year. It should be noted that losses are estimated, and the actual loss amount is unknown and not published by the Insurance Board of Canada. Page 550 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 66 Table 32: Total Fire Loss - Town of Tillsonburg46 Year # Structure Fires Loss ($) * # Outdoor Fires Outdoor Loss ($) # Vehicle Fires Vehicle Loss ($) Total # of Fires Total Loss ($) 2018 5 $376,500 1 $1,000 0 $0 6 $377,500 2019 7 $1,080,000 0 $0 2 $62,200 9 $1,142,200 2020 9 $377,000 1 $15,000 2 $12,000 12 $404,000 2021 13 $2,260,500 0 $0 2 $75,500 15 $2,336,000 2022 9 $8,137,100 11 $0 0 $0 29 $8,137,100 TOTAL 43 $12,231,100 13 $16,000 6 $149,700 71 $12,396,800 % of All Fires/Loss 60.56% 98.66% 18.31% 0.13% 8.45% 1.21% 100.00% 100.00% Average 8.6 $2,446,220 2.6 $3,200 1.2 $329,940 14.2 $2,479,360 * Loses are estimated. Actual loss unknown and not published by Insurance Bureau of Canada. Table 33 compares the number of structure fires and the associated total property loss within the Town of Tillsonburg, to the number of structure fires and total property loss that occurred across Ontario for the same period (note some data not currently available for the province at time of analysis). The town experienced an average of 8.6 structure fires per year over the five- year period representing an average of 12.11% of all fires that occurred in the town. Between 2018 and 2021, the province experienced an average of 6,911 structure fires per year representing an average of 16.06% of all fires that occurred in the province. This structure fire analysis indicates that the average number of structure fires in Tillsonburg is slightly lower than the provincial average, however it is noted that the sample size is comparably low for Tillsonburg and data for Ontario is incomplete. 46 OFM SIR Data -Tillsonburg 2018-2022 Page 551 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 67 Table 33: Structure Fires and Property Loss – Town of Tillsonburg and Province of Ontario47 Year Tillsonburg Structure Fires Structure Loss ($) % All Fires % All Loss ($) Ontario Structure Fires Structure Loss ($) % All Fires % All Loss ($) 2018 5 $376,500 7.04% 3.04% 7,012 $734,300,000 16.29% 19.91% 2019 7 $1,080,000 9.86% 8.71% 6,715 $860,400,000 15.60% 23.33% 2020 9 $377,000 12.67% 3.04% 6,841 $790,700,000 15.90% 21.44% 2021 13 $2,260,500 18.31% 18.23% 7,076 $857,800,000 16.44% 23.26% 2022 9 $8,137,100 12.67% 65.64% No Data No Data No Data No Data Average 8.6 $2,446,220 12.11% 19.73% 6,911 $810,800,000 16.06% 21.98% Total for all Structure Fires 43 $12,231,100 60.55% 98.66% 27,644 $3,243,200,000 64.24% 87.93% Total for all fires with Loss 71 $12,396,800 100.00% 100.00% 43,032 $3,688,300,000 100.00% 100.00% 47 OFM SIR Data – Ontario 2018-2021, Tillsonburg 2022 Page 552 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 68 10.1.2 Fires by Occupancy Type This section assesses the structure fires that occurred over the period from January 1st, 2018, to December 31st, 2022, based on the type of occupancy. Information retrieved from the OFM’s Standard Incident Reporting was utilized to inform this analysis. The analysis in Table 34 indicates that during this period, Tillsonburg experienced a total of 44 structure fires (26 of these fires, or 74.29% occurred in Group C-Residential Occupancies. These fires were responsible for 96.32% of the town’s total fire loss for this period. In comparison, structure fires in Group C-Residential Occupancies accounted for 74.1% of structure fires across the province and 66.8% of all fire loss. Over this period, Tillsonburg experienced a similar rate of fires in Group C-Residential Occupancies than that of the province however a 30% higher dollar loss in Group C-Residential Occupancies. The second most significant source of property loss in the town accounting for 5.71% of structure fires and 2.44% of the total structure fire loss over the same period are Group E – Mercantile occupancies. Tillsonburg has roughly 2% higher occurrence of fires in Group F occupancies than the province however the fire loss is 2.0% lower. Page 553 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 69 Table 34: Fires by OBC Major Occupancy Classification – Town of Tillsonburg (2018-2022) and Province of Ontario (2018-2021)48 Group Occupancy Classification # of Fires Tillsonburg % of Structure Fires Tillsonburg Fire Loss Tillsonburg % of Fire Loss Ontario % of Structure Fires Ontario % Fire Loss A Assembly 2 4.65% $15,000 0.12% 3.30% 4.30% B Care & Detention 0 0.00% $0 0.00% 1.40% 0.90% C Residential 34 79.07% $12,080,600 98.76% 74.10% 66.80% D Business & Personal Services 1 2.33% $1,000 0.01% 2.40% 2.40% E Mercantile 2 4.65% $100,000 0.82% 3.30% 4.20% F Industrial 3 6.98% $35,000 0.29% 7.30% 11.70% Other Not Classified in OBC 1 2.33% $500 0.00% 5.30% 1.10% Farm Classified in the National Building Code (NBC) 0 0.00% $0 0.00% 2.70% 8.50% Total 43 100.00% $12,232,100 100.00 100.00% 100.00% Key Finding: For the period from January 1st, 2018, to December 31st, 2022, Tillsonburg experienced a similar rate of fires in Group C-Residential Occupancies than that of the province but a much higher percentage of dollar loss. This can be attributed to a significant mire with loss in a multi-unit residential building in 2022. 48 OFM SIR data, Tillsonburg 2018-2021 Page 554 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 70 10.1.3 Civilian Fatalities and Injuries As shown in Table 35, according to OFM Standard Incident Reporting, over the five-year period from January 1st, 2018, to December 31st, 2022, there were 2 reported injuries and no reported fire fatalities within Tillsonburg. The only injuries occurred in Group C – Residential Occupancies. This finding is consistent with the fire loss statistics by occupancy type, whereby the majority of fire losses within the province and within the town occurred in Group C – Residential occupancies. Table 35: Civilian Fire Fatalities and Injuries by OBC Major Occupancy Classification – Town of Tillsonburg (2018-2022) Group Occupancy Classification Injuries Fatalities A Assembly 0 B Care & Detention 0 C Residential 2 0 D Business & Personal Services 0 E Mercantile 0 F Industrial 0 Other Not Classified in OBC 0 Farm Classified in the NBC 0 Total 2 0 Key Finding: For the period from January 1st, 2018, to December 31st, 2022, 100% of the civilian injuries and fatalities were in residential occupancies. This is comparable to that of the province. 10.1.4 Reported Fire Cause The NFPA defines fire cause as “the circumstances, conditions, or agencies that bring together a fuel, ignition source, and oxidizer (such as air or oxygen) resulting in a fire or a combustion explosion.”49 Assessing the possible cause of the fires reported is an important factor in identifying potential trends or areas that may be considered for introducing additional public education or fire prevention initiatives. Within OFM fire loss reporting, there are four categories of cause used to classify the cause of a fire. These include intentional, unintentional, other, and undetermined. Table 36 presents the reported fire causes for the town compared to the province over the five-year period from January 1st, 2018, to December 31st, 2022. Overall, the leading reported fire causes are consistent with the province. The “intentional” category recognizes the cause of a fire to be started for a specific reason. These are typically classified as arson fires, acts of vandalism, or to achieve personal gain 49 Source: N.F.P.A., Glossary of Terms, 2019 Edition. Page 555 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 71 through insurance payment for example. As indicated in Table 36, 5.00% of the fires reported (arson and vandalism combined) over the five-year period from January 1st, 2018, to December 31st, 2022, while the percentage experienced in the province was 7.76%. The “unintentional” category recognizes a number of the common causes of a fire that represent both human behavioural causes (e.g., playing with matches) and equipment failures (e.g., mechanical failure). In total, unintentional fire causes represented 82.50% of the fires during this period compared to 66.80% for the province. The leading cause of unintentionally set fires in Tillsonburg occurred due to misuse of ignition source at 45.00% (18 fires), compared to 28.93% in the province, followed by mechanical/electrical failure at 15.00% (6 fires), compared to 15.16% in the province. Key Finding: Over the five-year period from January 1st, 2018, to December 31st, 2022, the leading cause of unintentionally set fires in Tillsonburg occurred due to misuse of ignition source at 45.00%. Key Finding: Over the five-year period from January 1st, 2018, to December 31st, 2022, misuse of ignition cause 16.00% more fires than that of the province (note provincial data for 2022 unavailable at time of analysis). Table 36: Reported Fire Cause – Town of Tillsonburg (2018 – 2022) and Province of Ontario (2018- 2021) Nature Fire Cause Tillsonburg # of Fires Tillsonburg % of Fires Ontario # of Fires Ontario % of Fires Intentional Arson 0 0.00% 1,721 6.23% Vandalism 2 5.00% 415 1.50% Other 0 0.00% 9 0.03% Unintentional Design/Construction/ Maintenance Deficiency 3 7.50% 1,815 6.57% Mechanical/Electrical Failure 6 15.00% 4,191 15.16% Misuse of Ignition Source 18 45.00% 7,997 28.93% Other Unintentional 1 2.50% 1,986 7.18% Vehicle Collision 0 0.00% 21 0.08% Children Playing 0 0.00% 105 0.38% Undetermined 5 12.50% 2,352 8.51% Other Other 0 0.00% 1,543 5.58% Undetermined Undetermined 5 12.50% 5,381 19.47% Unknown Unknown, Not reported 0 0.00% 108 0.39% Total 40 100.00 100.00% 100.00 Page 556 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 72 10.1.5 Ignition Source According to the 2019 NFPA Glossary of Terms, ignition source is defined as “any item or substance capable of an energy release of type and magnitude sufficient to ignite any flammable mixture of gases or vapors that could occur at the site or onboard the vehicle.”50 Table 37 provides fire loss by source of ignition for Tillsonburg and the province. The most commonly reported ignition sources within the town are cooking equipment and open flame tools/smokers’ article, which combined account for 48.84% of reported ignition sources (significantly higher than the province at 30.27%). TFRS should consider public education campaigns/messaging relating to cooking, careless smoking. Table 37: Source of Ignition – Town of Tillsonburg (2018 – 2022) and Province of Ontario Reported Ignition Source (2018-2022) Reported Ignition Source Tillsonburg # of Fires Tillsonburg % of Fires Ontario # of Fires Ontario % of Fires Appliances 0 0.00% 1,222 4.42% Cooking Equipment 11 25.58% 4,431 16.03% Electrical Distribution Equipment 4 9.30% 2,372 8.58% Heating Equipment 2 4.65% 2,063 7.46% Lighting Equipment 2 4.65% 785 2.84% Open Flame tools/ Smokers Articles 10 23.26% 3,936 14.24% Other Electrical/Mechanical 0 0.00% 1,398 5.06% Processing Equipment 2 4.65% 343 1.24% Miscellaneous 2 4.65% 2,768 10.01% Exposure 1 2.33% 1,345 4.87% Undetermined 9 20.93% 6,841 24.75% Unknown/Not Reported 0 0.00% 140 0.51% Total 43 100.00% 27,644 100.00% Key Finding: Over the five-year period from January 1st, 2018, to December 31st, 2022, the leading fire ignition sources in Tillsonburg are cooking equipment (25.58%) and, open flame/tools/smoking articles (23.26%) which are both nearly double the provincial averages from 2018 – 2021. 50 Source: N.F.P.A. Glossary of Terms, 2019 Edition. Page 557 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 73 10.1.6 Smoke Alarm Status In the Province of Ontario smoke alarms are required on every level of a dwelling and are the first line of defense. As a result, smoke alarm programs and compliance are a key component of public education and fire prevention activities provided by municipal fire services across the province. Data is publicly available at the provincial level for the smoke alarm status in the event of a fire and municipalities collect smoke alarm status information and report it to the province. This data was provided by the OFM as part of the CRA for the Town of Tillsonburg and the Province of Ontario over a five-year period from January 1st, 2018, to December 31st, 2022 (no data was provided from 2022 preliminary reports), for Group C - Residential occupancies. As below, Tillsonburg reported that 51.52% of the time a smoke alarm was present (on floor of origin of the fire) and operated. This is more than 6% higher than the provincial reports. Tillsonburg also had a far lower percentage of reported incidents where no smoke alarms were present at all. The number of fires reported is assumed to be residential and aligns with the number of reported fires over this time period (2018-2021). This indicates that Tillsonburg is complying with reporting, there was a slightly higher percentage of undetermined reports with the province which may indicate either a true inability to determine the status or may indicate the data was not collected. Table 38: Smoke Alarm Presence and Operation on the Floor of Fire Origin – Town of Tillsonburg and Province of Ontario Smoke Alarm Status (on floor of Origin) Tillsonburg Ontario 2018 2019 2020 2021 2022 Total % Total % No Smoke Alarm Present 0 0 1 0 No Data 1 3.03% 3,481 17.79% Smoke Alarm Present & Operated 2 3 3 7 No Data 17 51.52% 8,763 44.78% Smoke Alarm Present & did not operate 1 0 3 2 No Data 6 18.18% 2,453 12.54% Smoke Alarm Present, Operation undetermined 0 0 1 0 No Data 1 3.03% 1,570 8.02% Smoke Alarm Presence Undetermined 1 2 2 3 No Data 8 24.24% 3,300 16.87% Total Residential Fires 4 5 10 12 No Data 33 100.00% 19,567 100.00% Page 558 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 74 Event history seeks to apply TFRS historic emergency call data to develop an understanding of community risks. TFRS provided the data used in this analysis for all historical calls for the five- year period from January 1st, 2018, to December 31st, 2022. This section provides a statistical assessment of historic emergency call volumes for the town. The analysis included within this section also provides a detailed breakdown of calls by OFM response type. Data used in the analysis of call volume by type was sourced from the OFM’s Standard Incident Reporting. The volume and frequency of historic calls informs the understanding of response probability. The types of calls inform the potential consequences of TFRS responses and calls for service. The combined consideration of these elements provides an understanding of community risk, based on past calls for service. 10.2.1 Emergency Call Volume – All Incident Types This section illustrates the historical emergency call volume by year, day of week, and time of day for all types of incidents responded to by TFRS for the time period from January 1st, 2018, to December 31st, 2022. 10.2.1.1 Annual Emergency Call Volume – All Incident Types The analysis of annual emergency call volume can be beneficial in understanding evolving trends or changes in emergency response demand. A summary of the total number of emergency calls for the period from January 1st, 2018, to December 31st, 2022, is shown in Figure 7. This analysis identifies an increase in the total emergency call volume within the town this period from 245 calls in 2018 to 380 calls in 2022. This represents a total increase of 35.53% over this five-year period with an average of 335 calls per year. This upward trend should be monitored, as it impacts service levels. Page 559 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 75 Figure 7: Annual Call Volume – All Incidents January 1st, 2018, to December 31st, 2022 Key Finding: Over the period from January 1st, 2018, to December 31st, 2022, the volume of emergency calls responded to by TFRS increased by 35.53%. 0 50 100 150 200 250 300 350 400 450 500 2018 2019 2020 2021 2022Call VolumeYear Page 560 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 76 10.2.1.2 Daily Emergency Call Volume – All Incident Types Figure 11 indicates that for the period from January 1st, 2018, to December 31st, 2022, a higher emergency call volume is typically experienced between 8 A.M. and 9 P.M. The lowest percentage of emergency call volume typically takes place between the hours of 10 P.M. and 8 A.M. This trend can be directly associated with when the majority of the population is typically sleeping. Figure 8: Tillsonburg Incidents by Time of Day (2018 – 2022) The Town of Tillsonburg shows a fairly steady trend of incidents throughout the week with a somewhat higher number of calls on weekends, which is a typical trend, given that people are more likely to be travelling and participating in recreational activities on the weekend, which can increase the frequency of calls. Figure 9: Tillsonburg Incidents by Day of the Week (2018 – 2022) Page 561 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 77 10.2.1.3 Total Emergency Call Volume – All Incident Types This section analyzes all emergency call volumes for the period from January 1st, 2018, to December 31st, 2022. Table 39 below illustrates that during this period 26% of the total emergency calls that TFRS responded to were alarms and false alarms. This could be attributed to the lack of maintenance and/or annual maintenance. Medical and fire incidents were the second most frequent call type at 23% each. Table 39: Total Number of TFRS Calls January 1st, 2018, to December 31st, 2022 Call Type 2018 2019 2020 2021 2022 Total % Alarm 88 94 66 107 88 443 26% Medical 14 32 96 124 113 379 23% MVC 31 34 34 29 49 177 11% CO 35 31 24 32 32 154 9% Fire - Other 14 21 14 33 33 115 7% Fire - Structure 16 16 19 25 21 97 6% Electrical 15 14 15 38 5 87 5% Hazmat 7 11 17 16 11 62 4% Other / Unclassified 10 9 5 11 7 42 3% Fire - Outdoor / Grass 3 6 7 11 9 36 2% Mutual/Automatic Aid 8 2 10 10 2 32 2% Rescue - Other than MVC 2 7 5 5 3 22 1% Fire - Vehicle 1 5 4 3 4 17 1% Assist - Outside Agencies / Public 1 1 2 4 3 11 1% Total 245 283 319 449 380 1,676 100% Key Finding: Between January 1, 2018, and December 31, 2022, the majority of responses were attributed to responding to alarms and false alarms. The number of fire and medical calls had an equal percentage. Key Finding: Medical calls have been steadily increasing since 2018. Page 562 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 78 The purpose of a CRA. is to identify risks that are then used to inform decision-making regarding the provision of fire protection services. The analysis throughout this CRA identifies ‘Key Findings’ and ‘Identified Risks’ to be considered. In alignment with T.G.-02-2019, this section takes the identified risk conclusions (both the key findings and the identified risks) through a risk assignment process to assist in the prioritization of risks, as well as a risk treatment process. This section of the CRA brings together all the key findings and identified risks. They are taken through a risk treatment process and aligned with the “Five E’s” of Community Risk Reduction and three lines of defense in order to inform the analysis and recommendations for within a FSMP or other strategic document as shown in Figure 10. Figure 10: Risk Conclusions Application Process Source: Adapted from OFM TG-02-2019 & NFPA 130051 51 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 6, Pg 16 & NFPA 1300, 2020 Edition, Annex A.6.3.3.2(4) Geographic Building Stock Critical Infrastructure Demographic Hazard Public Safety Response Community Services Economic Past Loss & Event •High Risk•Moderate Risk•Low Risk Prioritizing RIsks •Avoid•Mitigate•Accept•Transfer Risk Treatment Options •Education•Engineering•Encorcement•Economic Incentives•Emergency Response Five E's •Public Education•Fire Safety Standards & Enforcement•Emergency Response Three Lines of Defence RISK PROFILES APPLICATION PROCESS Page 563 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 79 Following the probability and consequence levels identified by the OFM as described in the subsections below, the risk assignment process considers the probability and consequence of each identified risk. This will result in each risk having a risk level (e.g., low, moderate, or high) assigned. These risk levels will then be used to assist in the prioritization of risks as part of a FSMP. 11.1.1 Risk assignment Process Overview The risk assignment methodology used as part of this CRA is informed by the OFM Technical Guideline (T.G.)-02-2019 Community Risk Assessment Guideline. There are three steps included in the risk assignment exercise used for this C.R.A.: 1. Determine a probability level: The probability of a fire or emergency event occurring can be estimated in part based on historical experience of the community and that of the province as a whole. The likelihood categories, and the values presented, follow the OFM. T.G.-02-2019 Community Risk Assessment Guideline. Table 40 presents the probability levels and the adjusted descriptions. Table 40: Probability Level Likelihood Category Numerical Value52 Description Rare 1 • May occur in exceptional circumstances No incidents in the past 15 years Unlikely 10 • Could occur at some time, especially if circumstances change 5 to 15 years since last incident Possible 100 • Might occur under certain circumstances 1 incident in the past 5 years Likely 1000 • Will probably occur at some time under current circumstances Multiple or recurring incidents in the past 5 years Almost Certain 10000 • Expected to occur unless circumstances change Multiple or recurring incidents in the past year Source: OFM TG 02-201953 2. Determine a consequence level: The consequences of an emergency event relate to the potential losses or negative outcomes associated with the incident. There are four components that should be evaluated in terms of assessing consequence. These include: 52 Numeric scales are taken from Dillon Consulting, The Corporation of the City of Mississauga Community Risk Identification: Introduction and Methodology, July 2017 53 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 4.1, Pg 13 Page 564 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 80 a) Life Safety: Injuries or loss of life due to occupant and firefighter exposure to life threatening fire or other situations. b) Property Loss: Monetary losses relating to private and public buildings, property content, irreplaceable assets, significant historic/symbolic landmarks, and critical infrastructure due to fire. c) Economic Impact: Monetary losses associated with property income, business closures, downturn in tourism, tax assessment value and employment layoffs due to fire. d) Environmental Impact: Harm to human and non-human (e.g., wildlife, fish, and vegetation) species of life and general decline in quality of life within the community due to air/water/soil contamination as a result of fire or fire suppression activities. Table 41 presents the consequence levels. Table 41: Consequence Levels Likelihood Category Numerical Value54 Description Insignificant 1 • No life safety issue • Limited value or no property loss • No impact to local economy • No effect of general living conditions Minor 10 • Potential risk to life safety of occupants • Minor property loss • Minimal disruption to business activity and/or • Minimal impact on general living conditions Moderate 100 • Threat to life safety of occupants • Moderate property loss • Poses threat to small local businesses • Could pose threat to quality of the environment Major 1000 • Potential for large loss of life • Would result in significant property damage • Significant threat to businesses, local economy, and tourism Impact to environment would result in a short term, partial evacuation of local residents and businesses Catastrophic 10000 • Significant loss of life • Multiple property damage to significant portion of the municipality • Long term disruption of businesses, local employment, and tourism and/or • Environmental damage that would result in long-term evacuation of local residents and businesses 54 Numeric scales are taken from Dillon Consulting, The Corporation of the City of Mississauga Community Risk Identification: Introduction and Methodology, July 2017 Page 565 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 81 Source: OFM TG 02-201955 3. Establish the risk level: (i.e., low, moderate, or high) for each risk based on the identified probability and consequence for each event. Once probability and consequence are determined the level of risk is calculated by multiplying the numerical values56 for probability and consequence. The relationship between probability and consequence as it pertains to risk levels can be illustrated in a risk matrix. In a risk matrix, probability and consequence are defined on separate scales with varying descriptors providing directions on how to assign the probability and consequence of an event. Table 42 shows the risk matrix for this CRA. 55 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 4.2 pg. 14 56 Numeric scales are taken from Dillon Consulting, The Corporation of the City of Mississauga Community Risk Identification: Introduction and Methodology, July 2017 Page 566 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 82 Table 42: Probability & Consequence Risk Matrix Probability/ Consequence Insignificant 1 Minor 10 Moderate 100 Major 1,000 Catastrophic 10,000 Almost Certain 10,000 Moderate Moderate High High High Likely 1,000 Moderate Moderate Moderate High High Possible 100 Low Moderate Moderate Moderate High Unlikely 10 Low Low Moderate Moderate Moderate Rare 1 Low Low Low Moderate Moderate Source: OFM TG 02-201957 11.1.2 Assigned Risk Levels The purpose of assigning a risk level is to assist in the prioritization of the range of risks that were identified as part of this CRA. The results of the risk assignment process are presented in Table 43. Where possible, quantitative data was used to inform the risk assignment as described in the rationale in the table. 57 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Appendix B Pg B1 Page 567 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 83 Table 43: Risk Assignment Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level There is a low probability, however, a high degree of risk to the public and the environment associated with a train derailment in the area; with or without a release of dangerous goods. Rare • The 10-year average of main track derailments in Canada represents approximately 7% of all derailments • The 10-year average number of main track derailments involving dangerous goods in Canada is roughly 131 per-year and declining • The 10-year average for a main track derailment involving a release of dangerous goods is 4 per-year58 • There are no reported main track derailments in the Town of Tillsonburg to date • There have been at least 2 every year Moderate • The 10-year average of rail fatalities in Canada is 73 • The 10-year average of serious injuries resulting from a rail incident is 61 (11 of these on average were employees) • The 10-year average of rail incidents resulting in fire or explosion is 36 Low Risk The town has an extensive network of trails frequented by visitors on a regular basis, including a large number of seniors in the area. Many portions of the trail are inaccessible to difficult to access by vehicle or apparatus, which could impede a rescue response. Almost Certain • Between 2018 and 2022 there were 22 non-MVC rescue calls accounting for 1% of all call volume (no statistics on location of rescue) • There has been at least 3 every year Minor • The average rate of emergency room visits due to overexertion in the health region is approximately 860 per- year (430 aged 65-75)59 Moderate There is a considerable risk of a grass fire in areas of urban interface and along difficult to access terrain surrounding the trail system throughout the town and surrounding area. Almost Certain • Between 2018 and 2022 there were 36 outdoor/grass fire calls accounting for 2% of all call volume (no statistics on location of rescue) Minor • The total loss contributed to outdoor fires from 2018-2022 equals $16,000 Moderate Group C - Residential Occupancies represent 91.51% of the town’s existing property stock, and over the five- year period from January 1, 2018, to December 31, 2022, were associated with 74.29% of the structure fires within the town. Almost Certain • There have been at least 3 fires in residential occupancies from 2018-2022 Major • The property loss associated with residential occupancy fires ranges each year from over $300,000 to $8,00,000 • In 2022 there was an estimated loss of over $8,000,000 attributed to 8 fires • In 2022 there was a multi-storey unit destroyed by fire High The risk of a civilian being injured in a fire is greatest in Group C – Residential Occupancies. Likely • Group C – Residential Occupancies represent 100% of the civilian fire related injuries over a four-year period (January 2018-December 2022). Moderate • There have been two reported injuries in residential occupancy fires in the period from 2018-2022 Moderate There are several large manufacturing companies in the town with high fuel load and potential for damaging fires. Likely • There were 3 industrial fires between 2018 and 2022 • Industrial fires have not occurred every year Moderate • Loss due to industrial fires has accounted for 7% of the total loss between 2018-2022 (lower than provincial average) Moderate Apartment complexes with fewer than five stories pose a greater fire risk than those with greater than five stories due to less engineering and fire detection practices. Tillsonburg may have a greater risk of fires in these types of buildings when compared to the province. Possible • A major fire resulted in the destruction of a multi-unit building in 2022 (only known incident of this magnitude between 2018 and 2022) Major • In 2022 there was an estimated loss of over $8,000,000 attributed to 8 fires. The majority of loss was attributed to one multi-unit building Moderate 58 As retrieved from https://www.bst-tsb.gc.ca/eng/stats/rail/2020/sser-ssro-2020.html 59 As retrieved from https://www.publichealthontario.ca/en/Data-and-Analysis/Injuries-Data/Injury-ER-Visits Page 568 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 84 Identified Risk Probability Level Rationale Consequence Level Rationale Risk Level The town has significantly more apartments in low rise buildings when compared to the province. There is greater potential for exposure in the event of a fire. Further to this the town intends to construct more high and medium density occupancies, therefore further increasing the fire risk associated with these occupancy types. Possible • A major fire resulted in the destruction of a multi-unit building in 2022 (only known incident of this magnitude between 2018 and 2022) • Major • In 2022 there was an estimated loss of over $8,000,000 attributed to 8 fires. The majority of loss was attributed to one multi-unit building Moderate Data provided by Statistics Canada indicates that 49.27% of the town’s total building stock was built prior to the introduction of the 1981 Ontario Fire Code which increases the risk of fire and potential for loss. Almost Certain • There have been at least 3 fires in residential occupancies from 2018-2022 • It is expected that older residences will attribute to the total number of residential occupancy fires Major • The property loss associated with residential occupancy fires ranges each year from over $300,000 to $8,00,000 • In 2022 there was an estimated loss of over $8,000,000 attributed to 8 fires • In 2022 there was a multi-storey unit destroyed by fire High There are several properties within Tillsonburg that have a potentially high fuel load and therefore an increased high fire risk. Likely • There were 3 industrial fires between 2018 and 2022 • Industrial fires have not occurred every year Moderate • Loss due to industrial fires has accounted for 7% of the total loss between 2018-2022 (lower than provincial average) Moderate The town’s hydrants (fire flow) are aging and may be unreliable and showing steady decline in older neighbourhoods, increasing the risk of failure during a response. Possible • 40% of the town’s hydrants are rated as being in critical condition Moderate • The town has tankers in the fleet and through mutual aid agreements • The town has a fire water management plan in place • New infrastructure for water is being installed Moderate Page 569 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 85 NFPA 1300 and the OFM T.G.-02-2019 apply the process of identifying a risk treatment option for an identified risk. The risk treatment options include avoidance, mitigation, acceptance, and transfer. (See Table 44) Table 44: Risk Treatment Options Treatment Option Description Avoid Implementing programs and initiatives to prevent a fire or emergency from happening. Mitigate Implementing programs and initiatives to reduce the probability and/or consequence of a fire or emergency. Accept After identifying and prioritizing a risk, the fire service determines that no specific programs or initiatives will be implemented to address this risk. Transfer The fire service transfers the impact and/or management of the risk to another organization or body. (i.e. fire protection agreements, automatic aid) Source: OFM TG 02-201960 Section 7 of TG 02-2019 discusses setting the levels of service. To assist with application of the Identified Risks in the CRA, municipalities must consider the “Establishment of goals and objectives, strategies, timelines, and evaluation for the proposed fire protection services to be provided.”61 This includes the identification of programming or resource gaps and the plan to close those gaps. Typically, this articulated as part of a Fire Services Master Plan or Community Risk Reduction strategy. Recommendations of a Fire Services Master Plan should focus on ways to proactively reduce risk through education, prevention, and enforcement with fire suppression as the fail-safe. The Five Es is a framework outlined in NFPA 1300, and the Institution of Fire Engineers’ Vision 20/20 National Strategy for Fire Loss Prevention, is a tool that helps to provide a lens through which identified risks can be reviewed to inform and support the Fire Services Master Plan. Table 45 identifies and describes each of the 5 E’s of risk mitigation. 60 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, Section 6 pg. 16 61 Office of the Fire Marshal, Community Risk Assessment Technical Guideline TG 02-2019, 7 pg. 18 Page 570 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 86 Table 45: 5 E’s of Risk Mitigation Mitigation Type Description Education Aims to provide information that creates awareness and knowledge and subsequently changes behaviour. Enforcement Intended to correct negative human behaviour through legislation such as the Ontario Building Code and the Ontario Fire Code and the Provincial Offences Act. Engineering When education does not change an individual’s behavior, this component removes the human factor and introduces technology to improve safety such as smoke alarms. Economic Incentives Provided to reinforce positive impacts (e.g., insurance discounts or tax levy reductions) and discourage negative impacts (e.g., fines and charges) Emergency Response Necessary only if the first 4 E’s are unsuccessful and a fire incident occurs. The level of service for a community is determined by Council based on the needs and circumstances identified locally. Source: Adapted from NFPA 1300 & Vision 20/2062 Table 46 summarizes the identified risks and present ways in which the risks can be addressed by TFRS and ultimately considered within the Fire Services Master Plan analysis and recommendations. 62 NFPA 1300, 2020 Edition, Annex A.6.3.3.2(4) Page 571 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 87 Table 46: Identified Risk Treatment Matrix Profile Identified Risk Risk Level Risk Treatment Option Education Enforcement Engineering Economic Incentives Emergency Response Geographic Profile There is a low probability, however, a high degree of risk to the public and the environment associated with a train derailment in the area; with or without a release of dangerous goods. Low Risk Accept No No No No Yes The town has an extensive network of trails frequented by visitors on a regular basis, including a large number of seniors in the area. Many portions of the trail are inaccessible to difficult to access by vehicle or apparatus, which could impede a rescue response. Moderate Mitigate Avoid Yes No Yes No Yes There is a considerable risk of a grass fire in areas of urban interface and along difficult to access terrain surrounding the trail system throughout the town and surrounding area. Moderate Mitigate Avoid Yes Yes Yes No Yes Building Stock Group C - Residential Occupancies represent 91.51% of the town’s existing property stock, and over the five-year period from January 1, 2018, to December 31, 2022, were associated with 74.29% of the structure fires within the town. High Mitigate Avoid Yes Yes Yes Yes Yes Page 572 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 88 Profile Identified Risk Risk Level Risk Treatment Option Education Enforcement Engineering Economic Incentives Emergency Response Building Stock The risk of a civilian being injured in a fire is greatest in Group C – Residential Occupancies. Moderate Mitigate Avoid Yes No No No Yes There are several large manufacturing companies in the town with high fuel load and potential for damaging fires. Moderate Mitigate Avoid Yes Yes Yes Yes Yes Apartment complexes with fewer than five stories pose a greater fire risk than those with greater than five stories due to less engineering and fire detection practices. Tillsonburg may have a greater risk of fires in these types of buildings when compared to the province. Moderate Mitigate Avoid Yes Yes Yes No Yes The town has significantly more apartments in low rise buildings when compared to the province. There is greater potential for exposure in the event of a fire. Further to this the town intends to construct more high and medium density occupancies, therefore further increasing the fire risk associated with these occupancy types. Moderate Mitigate Avoid Yes Yes Yes No Yes Page 573 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 89 Profile Identified Risk Risk Level Risk Treatment Option Education Enforcement Engineering Economic Incentives Emergency Response Building Stock Data provided by Statistics Canada indicates that 49.27% of the town’s total building stock was built prior to the introduction of the 1981 Ontario Fire Code which increases the risk of fire and potential for loss. High Mitigate Avoid Yes Yes No No Yes There are several properties within Tillsonburg that have a potentially high fuel load and therefore an increased high fire risk. Moderate Mitigate Avoid Yes Yes Yes Yes Yes Critical Infrastructure The town’s hydrants (fire flow) are aging and may be unreliable and showing steady decline in older neighbourhoods, increasing the risk of failure during a response. Moderate Mitigate Avoid No No Yes No Yes Page 574 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 90 Appendix A: List of Figures, Maps, and Tables Appendix B: Worksheets Page 575 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 91 Item Description Page Figures Figure 1 Community Risk Profiles and Sub-topics 4 Figure 2 Risk Treatment Process 5 Figure 3 Town of Tillsonburg Residential Density Plan 24 Figure 4 Fire Propagation Curve 27 Figure 5 2012-2021 Residential Fire Death Rate by Age of Victim 42 Figure 6 Economic Sectors (2021) 63 Figure 7 Annual Call Volume – All Incidents January 1st, 2018, to December 31st, 2022 75 Figure 8 Average Call Volume by Time of Day – All Incidents January 1st, 2014, to December 31st, 2018 76 Figure 9 Percentage of TFRS Calls by OFM Response Type January 1st, 2018, to December 31st, 2022 76 Figure 10 Risk Conclusions Application Process 78 Maps Map 1 Town of Tillsonburg Overview 6 Tables Table 1 OBC Major Occupancy Classifications 13 Table 2 OFM Fire Risk Sub-Model Major Building Classifications 15 Table 3 Town of Tillsonburg Total Existing Property Stock 19 Table 4 Town of Tillsonburg Property Stock Risk of Fire 20 Table 5 Group C - Residential Building Stock Comparison 22 Table 6 Time to Reach 1 MW Fire Growth Rates in the Absence of Fire Suppression 26 Table 7 Period of Construction of all Dwellings 27 Table 8 Potential High-Fire Risk Occupancies 30 Table 9 Vulnerable Occupancies 32 Table 10 Critical Infrastructure Overview 35 Table 11 Historic Growth in Population and Households – Town of Tillsonburg 39 Table 12 Historic Growth in Population and Households - Ontario 39 Table 13 Population by Age Group – Town of Tillsonburg and Ontario 40 Table 14 Gender Distribution by Age Group – Town of Tillsonburg 43 Table 15 Labour Force Status – Town of Tillsonburg and Ontario 45 Table 16 Educational Attainment – Town of Tillsonburg and Ontario 46 Table 17 Median Income - Town of Tillsonburg and Ontario 46 Page 576 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 92 Item Description Page Tables Table 18 Economic Family Income Decile Group for the Population in Private Households – Town of Tillsonburg and Ontario - 2021 Census, Statistics Canada 47 Table 19 Household Tenure – Town of Tillsonburg and Ontario 48 Table 20 Household Occupancy – Town of Tillsonburg and Ontario 48 Table 21 Household Suitability – Town of Tillsonburg and Ontario 48 Table 22 Shelter Costs – Town of Tillsonburg and Ontario 49 Table 23 Median Costs of Dwellings – Town of Tillsonburg and Ontario 49 Table 24 Immigration Status – Town of Tillsonburg and Ontario 50 Table 25 Knowledge of Official Language – Town and Tillsonburg and Ontario 50 Table 26 Commuting Destinations – Town of Tillsonburg 52 Table 27 Impacts of Hazards on Fire Protection Services 54 Table 28 Public Safety Response Agencies 57 Table 29 Community Service Agencies 60 Table 30 Major Manufacturing Employers in Tillsonburg 62 Table 31 Major Non-Manufacturing Employers in Tillsonburg 63 Table 32 Total Fire Loss - Town of Tillsonburg 66 Table 33 Structure Fires and Property Loss – Town of Tillsonburg and Province of Ontario 67 Table 34 Fires by OBC Major Occupancy Classification – Town of Tillsonburg (2018- 2022) and Province of Ontario (2018-2021) 69 Table 35 Civilian Fire Fatalities and Injuries by OBC Major Occupancy Classification – Town of Tillsonburg (2018-2022) 70 Table 36 Reported Fire Cause – Town of Tillsonburg (2018 – 2022) and Province of Ontario (2018-2021) 71 Table 37 Source of Ignition – Town of Tillsonburg (2018 – 2022) and Province of Ontario Reported Ignition Source (2018-2022) 72 Table 38 Smoke Alarm Presence and Operation on the Floor of Fire Origin – Town of Tillsonburg and Province of Ontario 73 Table 39 Total Number of TFRS Calls January 1st, 2018, to December 31st, 2022 77 Table 40 Probability Level 79 Table 41 Consequence Levels 80 Table 42 Probability & Consequence Risk Matrix 82 Table 43 Risk Assignment 83 Page 577 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 93 Item Description Page Tables Table 44 Risk Treatment Options 85 Table 45 5 E’s of Risk Mitigation 86 Table 46 Identified Risk Treatment Matrix 87 Page 578 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 94 Worksheet 1 Geographic Profile Geographical Feature Potential Impact of Delivery of Fire Protection Services Waterways • Several creeks running throughout the town and along trail network. Difficult to access recreational areas. • Impacts training and equipment for response service delivery • Potential for ice and water rescue • Recreational areas along waterways difficult to access by vehicle or apparatus Lakes • Lake Lisgar in centre of town – potential for water and ice rescue • Proximity to Lake Erie produces lake effect - brings heavy precipitation in winter and spring months and severe storms in summer months • Submerged, obstructed roadways slowing response time • Calls for vehicle extrication and rescue • Extreme humidity prompting more medical calls • Severe storms can produce tornados – funnel clouds and tornadoes have been reported in the area Conservation Areas • Cadman Park conservation area • Frequented by many senior residents • Extensive trail network difficult to access by vehicle or apparatus • Strenuous activity along rails pose risk of medical calls Highways and Roadways • Provincial, local, arterial and collectors’ roads • Provincial Highway 401 to the north • Town is located at the junction of Highway 19 to the 401 and Highway 3 running east to west • Bisected by dangerous goods route through centre of town (Highway 19) and secondary routes to industrial sites • Dangerous goods spill in 2022 prompted road closures and evacuations • Potential need for specialized DG response training and equipment (or mutual aid partners) • 52% of workforce remains within town boundaries • Approximately 25-50% of workforce commutes more than 15 minutes (potential for outside of town boundaries) • Increased potential for MVCs along major arterials during commuting hours • Agricultural machinery on roadways can impede traffic and response times as well as increase potential for collisions • 20.7% of road conditions rated as poor Page 579 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 95 Worksheet 1 Geographic Profile Geographical Feature Potential Impact of Delivery of Fire Protection Services Bridges and Culverts • Eight bridges and seven structural culverts maintained by the town • One bridge and two culverts rated as in poor condition – overall condition of bridges and culverts is good • Disruption on bridge can lead to response delay • Construction may create long detours • Creates hazards for motorists (falling debris, people jumping) • Creates potential for high angle rescue and need for specific training and equipment • Bridges over waterways pose risk of dangerous goods spill Rail • Cayuga Line in northeast quadrant of town and eastern edge – transports goods to and from industrial area to CN line • Rail in proximity to residents, schools, industrial and commercial areas • Risk of fatalities and large scale evacuations • Potential for multi-jurisdictional emergency management Wildland Urban Interface • The number of wildfires in Ontario has increased by three times since 2022 • Climate change indicates wildfires will become more prevalent and more severe across the region • Town surrounded by agriculture lands and natural/forested lands which pose risk of wildfire along boundaries of town (wildland urban interface) • Areas prone to grass fires may be difficult to access by apparatus • Industrial zones interface on wildland Page 580 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 96 OBC Occupancy Classification OFM Fire Risk Sub-Model Major Building Classifications Number of Occupancies Issues / Concerns Probability Consequence Assigned Risk Level Group A Assembly Occupancies 51 There are 21 places of worship, 10 schools and 20 communities. Potential for large crowds. Rare Major Moderate Group B Care or Detention Occupancies 5 There is 1 hospital, 1 long-term care facility and 2 retirement residences63 Unlikely Major Moderate Group C Single Family 5,575 49.27% of all dwellings were built before OBC64 Likely Moderate Moderate Group C Multi-unit Residential 33 49.27% of all dwellings were built before OBC65 There are 1,140 apartments in complexes with less than 5 storeys, 500 in complexes with more than 5 storeys and 205 duplexes. Likely Major High Group C Hotel / Motel 6 No major concerns- monitor Unlikely Moderate Moderate Group C Mobile Homes / Trailers 1 No major concerns Unlikely Minor Low 63 Ibid 64 Ibid 65 Ibid Page 581 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 97 OBC Occupancy Classification OFM Fire Risk Sub-Model Major Building Classifications Number of Occupancies Issues / Concerns Probability Consequence Assigned Risk Level Groups D & E Commercial 299 There are 19 office properties that have been converted from residential all built before OBC66. 80% of the retail was built before OBC -several converted from residential67 Unlikely Moderate Moderate Group F (all Divisions combined) Industrial Occupancies 130 F occupancies are only 1.8% of the building stock but account for 10% of the fire loss. There is a chemical plant and an oil distribution centre which are high risk occupancies (see section 3.6.1 for details)68 Possible Catastrophic High Risk Unlikely Catastrophic High Risk 66 Ibid 67 Ibid 68 Ibid Page 582 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 98 Worksheet 3 Critical Infrastructure Profile Identified Critical Infrastructure Issues / Concerns Water Distribution and Reservoirs • Water supply is essential for firefighting and is accessible through hydrant system • Damage to infrastructure could impede firefighting • 56.7% of water assets rated as good or excellent condition • 40% hydrants rated as critical condition Electricity Transmission and Distribution • Downed power lines cause safety concern for firefighters responding • Lack of heat/cooling resulting in increased assistance calls • Rescue operations may be required for individuals improperly running generators • Fires can be sparked by downed lines and transformers • High voltage electrical hazards present with fires at electrical substation • Chemical hazards possible with presence of cooling agents for electrical conductors Radio Communications • Loss of radio communications results in significant challenges for fire service operations such as inability to communicate with crew and with first responders • Lack of uninterrupted power supply to radio systems and computers results in disruption of communications Cellular towers and phone lines (911 dispatch) • Damage to telephone lines and towers results in lack of means of notifying first responders • Downed communication lines results in inability to complete transactions (fuel, necessities, supplies etc.) • Calls not dispatched or not dispatched on time (unknown if there is a secondary backup location to route to?) • Residents cannot call for assistance • Dispatch responsible for service for 28 municipalities, 59 stations and serves 275,000 people – disruption has large scale impact Gas Distribution • Leaks in transmission lines • Leaks in homes and/or places of assembly requiring evacuation • Ignition sources may be unknown and create a risk to responders • Loss of heating for private homes when outside distribution fails, resulting in calls particularly from vulnerable population • Loss of heating for private homes Page 583 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 99 Worksheet 3 Critical Infrastructure Profile Identified Critical Infrastructure Issues / Concerns Roadways • Poor road conditions due to snow, ice, heavy rain create increased calls for assistance, as well as a hazard for responders • Damaged/impassable roads create a risk of damage to apparatus as well as increased calls for service where access may be difficult Financial Institutions • Disruption to commerce to do power failure, cyber attack, health emergency Emergency Operations Centre • There are primary, alternate and virtual EOCs • EOCs may be rendered inaccessible due to the emergency or require a quick move with impending threat (i.e. wildfire, flood) • Widespread power loss and poor weather, or large-scale emergency may also impede access to EOCs delaying major emergency response actions and communication, and potentially increasing losses associated with the emergency Fire and Emergency Service Stations • Fire service comprised of full-time Chief, Community Emergency Management Coordinator, Assistant Chief of Communications and Administration and Assistant Chief of fire Prevention and Training • Five full-time and six part-time telecommunicators and 30 paid-on-call volunteer firefighters • A large-scale emergency or frequent events affecting the region, could result in shortages of responders across the area Government Operations • Municipal government closed due to extreme weather, cyber attack, health emergency, location, civil disruption causes disruption to decision making, financial support, declaration of emergencies etc. Supply Chain Disruption • Prolonged disruptions to supply chains can impact apparatus replacement due to manufacturing delays (resulting in them going over lifetime) • Supply disruptions also have an unforeseeable but potentially impactful financially impact on running apparatus, as well as the ability to obtain/replenish PPE Page 584 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 100 Worksheet 3 Critical Infrastructure Profile Identified Critical Infrastructure Identified Critical Infrastructure Assisted Living Residences • Disruptions large number of people with mobility issues • Potential communication issues • Need for specialized medical equipment Outbreak/Illness • A major outbreak or illness can create unexpected shortages in the workforce. Reduced staffing can result in inability to run an apparatus in a certain part of the city, as well as affect ambulance and police services for widespread illnesses • Illnesses and outbreaks can also increase medical calls in the region and have an increased cost in replenishing medical PPE Tillsonburg District Memorial Hospital • Only one hospital in the town. A long-term disruption to this centre may result in increased calls for emergency transportation to facilities outside of the city • Shortages in staff threaten to close emergency department in near future Supply Chain Disruption • Prolonged disruptions to supply chains can impact apparatus replacement due to manufacturing delays (resulting in them going over lifetime) • Supply disruptions also have an unforeseeable but potentially impactful financially impact on running apparatus, as well as the ability to obtain/replenish PPE Assisted Living Residences • Disruptions large number of people with mobility issues • Potential communication issues • Need for specialized medical equipment Outbreak/Illness • A major outbreak or illness can create unexpected shortages in the workforce. Reduced staffing can result in inability to run an apparatus in a certain part of the city, as well as affect ambulance and police services for widespread illnesses • Illnesses and outbreaks can also increase medical calls in the region and have an increased cost in replenishing medical PPE Page 585 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 101 Worksheet 4a Demographic Profile Ages of Population # of People % of Total Population 0 to 4 years 855 4.60% 5 to 9 years 860 4.63% 10 to 14 years 885 4.76% 15 to 19 years 965 5.19% 20 to 24 years 895 4.81% 25 to 29 years 970 5.22% 30 to 34 years 1,010 5.43% 35 to 39 years 990 5.33% 40 to 44 years 985 5.30% 45 to 49 years 980 5.27% 50 to 54 years 1,095 5.89% 55 to 59 years 1,280 6.89% 60 to 64 years 1,370 7.37% 65 to 69 years 1,405 7.56% 70 to 74 years 1,395 7.50% 75 to 79 years 1,080 5.81% 80 to 84 years 750 4.03% 85 to 89 years 540 2.90% 90 to 94 years 195 1.05% 95 to 99 years 75 0.40% 100 years and over 10 0.05% Total 18,590 100% Page 586 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 102 Worksheet 4b Demographic Profile Risks Identified Demographic Group Issues/Concerns Immigrant Population • Language barriers • Traditions that present fire safety concerns • Low immigration population (12.54%, 2021) • Majority of immigrants immigrated before 1980 Senior Population • Mobility issues • Cognitive issues • Represents 29.32% of population Tourist Population • Not familiar with community risk factors • No familiar with location when calling 911 • Increased risk in summer months with recreational activity in conservation areas and on trails • Currently 3 major festival events hosted by the town throughout the year which draw crowds of 5,000-6,000 increasing risk of medical and disturbance calls Vulnerable Population (childcare, schools) • 12 registered vulnerable occupancies • 1 long-term care facility • 10 schools • 2 retirement homes Page 587 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 103 Worksheet 5 Hazard Profile Identified Hazard Probability Consequence Assigned Risk Level Tornado Unlikely Major High Risk Explosion/Fire Certain Moderate High Risk Snowstorm/Blizzard Certain Moderate High Risk Transportation Emergency – Air Unlikely Major High Risk HAZMAT Spill – Fixed Site Incident Likely Moderate High Risk Freezing Rain/Ice Storm Certain Moderate High Risk Terrorism/CBRNE Unlikely Major High Risk Human Health Emergency - Pandemic Likely Major High Risk Human Health emergency - Epidemic Probable Moderate Medium Risk Critical Infrastructure Failure Probable Moderate Medium Risk Cyber Attack Probable Moderate Medium Risk Flood-Urban Probable Moderate Medium Risk Transportation Emergency- Rail Probable Moderate Medium Risk Extreme temperatures – Cold Probable Moderate Medium Risk Extreme Temperatures-Heat Probable Moderate Medium Risk HAZMAT Spill Transportation Incident Probable Moderate Medium Risk Oil/Natural Gas Emergency Probable Moderate Medium Risk Special Event Probable Moderate Medium Risk Drinking Water Emergency Probable Moderate Medium Risk Building/Structure Collapse Probable Moderate Medium Risk Transportation Emergency- Road Likely Moderate Medium Risk Lightning Certain Minor Low Windstorm Certain Minor Low Flood-Ravine Probable Minor Low Fog Certain Minor Low Drought/Low Water Probable Minor Low Earthquake Unlikely Moderate Low Page 588 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 104 Worksheet 5 Hazard Profile Identified Hazard Probability Consequence Assigned Risk Level Dam Failure Unlikely Moderate Low Energy Emergency (Supply) Unlikely Moderate Low Forest/Wildland Fire Probable Minor Low Hurricane Unlikely Minor Low Land Subsidence Unlikely Minor Low Hail Likely Minor Low Food Emergency Unlikely Moderate Low Erosion Unlikely Minor Low Civil Disorder Probable Minor Low Geomagnetic Storm Unlikely Moderate Low Farm Animal Disease Unlikely Minor Low Page 589 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 105 Worksheet 6 Public Safety Response Profile Identified Public Safety Response Agency Types of Incidents they Response to What is their role at the incident Issues/Concerns Tillsonburg Fire and Emergency Services • Residential, commercial, and industrial fires • Motor vehicle collisions • Medical emergencies • Natural gas and propane emergencies • Water rescue • Carbon monoxide emergencies • Hazardous and flammable materials spills and leaks • Elevator rescues • Firefighting • First on scene medical response • Vehicle extrication • Dangerous goods containment/clean up (from vehicle) • Rescue • Leak detection and containment • None Ontario Provincial Police • Provincial highway and waterway incidents • Major crimes i.e., homicide, kidnapping, organized crime • Assist municipal police as needed • Respond to incidents on provincial highways and waterways • Investigate cross- jurisdictional and major crimes • Provide air support for search and rescue • Offender transport • None Office of the Fire Marshal • Fire • Assistance with managing fire and obtaining resources beyond capability of city • None Page 590 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 106 Worksheet 6 Public Safety Response Profile Identified Public Safety Response Agency Types of Incidents they Response to What is their role at the incident Issues/Concerns Oxford County Paramedic Services • Advanced EMT pre- hospital care • Mass casualty incidents • Evacuation of health facilities (hospital, nursing homes etc.) • Disease related emergencies • Ensuring provision of paramedic services at the site of the emergency • Ensuring continuity of paramedic services coverage is maintained throughout the remainder of the community/county. • Liaise with the Medical Officer of Health to help facilitate medical services at the hospital. • Oxford County Paramedic Services Medical Officer of Health • Communicable Diseases • Health Inspection Services • Advice on Medical Services • Public Health Advisory • Liaise with long term care facilities, hospitals, retirement homes, and other vulnerable populations as required • Provide information and instructions to the County Control Group (CCG) and the population on matters concerning public health. • Protect the health of the community from inherent health threats by enforcement of the applicable legislation. • Continue delivery of established programs to ensure continuity of care and general health protection. • Medical Officer of Health Victim Services of Oxford County • Serious assault • Domestic violence • Sexual assault • Stalking • Immediate crisis response • Vitim assistance • Victim support and needs assessment • Victim Services of Oxford County CANUTEC • Hazardous spills/emissions • Product information • Safe handling information • emergency actions • Not on site Page 591 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 107 Worksheet 6 Public Safety Response Profile Identified Public Safety Response Agency Types of Incidents they Response to What is their role at the incident Issues/Concerns Ministry of Natural Resources • Spills • Environmental disasters • Provide personnel and equipment for cleanup and remediation • Unknown availability and resources • Not responsible for managing response Ministry of Environment • Spills • Environmental disasters • Provide personnel and equipment for cleanup and remediation • Unknown availability and resources • Not responsible for managing response Emergency Management Ontario • Large-scale emergencies requiring declaration of state of local emergency • Provincial level support • Communication • Support only CN Rail Police • Rail Emergencies • Oversee response to all rail emergencies • Response time Page 592 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 108 Worksheet 7: Community Services Profile Community Service Agency Types of Assistance they Provide Issues/Concerns Tillsonburg Legion Branch #153 • Reception centre for evacuees • Distribution of goods and essential items • Staffing and resources unknown Oxford County Human Services • Support to families and children struggling with mental health issues • Provide child protective services • Support to families struggling with financial issues • Potential wait time for resource availability London Search and Rescue • Assist emergency services with search and rescue: ice/water, ground, ELT detection, aircraft searching, rope rescue • Staffing and resources unknown • May be re-deployed Local School Boards: Thames Valley District School Board, London District School Board • Life safety education • Staffing and resources unknown In-Home Personal Support Services Oxford and Norfolk • Health care at home, school and in community • Supported living • Long-term care • Potential wait time for resource availability Community Living Tillsonburg • Supports adults with developmental disabilities • Residential services and community participation support • Potential wait time for resource availability Oxford County Walk-In Counselling • Addiction and mental health support • May be referral process • Potential wait time for resource availability (supported and long-term care) Canadian Red Cross • Assist with obtaining basic needs of those victims of large- scale disaster • Emergency shelter and feeding locations • Donation management • May need to be redeployed • Unknown resources and availability Page 593 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 109 Worksheet 7: Community Services Profile Community Service Agency Types of Assistance they Provide Issues/Concerns Salvation Army • Donation management • Food/clothing • Victim support • Long-term recovery support for victims • Low oversight of management of funds • Low availability of needed items St John’s Ambulance • Medical support for reception centres • Health related screening • Transportation for victims • Assist with evacuation of hospitals and health care facilities • Training • May need to be re- deployed Ontario SPCA • Responds to needs of animals in event of emergency/disaster • Limited space or ability to move large livestock Mennonite Disaster Service • Cleanup and debris removal • Hazardous products exposure Samaritan’s Purse • Can remove damaged or destroyed content from homes • Clean and remediate flooded homes • Hazardous products exposure Team Rubicon • Incident management assistance • Disaster management • Infrastructure support • Hazard mitigation • Light demo and debris removal • May need to be re- deployed Society of Saint Vincent de Paul • Provide vouchers to obtain furniture, clothing, and accessories • Low oversight of management of funds • Low availability of needed items ADRA • Manages collection, triage, storing and distribution of in- kind donations • Low oversight of management of funds • Low availability of needed items Page 594 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 110 Worksheet 7: Community Services Profile Community Service Agency Types of Assistance they Provide Issues/Concerns GlobalMedic • Deploy large field tents for infrastructure and logistical needs, filed hospitals, clinics • Medically trained paramedics, first responders, doctors, and nurses • May need to be re- deployed • Temporary only Billy Graham Rapid Response Team • Chaplains trained for emotional and spiritual care following a disaster • None World Renew Disaster Response Services • Rebuilding projects • Unmet needs assessment • High-cost solution Page 595 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 111 Worksheet 8 Economic Profile Identified Occupancy Key Risk Probability Consequence Assigned Risk Level Manufacturing Fire/Explosion Possible Major Power Disruption Likely Minor Cyber Attack Unlikely Major Sabotage Unlikely Moderate Pandemic Possible Major Structural Collapse Unlikely Moderate Rail Emergency /Disruption Unlikely Major Retail Fire/Explosion Possible Power Disruption Likely Pandemic Possible Structural Collapse Unlikely Severe Weather Likely Telecommunications Disruption Possible Cyber Attack Possible Health Care and Social Assistance Fire/Explosion Possible Power Disruption Likely Pandemic Possible Structural Collapse Unlikely Severe Weather Likely Utility Disruption Possible Telecommunications Disruption Possible Cyber Attack Possible Page 596 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 112 Worksheet 8 Economic Profile Identified Occupancy Key Risk Probability Consequence Assigned Risk Level Construction Fire/Explosion Possible Power Disruption Possible Cyber Attack Possible Sabotage Possible Pandemic Possible Structural Collapse Possible Severe Weather Likely Transportation and Warehousing Fire/Explosion Possible Power Disruption Possible Cyber Attack Possible Sabotage Unlikely Pandemic Possible Structural Collapse Possible Severe Weather Possible Educational Services Power Disruption Possible Cyber Attack Possible Civil Disorder Possible Pandemic Possible Severe Weather Likely Page 597 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 113 Worksheet 9a Past Loss and Event History Profile – Fire and Emergency Calls Occupancy Classification Year: 2018 Year: 2019 Fires $ loss Injuries Deaths Causes Fires $ loss Injuries Deaths Causes Group A 0 $0 0 0 Misuse of Ignition Source – 3 Undetermined - 2 2 $15,000 0 0 Vandalism -1 Design/Maintenance Deficiency – 1 Mechanical/Electrical – 1 Misuse of Ignition Source – 3 Undetermined – 1 Group B 0 $0 0 0 0 $0 0 0 Group C 5 $376,500 0 0 3 $1,040,000 0 0 Group D 0 $0 0 0 0 $0 0 0 Group E 0 $0 0 0 0 $0 0 0 Group F 0 $0 0 0 2 $25,000 0 0 Not Classified by OBC 0 $0 0 0 0 $0 0 0 Worksheet 9a Past Loss and Event History Profile – Fire and Emergency Calls Occupancy Classification Year: 2020 Year: 2021 Fires $ loss Injuries Deaths Causes Fires $ loss Injuries Deaths Causes Group A 0 $0 0 0 Design/Maintenance Deficiency – 1 Mechanical/Electrical – 2 Misuse of Ignition Source – 5 Undetermined – 1 0 $0 0 0 Vandalism -1 Design/Maintenance Deficiency – 1 Mechanical/Electrical – 3 Misuse of Ignition Source – 6 Unintentional Undetermined– 1 Undetermined - 1 Group B 0 $0 0 0 0 $0 0 0 Group C 7 $327,000 1 0 11 $2,200,000 0 0 Group D 0 $0 0 0 0 $0 0 0 Group E 1 $40,000 0 0 1 $60,000 0 0 Group F 1 $10,000 0 0 0 $0 0 0 Not Classified by OBC 0 $0 0 0 1 $500 0 0 Page 598 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 114 Worksheet 9a Past Loss and Event History Profile – Fire and Emergency Calls Occupancy Classification Year: 2022 Fires $ loss Injuries Deaths Causes Group A 0 $0 0 0 Design/Maintenance Deficiency – 1 Misuse of Ignition Source – 7 Undetermined – 1 Group B 0 $0 0 0 Group C 8 $8,137,100 1 0 Group D 1 $1,000 0 0 Group E 0 $0 0 0 Group F 0 $0 0 0 Not Classified by OBC 0 $0 0 0 Page 599 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 115 Worksheet 9a Past Loss and Event History Profile – All Calls Call Type 2018 2019 2020 2021 2022 Total % Alarm 88 94 66 107 88 443 26% Medical 14 32 97 125 113 381 23% MVC 31 34 34 29 49 177 11% CO 35 31 24 32 32 154 9% Fire - Other 14 21 14 33 33 115 7% Fire - Structure 16 16 19 25 21 97 6% Electrical 15 14 15 38 5 87 5% Hazmat 7 11 17 16 11 62 4% Other / Unclassified 10 9 5 11 7 42 3% Fire - Outdoor / Grass 3 6 7 11 9 36 2% Mutual/Automatic Aid 8 2 10 10 2 32 2% Rescue - Other than MVC 2 7 5 5 3 22 1% Fire - Vehicle 1 5 4 3 4 17 1% Assist - Outside Agencies / Public 1 1 2 4 3 11 1% Total 245 283 319 449 380 1676 100% Page 600 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 116 Worksheet 9b: Past Loss and Event History Occupancy Type/Location/Risk Causes Probability Consequences Assigned Risk Level Group A Fire Likely Major High Group B Fire Not applicable n/a n/a Group C Fire Almost Certain Moderate High Group D Fire Unlikely Moderate Moderate Group E Fire Likely Major High Group F Fire Likely Major High Group F Fire Likely Major High Other not Classified by OBC Fire Likely Moderate Moderate Classified Under Farm Building Code Fire Likely Minor Moderate Alarm Almost Certain Minor Moderate Medical Almost Certain Insignificant Moderate MVC Almost Certain Minor Moderate CO Almost Certain Minor Moderate Fire-Other Almost Certain Minor Moderate Fire-Structure Almost Certain Moderate High Electrical Almost Certain Minor Moderate Utilities Almost Certain Minor Moderate HAZMAT Likely Minor Moderate Fire – Outdoor Grass Likely Minor Moderate Mutual/Automatic Aid Almost Certain Moderate High Rescue - Other than MVC Likely Minor Moderate Fire-vehicle Almost Certain Minor Moderate Public Assist Almost Certain Insignificant Moderate Page 601 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 117 Worksheet 10: Identifying Treatment Options for Top Risks in Community Mandatory Profile Top Risk or Issues/Concerns Preferred Treatment Option Geographic Profile During peak commuting times, highest risk of motor vehicle collisions (MVCs) is likely to occur within a 15-minute travel time from residential areas to the core industrial areas located in the southern portion of the town and to Highway 401 north of the town. Mitigate Risk – Implement appropriate response protocols, standard operating guidelines, and activities. Ensure appropriate staffing and backup at peak times. The County of Oxford Transportation Master Plan estimated that 59% of rural businesses would expand, therefore increasing the movement of people and goods throughout the town which may have an impact on service levels, call frequency and types. Mitigate Risk – Implement appropriate response protocols, standard operating guidelines, and activities. Continue to implement awareness level hazardous materials training in accordance with NFPA standards. Review existing/need for dangerous goods routes. Agricultural machinery on roadways can create hazardous condition as well as slow down response times. Accept Risk - Implement appropriate response protocols, standard operating guidelines, and activities associated with safe operation of apparatus. There is a low probability, however, a high degree of risk to the public and the environment associated with a train derailment in the area; with or without a release of dangerous goods. Accept Risk – Ensure communication protocols with rail to stay informed of dangerous goods traveling through the city, as well as to initiate emergency response. At grade level rail crossings have the potential to create a physical barrier to connectivity to the roadway network, causing delays in response time. There are 18 at-grade rail crossings throughout the town. Accept Risk – where possible, avoid at grade crossings during a response. Page 602 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 118 Worksheet 10: Identifying Treatment Options for Top Risks in Community Mandatory Profile Top Risk or Issues/Concerns Preferred Treatment Option Geographic Profile Although TFRS is not the primary responder to the Tillsonburg Regional Airport, given its proximity to the town, there is a possibility of an air incident which may require assistance from TFRS which could directly or indirectly (reduced service levels) affect the town. Accept Risk – Implement appropriate response protocols, standard operating guidelines, and activities. There is an increased risk of water or ice rescues related to recreational activities along creeks and Lake Lisgar. Avoid and Mitigate Risk – Ensure public knowledge (signage, education) of safe water recreation, particularly targeted at tourists in the region. Due to the ‘lake effect,’ severe weather events and temperatures are possible during any time of the year and may increase call volume and create hazardous conditions for responders. Accept Risk – Implement appropriate response protocols, standard operating guidelines, and activities. Summer months pose an additional risk of severe storms, tornados, and health hazards to vulnerable populations. Accept Risk – Implement appropriate response protocols, standard operating guidelines, and activities. Public should have general knowledge of self-protecting activities and access to heating and cooling centres (including public places such as shopping centres, library, public pool etc.). The town has an extensive network of trails frequented by visitors on a regular basis, including a large number of seniors in the area. Many portions of the trail are inaccessible to difficult to access by vehicle or apparatus, which could impede a rescue response. Accept and Mitigate Risk – Implement appropriate response protocols, standard operating guidelines, and activities. Review accessibility to recreational areas and response equipment (ATV). Page 603 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 119 Worksheet 10: Identifying Treatment Options for Top Risks in Community Mandatory Profile Top Risk or Issues/Concerns Preferred Treatment Option Geographic Profile There is a considerable risk of a grass fire in areas of urban interface and along difficult to access terrain surrounding the trail system throughout the town and surrounding area. Avoid and Mitigate Risk – Ensure public knowledge (signage, education) of proper fire safety and fire bans (when in effect). Consider enforcement actions to reduce occurrence of unsafe practices. Consider FireSmart and building practices in areas of wildland urban interface. Building Stock Profile Group C - Residential Occupancies represent 91.51% of the town’s existing property stock, and over the five-year period from January 1, 2018, to December 31, 2022, were associated with 74.29% of the structure fires within the town. Avoid and Mitigate Risk - Education and prevention activities should be largely focused on these residential types. Group C – Residential Occupancies represent 100% of the civilian fire related injurie over a four-year period (January 2018-December 2022). Avoid and Mitigate Risk - Education and prevention activities should be largely focused on these residential types. Apartment complexes with fewer than five stories pose a greater fire risk than those with greater than five stories due to less engineering and fire detection practices. Tillsonburg may have a greater risk of fires in these types of buildings when compared to the province. Mitigate Risk - These properties should be routinely inspected to ensure they are being properly maintained, have adequate fire water and are using safe storage practices. The town has significantly more apartments in low rise buildings when compared to the province. There is greater potential for exposure in the event of a fire. Further to this the town intends to construct more high and medium density occupancies, therefore further increasing the fire risk associated with these occupancy types. Avoid and Mitigate Risk - These properties should be routinely inspected to ensure they are being properly maintained, have adequate fire water and are using safe storage practices. TFRS should be informed and involved with new structure developments to ensure service levels are maintained. Page 604 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 120 Worksheet 10: Identifying Treatment Options for Top Risks in Community Mandatory Profile Top Risk or Issues/Concerns Preferred Treatment Option Building Stock Profile Data provided by Statistics Canada indicates that 49.27% of the town’s total building stock was built prior to the introduction of the 1981 Ontario Fire Code. Accept and Mitigate Risk - TFRS should provide public education on the fire risks associated with older homes, and how to ensure homes are updated/maintained to reduce risk. There are several properties within Tillsonburg that have a potentially high fuel load and therefore an increased high fire risk. Mitigate Risk - These properties should be routinely inspected (where applicable) to ensure they are being properly maintained, have adequate fire water, suppression equipment, evacuation procedures, emergency plans and are conducting evacuation drills. The Town of Tillsonburg currently has 12 registered vulnerable occupancies. Mitigate Risk - These properties should be routinely inspected (where applicable) to ensure they are being properly maintained, have adequate fire water, suppression equipment, evacuation procedures, emergency plans and are conducting evacuation drills. In addition to registered vulnerable occupancies the town has 10 schools, 1 daycare and one other facility dedicated to special education/training that represent higher fire life-safety risks. Mitigate Risk - These properties should be routinely inspected (where applicable) to ensure they are being properly maintained, have adequate fire water, suppression equipment, evacuation procedures, emergency plans and are conducting evacuation drills. Page 605 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 121 Worksheet 10: Identifying Treatment Options for Top Risks in Community Mandatory Profile Top Risk or Issues/Concerns Preferred Treatment Option Building Stock Profile With increasing homeless numbers in the town and county, location of any encampments within or around Tillsonburg should be identified as they are associated with numerous fire and life safety risks to the residents of encampments, the public and emergency responders. Avoid and Mitigate Risk – Locate and dismantle encampments. Critical Infrastructure Profile The town’s hydrants (fire flow) are aging and may be unreliable and showing steady decline in older neighbourhoods. Avoid and Mitigate Risk - Develop a water servicing strategy for those areas requiring water flow for firefighting. Inspect hydrant system frequently. To ensure fire water availability, Tillsonburg has experienced more frequent water restrictions in hot and dry conditions. This is partly attributed to the state of the production wells and water reservoir systems, and reduced availability of water in reservoirs. Avoid and Mitigate Risk - Develop a water servicing strategy for declining water availability Demographic Profile The population of the town has increased by 17.30% between 2016 and 2021 and continues to grow. Rapid changes in population can affect service levels due to insufficient coverage and number of personnel. Accept and Mitigate Risk – TFRS should be informed of and monitor future projections to maintain service levels. The population most vulnerable to fire related deaths (60 years and over) is increasing. Accept and Mitigate Risk - Outreach and education for these vulnerable households should continue. Hazard Profile The town’s 2023 Hazard Identification and Risk Assessment (HIRA) identifies hazards that could each impact the ability of Tillsonburg Fire and Emergency Services to deliver fire protection services. Accept and Mitigate Risk – Complete frequent updates of the HIRA and Emergency Plan. Community Services Profile This list of community services demonstrates that the town is very well supported in the event of a major or serious emergency. None. Page 606 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 122 Worksheet 10: Identifying Treatment Options for Top Risks in Community Mandatory Profile Top Risk or Issues/Concerns Preferred Treatment Option Economic Profile The town has identified top employers that contribute to the economic vitality of the community. The largest of these are industrial type manufacturing plants. If a fire were to occur at one of these facilities it could have a negative impact on the financial well-being of the town. Mitigate Risk - These properties should be routinely inspected (where applicable) to ensure they are being properly maintained, have adequate fire water, suppression equipment, evacuation procedures, emergency plans and are conducting evacuation drills. Past Loss and Event History For the period from January 1st, 2018, to December 31st, 2022, Tillsonburg experienced a similar rate of fires in Group C-Residential Occupancies than that of the province but a much higher percentage of dollar loss. This can be attributed to a significant fire with loss in a multi-unit residential building in 2022. Accept and Mitigate Risk - Education and prevention activities should be largely focused on these residential types. For the period from January 1st, 2018, to December 31st, 2022, 100% of the civilian injuries and fatalities were in residential occupancies. This is comparable to that of the province. Accept and Mitigate Risk - Education and prevention activities should be largely focused on these residential types. Past Loss and Event History Over the five-year period from January 1st, 2018, to December 31st, 2022, the leading cause of unintentionally set fires in Tillsonburg occurred due to misuse of ignition source at 45.00%. Avoid and Mitigate Risk - Public education should target proper ignition use, as well as fire prevention and the importance of having operable detection and extinguishing equipment available. Over the five-year period from January 1st, 2018, to December 31st, 2022, misuse of ignition cause 16.00% more fires than that of the province (note provincial data for 2022 unavailable at time of analysis). Avoid and Mitigate Risk - Public education should target proper ignition use, as well as fire prevention and the importance of having operable detection and extinguishing equipment available. Page 607 of 636 Town of Tillsonburg Community Risk Assessment July 2023 Page 123 Worksheet 10: Identifying Treatment Options for Top Risks in Community Mandatory Profile Top Risk or Issues/Concerns Preferred Treatment Option Past Loss and Event History Over the four-year period from January 1st, 2018, to December 31st, 2022, the leading fire ignition sources in Tillsonburg are cooking equipment (25.58%) and, open flame/tools/smoking articles (23.26%) which are both nearly double the provincial averages from 2018 – 2021. Avoid and Mitigate Risk - Public education should be used to curb potentially unsafe cooking and open- flame practices. In severe cases, enforcement should be used. Over the period from January 1st, 2018, to December 31st, 2022, the volume of emergency calls responded to by TFRS increased by 35.53%. Avoid and Mitigate – Review service levels and monitor trends associated with growth. Between January 1, 2018, and December 31, 2022, the majority of responses were attributed to responding to alarms and false alarms. The number of fire and medical calls had an equal percentage. Avoid and Mitigate Risk - Public education on maintenance and increased inspections should be used to curb the frequency of false alarms. Medical calls have been steadily increasing since 2018. Avoid and Mitigate Risk – Review service levels and monitor growing trends Page 608 of 636 Page 1 of 3 Subject: Newell Road Limit Changes Report Number: OPD 23-41 Department: Operations and Development Department Submitted by: Richard Sparham, Manager of Public Works Meeting Type: Council Meeting Meeting Date: Monday, November 27, 2023 RECOMMENDATION A. THAT report titled Newell Road Limit Changes be received as information; and, B. THAT a By-law be presented to Council for consideration to revise the limits of Newell Road from approximately 250 metres south of Baldwin Street to the intersection of Quarter Town Line and the south limits of Quarter Town Line be adjusted from the same 250 metres south of Baldwin Street to the intersection of Baldwin Street and Quarter Town Line. BACKGROUND Recently, staff received concerns and inquiries for the general public relative to placement and naming convention on Newell Road/Quarter Town Line at the point of horizontal curve and respectfully at the intersection of Baldwin Street. DISCUSSION Previously the locations of the street name changes and the placement of street sign(s) was determined to be 250 metres south of the intersection from Baldwin Street. Subsequently and in consideration to the natural vegetation in and around the area, speed (50km/hr posted), the horizontal curve, driver behavior including the evolution/advancement of electronic mapping systems (i.e. GoogleMaps, GPS, etc...) the current naming convention changes part way through and causes confusion. Page 609 of 636 OPD 23-41 Newell Road Limit Changes Page 2 of 3 Since no properties front onto the affected section of road and where no address changes are required; staff is recommending that the limits of Newell Road be extended from its current point to the intersection of Baldwin Street and Quarter Town Line; which will include an equal adjustment to the south limit of Quarter Town Line to the intersection at Baldwin Street. CONSULTATION The following staff and resources have been consulted in preparing this report: Roads Foreperson Director of Operations and Development Roughly the limits of Newell Road and Quarter Town Line Page 610 of 636 OPD 23-41 Newell Road Limit Changes Page 3 of 3 Fire Chief CBO FINANCIAL IMPACT/FUNDING SOURCE No financial impacts 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 – Position Tillsonburg as a leader in the municipal sector. Priority Project – Short Term - Municipal service review ATTACHMENTS N/A Page 611 of 636 1 The Corporation of the Town of Tillsonburg Youth Advisory Council Meeting MINUTES Wednesday, October 4, 2023 5:00 PM Lion's Den 45 Hardy Ave, Tillsonburg ATTENDANCE: Scott Gooding Liam Spencer-Enright Sorraya Buchanan-St.Gelais Scarlet Robson Dakshneel Singh Sophie Hicks Chris Parker Kelly Spencer Jaxon Gundry Tyla Thiessen Adam Thiessen Mya Williams Regrets: Deb Gilvesy Naima Sandoval Staff: Julie Ellis Hillary Miller Regrets: Patti Cote _____________________________________________________________________ 1. Call to Order The meeting was called to order at 5:00 p.m. 2. Adoption of Agenda Page 612 of 636 2 Resolution # 1 Moved By: Scott Gooding Seconded By: Dakshneel Singh THAT the Agenda as prepared for the Youth Advisory Council meeting of October 4, 2023, be approved. Carried 3. Orientation Hillary Miller, Records and Legislative Coordinator and Julie Ellis, Deputy Clerk, welcomed new members to the committee and provided orientation to the committee. 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest. 5. Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Adam Thiessen Seconded By: Mya Williams THAT the minutes of the Youth Advisory Council Meeting of June 7, 2023, be approved with the following amendment: i) Section 7. Next meeting to state October 4, 2023 Carried 6. General Business and Reports 6.1 Open Discussion The Terms of Reference was reviewed in regards to the Committee's mandate to provide clarity regarding the role of the Committee Members of the Committee discussed topics including: o Education on intersectionality for youth o Pride crosswalk at Broadway and Bridge St Page 613 of 636 3 o Potential guest speakers for future meetings o Speeding and traffic concerns for public safety o Other local programs for youth involvement o Potential for expansion in hours for T:GO to be more accessible for youth Resolution # 3 Moved By: Sophie Hicks Seconded By: Jaxon Gundry THAT the Youth Advisory Council recommends to Council that surveillance cameras be installed for the pride crosswalk on Broadway and Bridge. Carried Resolution # 4 Moved By: Jaxon Gundry Seconded By: Dakshneel Singh THAT the Youth Advisory Council recommends to the Traffic Advisory Committee that given concerns regarding the traffic safety around the area of Glendale and Broadway that a review of the type and location of the crosswalk be done. Carried 7. Next Meeting November 1, 2023 at 4:30 p.m. 8. Adjournment Resolution # 5 Moved By: Scarlet Robson Seconded By: Sorraya Buchanan-St.Gelais THAT the Youth Advisory Council meeting be adjourned at 6:25 p.m. Carried Page 614 of 636 1 The Corporation of the Town of Tillsonburg Youth Advisory Council Meeting MINUTES Wednesday, November 1, 2023 4:30 PM Lion's Den 45 Hardy Ave, Tillsonburg ATTENDANCE: Scott Gooding Liam Spencer-Enright Sorraya Buchanan-St.Gelais Scarlet Robson Chris Parker Kelly Spencer Jaxon Gundry Tyla Thiessen Naima Sandoval Adam Thiessen Regrets: Dakshneel Singh Sophie Hicks Deb Gilvesy Mya Williams Staff: Hillary Miller Regrets: Patti Cote _____________________________________________________________________ 1. Call to Order The meeting was called to order at 4:35 p.m. 2. Adoption of Agenda Page 615 of 636 2 Resolution # 1 Moved By: Chris Parker Seconded By: Scarlet Robson THAT the Agenda as prepared for the Youth Advisory Council meeting of November 1, 2023, be approved. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest. 4. Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Tyla Thiessen Seconded By: Sorraya Buchanan-St.Gelais THAT the minutes of the Youth Advisory Council meeting of October 4, 2023 be approved. Carried 5. Presentation 5.1 Presentation from Mark Renaud, Executive Director of the Tillsonburg Business Improvement Area Jaxon Gundry arrived at 4:46 p.m. The members of the Youth Advisory Council will email Mark Renaud any ideas they have to improve the downtown core with their ideas to appeal to youth. Tillsonburg Business Improvement Area is looking for youth representation on their board. Resolution # 3 Moved By: Tyla Thiessen Seconded By: Chris Parker THAT the presentation from Mark Renaud be received as information. Page 616 of 636 3 Carried Resolution # 4 Moved By: Kelly Spencer Seconded By: Naima Sandoval THAT Mark Renaud, Executive Director of the Tillsonburg Business Improvement area create a youth questionnaire template to provide to the Youth Advisory Council at their next meeting. Carried 6. General Business and Reports Councillor Spencer left the meeting at 5:40 p.m. Councillor Parker will reach out to the Parks and Recreation team to add a trash can to Hardy and Lisgar. Scarlet Robson left at 5:42 p.m. 7. Next Meeting December 6, 2023 at 4:30 p.m. 8. Adjournment The Committee lost quorum at 5:42 p.m. The Youth Advisory Council was adjourned. Page 617 of 636 1 The Corporation of the Town of Tillsonburg Museum, Culture, Heritage and Special Awards Advisory Committee MINUTES Wednesday, October 18, 2023 4:30 PM Lion's Den 45 Hardy Ave, Tillsonburg ATTENDANCE: Carrie Lewis Amie Varga Lindsay Munroe Isaac Card Doug Cooper Joan Weston Courtney Booth Rosemary Dean Kelly Spencer Regrets: Tabitha Verbuyst Deb Gilvesy Staff: Patricia Phelps Julie Ellis Hillary Miller _____________________________________________________________________ 1. Call to Order The meeting was called to order at 4:30 p.m. 2. Adoption of Agenda Resolution # 1 Page 618 of 636 2 Moved By: Doug Cooper Seconded By: Rosemary Dean THAT the agenda as prepared for the Museum, Culture, Heritage and Special Awards Advisory Committee meeting of October 18, 2023, be approved. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 4. Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Amie Varga Seconded By: Isaac Card THAT the minutes of the Museum, Culture, Heritage and Special Awards Advisory Committee of September 20, 2023, be approved. Carried 5. Presentations There were no presentations. The committee discussed getting more organizations to apply for the cultural grant. Committee members to reach out to members of the community. 6. General Business & Reports 6.1 Patty Phelps, Culture & Heritage Manager/Curator RE: Museum Updates Lindsay Munroe arrived at 4:36 pm. Patty gave an update on the museum and its fall programs. 2025 is the 200th year that George Tillson arrived. The Committee would like to start planning an event in the spring of 2025. Staff to provide a report at the next Museum, Culture, Heritage and Special Awards Committee meeting regarding the previous 150th celebration details in regards to funding and committee mandate. Page 619 of 636 3 6.2 Tabitha Verbuyst, Executive Director/Curator RE: Station Arts Centre Updates Tabitha was absent from the meeting and provided a written update that was read to the committee regarding the success of the Station Arts Centre's dinner and auction event. 7. Next Meeting November 15, 2023 at 4:30 p.m. 8. Adjournment Resolution # 3 Moved By: Kelly Spencer Seconded By: Joan Weston THAT the Museum, Culture, Heritage and Special Awards Advisory Committee meeting be adjourned at 5:09 pm. Carried Page 620 of 636 1 The Corporation of the Town of Tillsonburg Museum, Culture, Heritage and Special Awards Advisory Committee MINUTES Wednesday, November 15, 2023 4:30 PM 30 Tillson Avenue ATTENDANCE: Carrie Lewis Amie Varga Lindsay Munroe Isaac Card Doug Cooper Tabitha Verbuyst Rosemary Dean Kelly Spencer Regrets: Joan Weston Courtney Booth Deb Gilvesy Staff: Patricia Phelps Julie Ellis Hillary Miller _____________________________________________________________________ 1. Call to Order 2. Adoption of Agenda Resolution # 1 Moved By: Lindsay Munroe Seconded By: Rosemary Dean Page 621 of 636 2 THAT the agenda as prepared for the Museum, Culture, Heritage and Special Awards Advisory Committee meeting of November 15, 2023, be approved. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof None. 4. Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Kelly Spencer Seconded By: Amie Varga THAT the minutes of the Museum, Culture, Heritage and Special Awards Advisory Committee of October 18, 2023, be approved. Carried 5. Presentations None. 6. General Business & Reports 6.1 Patty Phelps, Culture & Heritage Manager/Curator RE: Museum Updates Patty Phelps provided an update regarding the Museum. October: Attendance figures up by 747 visitors over year end of 2022 Oxford Creative Connections Inc. Last program of the Curator’s Show & Tell of her favorite things was held and well attended Fall wreath program went well Upcoming in November: Staff and volunteers have been busy decorating the museum and working on the Christmas Exhibit. Page 622 of 636 3 The Christmas exhibit is a Hallmark Christmas highlights a private collection of over 200 Hallmark ornaments from 1973 to the present. School programs are offered from November 29th to December 15th. Christmas Open House weekend is November 24-26 6.2 Tabitha Verbuyst, Executive Director/Curator RE: Station Arts Centre Updates Tabitha provided an update on the events at the Station Arts Centre: Dinner and Auction Gala at Station Arts in October. Raised $30,000. Station Arts on the parade route this year. Holiday Arts Market starts on December 2 until the 22nd Help Portrait. Photographers get together and take family photos for those in need and print them off for free. Taking names for sign up. Holiday Christmas and Friends Dinner on November 30th. About 20 spaces left. 6.3 Front Porch Repair at 300 Broadway Street The Committee reviewed the submitted photographs and the proposed drawings for the front porch repair. The Committee commends the property owner for taking care of the property and incorporating original, historical elements into the repair of the porch. It is understood that some elements will need to be added to comply with the building code as well as to structurally protect and reinforce the porch. As long as the outside elements remain the same, the Committee has no further comments. Resolution # 3 Moved By: Amie Varga Seconded By: Kelly Spencer A. THAT report titled “Front Porch Repair at 300 Broadway Street” be received as information; and B. THAT Staff provide all comments from the Museum, Culture, Heritage and Special Awards Committee to Emily Xuereb, Deputy Chief Building Official. Page 623 of 636 4 Carried 6.4 Volunteer Achievement Award Nominations Resolution # 4 Moved By: Doug Cooper Seconded By: Lindsay Munroe A. THAT report titled Volunteer Achievement Award Nominations be received as information; and B. THAT the Museum, Culture, Heritage and Special Awards Advisory Committee select Dr. Mark Dickson of the Volunteer Achievement Award. Carried 6.5 Past Budget and Planning Information From Tillsonburg's 150th Ad Hoc Committee The Committee is looking to create a subcommittee for the 200th year of George Tillson's arrival. The Committee would like to plan the event for Spring 2025. Doug has volunteered to be on the committee. The Chair will gauge interest of absent committee members to see if they would like to join the subcommittee. The Subcommittee members will be chosen at the next meeting. Resolution # 5 Moved By: Doug Cooper Seconded By: Kelly Spencer A. THAT report titled “Past Budget and Planning Information from Tillsonburg’s 150th Ad Hoc Committee” be received as information. Carried 7. Next Meeting January 17, 2024 Page 624 of 636 5 8. Adjournment Resolution # 6 Moved By: Rosemary Dean Seconded By: Tabitha Verbuyst THAT the Museum, Culture, Heritage and Special Awards Advisory Committee be adjourned at 5:13 p.m. Carried Page 625 of 636 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-98 BEING A BY-LAW to appoint a Committee of Adjustment for the Town of Tillsonburg pursuant to Section 44 of the Planning Act., R.S.O. 1990 c. P. 123. WHEREAS Section 44 of the Planning Act 1990, allows municipalities who have passed a zoning by-law under Section 34 of the Act, to appoint a Committee of Adjustment for the municipality. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT the Committee of Adjustment for the Corporation of the Town of Tillsonburg shall have all the statutory duties listed under Sections 44 and 45 of the Planning Act, R.S.O. 1990, Chapter P. 13, as amended. 2. THAT the following members of Council shall be appointed to the Town of Tillsonburg Committee of Adjustment for a term to expire December 31, 2024; Deb Gilvesy Dave Beres Pete Luciani Chris Parker Chris Rosehart Bob Parsons Kelly Spencer 3. THAT the Chair of the Committee of Adjustment shall be the Mayor of the Town of Tillsonburg or designate. 4. THAT the Clerk for the Town of Tillsonburg, or designate, is responsible for the Secretary-Treasurer duties of the Committee of Adjustment as prescribed in the Planning Act. 5. THAT all hearings of the Committee of Adjustment shall be called by the Secretary-Treasurer or designate as is necessary, according to the submission of Page 626 of 636 By-Law 2023-034 Page 2 of 2 applications for minor variances and shall take place in Council Chambers during a regularly scheduled Council meeting. 6. THAT any other by-law inconsistent with this by-law shall be hereby repealed. 7. THAT this by-law shall come into full force and effect upon the day of final passing. READ A FIRST AND SECOND TIME THIS 27th day of November, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of November, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 627 of 636 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-100 A BY-LAW to provide a schedule of fees for certain municipal applications, services and permits. WHEREAS Section 39(1) of the Municipal Act, S. 0. 2001, c. M. 25, as amended, provides that without limiting sections 9, 10 and 11, those sections authorize a municipality to impose fees or charges on persons, for services or activities provided or done by or on behalf of it, for costs payable by it for services or activities provided or done by or on behalf of any other municipality or any local board; and for the use of its property including property under its control; WHEREAS it is necessary and expedient to establish a schedule of fees for certain municipal applications, services and permits; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT Schedule “A” to this By-Law is adopted as the schedule of fees for certain municipal applications services and permits listed therein. 2. THAT should the provisions of any other By-Law of the Town of Tillsonburg or other document purporting to set the fees listed in Schedule “A” be in conflict with the provisions of this By-Law, the provisions of this By-Law shall prevail, other than the provisions under By-law 4013, as amended, being a By-law that allows for reductions to be applied to user fees for Recreation, Culture and Parks programs and services. 3. THAT Schedule “A” to this By-Law forms part of this By-Law as if written herein. 4. THAT this By-Law shall come into full force and effect on the 1st day of January, 2024. 5. THAT By-Law 2022-087 passed on the 12th of December, 2022, shall be hereby repealed. READ A FIRST AND SECOND TIME THIS 27th day of DECEMBER, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of DECEMBER, 2023 Page 628 of 636 By-Law 2023-100 Page 2 of 2 ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 629 of 636 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 2023-101 A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to ‘SC-29’ the zone symbol of the lands so designated ‘SC-29’ on Schedule “A” attached hereto. 2. That Section 14.5 to By-Law Number 3295, as amended is hereby further amended by adding the following subsection at the end thereof: “14.5.29 LOCATION: WEST SIDE OF BROADWAY, BETWEEN NORTH STREET WEST AND THE MUNICIPAL BOUNDARY WITH THE TOWNSHIP OF SOUTHWEST OXFORD, PART OF LOT 1, PLAN 41M-103, 671 BROADWAY, SC-29 (KEY MAP 2) 14.5.29.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any SC-29 Zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: all uses permitted in Table 14.1; a medical centre. 14.5.29.2 That all the provisions of the SC Zone in Section 14.2 of this By-Law, as amended, shall apply; and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” 3. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ a first and second time this 27th day of November 2023. READ a third time and finally passed this 27th day of November 2023. MAYOR – Deb Gilvesy CLERK – Tanya Daniels Page 630 of 636 (&19 BOBOLINK DR NORTH ST W NORTH ST EQUARTER TOWN LINEWOODCOCK DRB R O A DW A Y OWLDRHILLDROP CRESWOODLAND CRES SOUTH RIDGE RD TRILLIUM DR FAIRVIEW ST PHEASANT CRTWREN CRT LANGRELL AVE JAMES AVE 9920 KEY MAP LANDS TO WHICH BYLAW 2023-101 APPLIES © 50 0 50 100 150 20025 METRES Page 631 of 636 N37°39'00"W 181.90N52°23'00"E 92.34 SE ANGLELOT 1, 41M-103 P A R T 1 P A R T 2R E G I S T E R E D P L A N4 1 M - 1 0 3L O T1N52°23'00"E 92.34 N37°39'00"W 181.90R E F E R E N C E P L A N 4 1 R - 5 5 7 9BROADWAYSCHEDULE "A" PART LOT 1, REGISTERED PLAN 41M-103PART 2, REFERENCE PLAN 41R-5579TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO SC-29 NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR CLERK TO BY-LAW No. _2023-101, PASSED THE 27th DAY OF November 27th, 2023 TO BY-LAW No.© 10 0 10 20 305 METRES Þ2023-101 Page 632 of 636 ZN 7-23-05 TOWN OF TILLSONBURG BY-LAW NUMBER 2023-101 EXPLANATORY NOTE The purpose of By-Law Number 2023-101 is to rezone the subject property from ‘Service Commercial Zone (SC)’ to ‘Special Service Commercial Zone (SC-29)’ to permit ‘medical centre’ as an additional permitted use on the subject lands. The subject lands are legally identified as Part of Lot 1, Plan 41M-103, Tillsonburg. The subject lands are located on the west side of Broadway, north of North Street and south of the municipal boundary with the Township of South-West Oxford, and municipally known as 671 Broadway. The public hearing was held at Tillsonburg Council on October 10, 2023. Any person wishing further information relative to Zoning By-Law Number 2023-101 may contact the undersigned: Tanya Daniels Clerk Town of Tillsonburg 10 Lisgar Avenue Tillsonburg, ON N4G 5A5 Telephone: 519-688-3009 ext. 4040 File: ZN 7-23-05 (KerMar Holdings Inc.) Report Nos: CP 2023-239 Page 633 of 636 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-102 A BY-LAW to repeal By-Law 2023-091 and amend By-Law 2021-013 being a By-law to provide for the licensing, regulation, and control of animals within the Town of Tillsonburg. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That Part 3, Section 3 d. remove the wording “on payment of the annual license fee.” 2. That Part 3, Section 3 h. remove the wording “during the year and until the owner procures a tag for the following year.” 3. That Part 3, Sections 3 j. 3n., 3q, 3 s.,3 x. be deleted. 4. That Part 3, Section 3 v. remove the wording “upon payment of the replacement fee as set out in the Town of Tillsonburg Rates and Fees By-Law.” 5. That Part 3, Section 3 y. be added to read as “Every dog tag licence will expire one year from the date or registration and must renew the dog licence annually.” 6. That Part 4 Section 16 be renumbered to 16 e. “The owner of a “dangerous dog” shall obtain and maintain in force a policy of public liability ownership issued by an insurer licensed by the Province of Ontario providing third party liability coverage in an amount of not less than 2 million (2,000,000) dollars for any damage or injury caused by the “dangerous dog”. A certified copy of the said policy shall be provided annually with the Animal Control Officer of the Town of Tillsonburg.” 7. That Part 4, Section 16 be added under Dangerous Dogs and to read as “Requirements for dangerous dogs are below”. 8. That Part 4 Section 16 a. be added to read as “No person, who is residing temporarily or permanently within the Town of Tillsonburg shall own, keep, possess or harbour a dangerous dog unless a license has been issued under this by-law”. 9. That Part 4, Section 16 b. be added to read as “No person shall give, sell, transfer ownership of a dangerous dog without permission from the Town of Tillsonburg.” 10. That Part 4, Section 16 c. be added to read as “No person shall fail to notify the Town of Tillsonburg when a dangerous dog has died.” Page 634 of 636 By-Law 2023-102 Page 2 of 2 11. That Part 4, Section 16 d. be added to read as “No person who owns, keeps, possess or harbour a dangerous dog shall fail to comply with a muzzle order condition.” 12. That Part 4, Section 16 f. be added to read as “Every dangerous dog tag licence will expire one year from the date of registration and must renew the dog licence annually.” 13. That Part 4, Section 16 g. be added to read as “The annual license fees for dangerous dogs are payable by the owner of every dog under this By- law, as set out in the Town’s Rates and Fees By-Law, shall be the rates approved by the Town of Tillsonburg from time to time.” 14. That these amendments repeal the amendments made by By-law 2023-091. 15. That these amendments to By-Law 2021-013 are hereby declared to be part of that By-Law as if written therein. 16. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 27th day of November, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of November 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 635 of 636 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-103 A BY-LAW to confirm the proceedings of Council at its meeting held on NOVEMBER 27, 2023. WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the powers of a municipal corporation shall be exercised by its council; AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that municipal powers shall be exercised by by-law; AND WHEREAS it is deemed expedient that the proceedings of the Council of the Town of Tillsonburg at this meeting be confirmed and adopted by by-law; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. All actions of the Council of the Corporation of the Town of Tillsonburg at its meeting held on November 27, 2023, 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. 5. READ A FIRST AND SECOND TIME THIS 27th day of NOVEMBER, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of NOVEMBER, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 636 of 636